1 Shaping the Future of Rotary International 2007-2010 Lilleström Rotary Institute ÖRSÇELİK...

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Shaping the Future of Rotary International

2007-2010

Lilleström Rotary Institute

ÖRSÇELİK BALKANDirector, RI

29 September, 2007

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HEARTFELT

THANKS

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VISION TO FUTURE

Brief History and Bylaws’ Requirements June 2007 Board Actions for 2007-2010

Plan Endorsed Mission, Vision, Motto, Core

Values, and Priorities Benefits of Realizing our Plan Next Steps & Process Impacts on Clubs/Districts

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What is Strategic Planning?

A continuous corporate planning process,

to position the entity in most effective condition

witch respect to continuous changes

that occur in the organization, and

in its environment

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Why Do a Strategic Plan? Emphasizes long-term planning

Creates a more dynamic organization

Provides tools for improvement

Establishes vision for the future of Rotary International

Failing to plan means planning to fail

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History of RI Strategic Planning RY 2003

• Embarked on strategic planning initiative

• Membership widely surveyed

• Board adopted the proposed plan and goals

2004 COL

• Endorsed strategic plan

• Approved standing committee to oversee process

2004-06 Actions

• Volunteer/staff action teams developed

• Implemented plans to achieve goals

2007

• Aligning strategic plan and future vision plan

• Hired Strategic Planning Manager

• COL mandated various changes/endorsed FV Plan

• Board adopted updated plan

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June 2007 Board Action

Reviewed new plan elements

Adopted motto, mission, vision, core values, priorities, and goals

Agreed to distribute approved components to Rotary world

Requested presentation to Rotary Institutes

Requested a comprehensive communication plan by October 2007

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WHY Core Values? Organizational culture comprises the attitudes,

experiences, beliefs and values Values are the heart of the organizational

culture Shared by all Performance and strategy must align with

organizational culture Aligns with Four-Way Test and Object of

Rotary

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Approved Core ValuesService

Fellowship

Diversity

Integrity

Leadership

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Mission Statement

The mission of Rotary International, a worldwide association of Rotary

clubs, is to provide serviceprovide service to others, promote high ethical standards, and

advance world understanding, goodwill, and peace through its

fellowship of business, professional, and community leaders

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Vision StatementThe vision of Rotary

International is to be universally recognized for its commitment

to Service Above Self to advance world understanding, goodwill,

and peace.

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Motto

Service Above Self

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Priority 1

ERADICATE

POLIO

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Priority 1 – Goal A

Support the Plans and Goals of the

International PolioPlus Committee

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Priority 1 – Goal B

Maintain and Promote Rotarian Participation in PolioPlus Partners

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Priority 1 – Goal C

Continue to Focus our Collaborative Relationships on the Final Goal of Polio

Eradication, until Certification of Global Eradication of Polio is

Received

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Priority 2

ADVANCE THE INTERNAL AND

EXTERNAL RECOGNITION AND PUBLIC IMAGE OF

ROTARY INTERNATIONAL

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Priority 2 – Goal A

Conduct Internal and External Public

Information Campaigns to Deepen Global

Awareness about RI and its Programs

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Priority 2 – Goal B

Engage Leadership at all Levels in Telling the World about Rotary Commitments and

Outcomes

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Priority 3

INCREASE ROTARY’S CAPACITY TO

PROVIDE SERVICE TO OTHERS

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Priority 3 – Goal A

Emphasize the four Avenues of Service as

a Way to Expand Service opportunities

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Priority 3 – Goal B

Provide Special Emphasis on

Supporting the Improvement of Clubs which Need Assistance

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Priority 3 – Goal C

Refine the Current Training to Include

Innovative Ideas

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Priority 3 – Goal D

Expand Strategic Cooperative Relationships

at all levels to Enhance RI’s Mission in a way that

Protects the Integrity of Rotary International

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Priority 3 – Goal E

Improve the Efficiency and Effectiveness of

Rotary International in all Operational Areas

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Priority 4

EXPAND MEMBERSHIP

GLOBALLY BOTH IN NUMBERS AND

QUALITY

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Priority 4 – Goal A

Develop and Implement a Comprehensive Plan to

Strengthen Responsibility at the Club Level for

Membership Development and Retention Based on Best

Practices

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Priority 4 – Goal B

Extend Rotary to All Qualified Localities

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Priority 4 – Goal C

Increase the Number of Young Members and

those in Emerging Occupations

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Priority 4 – Goal D

Enhance and Emphasize the Family of Rotary throughout the Rotary

World

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Priority 5

EMPHASIZE ROTARY’S UNIQUE

VOCATIONAL SERVICE

COMMITMENT

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Priority 5 – Goal A

Influence Ethical Decision Making by Encouraging

Rotarians to Join and Take Leadership Roles in Business and Vocational

Associations

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Priority 5 – Goal B

Find New Ways to Develop Vocational Skills

of Others, Especially People without Jobs by Fully Utilizing Rotarian

Expertise and Experience

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Priority 5 – Goal C

Develop more Vocational Forums for Learning and Information Exchange to Encourage Professional

Development

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Priority 6

OPTIMIZE THE UTILIZATION AND DEVELOPMENT OF

LEADERSHIP

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Priority 6 – Goal A

Expand Leadership Development

Opportunities at all Levels to Fully Utilize Talents and Skills of

Rotarians

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Priority 6 – Goal B

Cultivate Leadership Opportunities for

Young People in RI and TRF

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Priority 6 – Goal C

Periodically Assess Governance Procedures

to Assure Best Practices

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Priority 7

FULLY IMPLEMENT THE STRATEGIC PLANNING PROCESS TO ENSURE

CONTINUITY AND CONSISTENCY

THROUGHOUT THE ORGANIZATION

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Priority 7 – Goal A

Evaluate and Update the Strategic Plan Every

Three Years to Allign with Rotarian Needs

and Expectations

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Priority 7 – Goal B

Ensure The Rotary Foundation Future Vision

and the Secretariat Operating Plan Align with

the RI Strategic Plan

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Priority 7 – Goal C

Disseminate the RI Strategic Plan throughout the

Organization, Including Districts and Clubs, and

Provide Opportunities for Input from the Membership

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Priority 7 – Goal D

Develop and Implement a Strategic Planning Process for Rotary Clubs and Districts

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Summary of Process

Three-year review cycle

• Review Priorities and Goals

• Refine mission and vision (if necessary)

May—SPC counsels Pres. Elect/Nominee

October—Board establish annual goal plan

Every Meeting—Board monitors progress

RI SPC—Meets 1-2 times per year

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Next Steps (Aug – Oct 2007) Create/review high-level action plans

Adopt mechanisms for Board monitoring

Adopt communication and transition plans

Adopt strategic planning process philosophy

Promote strategic planning models for clubs and districts

Coordinate with TRF Future Vision Plan

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Impacts on Clubs and Districts

Provides guidance on global strategic priorities

Does not mandate—only a tool for planning locally

Future RI assistance with planning models, tools, and guidelines

Consistency and continuity in Rotary

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Food for Thought

Is your club or district involved in strategic planning?

Is it or would it be beneficial?

What are some of the key issues that Rotary should be addressing in the next three years?

Is the RI strategic plan bringing more continuity at the international level?

Is this evident?

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Long-term Success of RotaryDynamic

Forward Thinking Organization Focused on

Improvement as

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Thank You

ÖRSÇELİK BALKANDirector, RI

Lilleström Rotary Institute29 September, 2007