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THE RI STRATEGIC PLAN

Strategic planning helps organizations develop a long-range vision and establish goals. At Rotary International, it is a continual and evolving process, regularly monitored by the Strategic Planning Committee and the RI Board of Directors.

This is a changing world, and we must change with it.
Rotary founder Paul Harris
In 2009, the Board conducted an extensive review of the RI Strategic Plan. This review included surveying 14,000 Rotarians worldwide about the organization’s priorities, conducting focus groups to assess Rotary’s image in different countries, and analyzing other data and research. The revised plan, effective 1 July 2010, reflects the results of this research and also unifies the strategic direction of RI and The Rotary Foundation .

Clubs and districts can use the three priorities in the RI Strategic Plan as a basis for developing their own plans, tailoring them to their size, the varied skills of their membership, and the needs of the communities in which they serve.


Thu Dec 16, 2010
NEW PILOT PROGRAMS SUPPORT MEMBER DIVERSITY
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Four new pilot programs will allow participating Rotary clubs to
experiment with flexible membership requirements and club
operations beginning 1 July.

The three-year pilots -- satellite club, associate member,
corporate member, and innovative and flexible Rotary club -- were
approved by the RI Board at its November 2010 meeting.

Each one is designed to improve recruitment, allow for flexibility
in club operations and structures, and provide Rotary clubs with
an opportunity to explore new and innovative ways to promote
member diversity -- all goals of the RI Strategic Plan. Other potential
benefits include improved leadership and engagement among
members and increased support of The Rotary Foundation.

The pilots will allow RI to collect data and analyze results from the
participating clubs to evaluate the effectiveness of each change.
Clubs have until 1 April to submit applications to Rotary International
to be considered for a pilot. Information and applications will be
sent to each club in early January. Up to 200 clubs will be selected
for each pilot. Rotary clubs must have been chartered before
30 June 2009 to be considered.

Satellite Club

The Satellite Club Pilot Program will assess the impact of allowing
a Rotary club to conduct multiple club meetings during a week,
each taking place at a different location, on a different day, or
at a different time.

Rotarians in the satellite club would belong to a host club but
would meet at their own time and location and could have their
own projects. This structure may be helpful in areas with many
rural communities as well as in large metropolitan areas. The pilot
could give a small, weak, or struggling club the opportunity to
become connected to a larger, active, and vibrant club in a nearby
area and receive ongoing support.

Associate Member

The Associate Member Pilot Program gives clubs a tool for teaching
prospective members about the club and the expectations
of membership before they join. Clubs would determine the length
of time a person could remain an associate member before becoming
an active member.
The pilot is aimed at potential members who may be uncertain of
the commitment involved with membership. It will provide them with
an opportunity to get acquainted with a club's members, programs,
and projects, thereby increasing retention.

Corporate Member

The Corporate Member Pilot Program will allow a corporation or
company in a club's area to become a member of the Rotary club
and appoint up to four people to serve as club members. These
corporate members will attend club meetings, participate in
projects, and vote on club matters, and are eligible to serve as
club officers and committee members. One of the designees
must be a member of the corporation's senior executive group,
but the others could hold any full-time managerial role.
Only one of the designees would need to attend club meetings
at a time, yet each would be considered an official member of
the club and would be required to pay RI and annual club dues,
as determined by the club.

Innovative and Flexible Rotary Club

Under the Innovative and Flexible Rotary Club Pilot Program, clubs
will be allowed to change one element of its format or structure as
an experiment. For example, a club might offer family memberships
or conduct a blend of online and in-person meetings. The change
should not duplicate another pilot, however.

The pilot is focused on encouraging Rotary clubs to be fun, dynamic,
diverse, resilient, tolerant, interested in trying new things,
member driven, inspirational, and relationship rich.

Source: Rotary International News

REVISED RI STRATEGIC PLAN GETS BACK TO BASICS
________________________________________________________

EFFECTIVE JULY 2010-13

The revised strategic plan includes three priorities, including
supporting and strengthening clubs.

The priorities are:

• Support and strengthen clubs.
• Focus and increase humanitarian service.
• Enhance public image and awareness.

Following a mandate from the Council on Legislation, the Board
recently conducted a triennial review of the plan. This review
included surveying 14,000 Rotarians worldwide about the
organization' s priorities and holding focus groups to assess Rotary's
image in different countries.

In addition, the Strategic Planning Committee carried out a
detailed analysis of Rotary's strengths, weaknesses, opportunities,
and challenges and considered its findings in relation to the
organization' s mission, vision, and strategic priorities.

The revised plan, effective July 2010, reflects the results of this
research. For example, survey responses clearly linked membership
growth to strong clubs, and external data indicated that
opportunities for service and networking are Rotary's greatest appeal.

The plan also unifies the strategic direction of RI and The Rotary
Foundation by emphasizing the connection between clubs' most
popular service areas and the areas of focus in the Foundation's
Future Vision Plan.

Moving forward, the Strategic Planning Committee and the RI Board
will continue to refine the goals attached to each priority and
develop tactics for achieving and measuring success.

"The revised strategic plan focuses RI's efforts on the clubs and
getting back to basics," says RI Director Thomas Thorfinnson.
"RI's main role should be supporting clubs and helping them to
expand their service and publicize the accomplishments
of their efforts."

Source: Rotary International News

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