2014 strat plan draft

Rotary Club of Red DeerStrategic Plan2014 - 2017

ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan

Rotary Club of Red Deer | 2014 - 2017 Strategic Plan

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MISSION OF ROTARY INTERNATIONALThe mission of Rotary International is to provide service to others, promote integrity and advance world understanding, goodwill and peace through its fellowship of business, professional and community leaders.

THE OBJECT OF ROTARYFirst formulated in 1910and adopted through the years as Rotary’s mission expanded the Object of Rotary provides a succinct definition of the organizations purpose as well as the member’s responsibility.

The Object of Rotary is to encourage as foster the ideal of service as the basis of worthy enterprise and, in particular, to encourage and foster:

t FIRST – The development of acquaintance for service. t SECOND – High ethical standards in business and professions, the recognition of worthiness of all useful occupations,

and the dignifying of each Rotarian’s occupation as an opportunity to serve society. t THIRD – The application of the ideal of service in each Rotarian’s personal, business, and community life. t FOURTH – The advancement of international understanding, good will, and peace through a world fellowship of

business and professional persons united in the ideal of service.

THE FOUR-WAY TESTFollowed by Rotarian’s worldwide in their business and professional lives, The Four-Way Test was created by Rotarian Herbert J. Taylor in 1932. It has since been translated into more than 100 languages and is used by organizations and individuals throughout the world.

Is it the Truth?Is it fair to All Concerned?Will it Build Goodwill and Better Friendships?Will it be Beneficial to All Concerned?

OUR CLUB VISIONThe Rotary Club of Red Deer, through active participation, will foster leadership and provide human and financial resources to benefit our local and international communities.

OUR CLUB MISSIONThe Rotary Club of Red Deer will be guided by the Object of Rotary to recognize community and international needs and mobilize resources to meet those needs.

OUR CORE VALUESThe Rotary Club of Red Deer believes that individual members have the responsibility to actively participate in achieving the Object of Rotary while abiding by the Four-Way Test.

How We and Others View the Rotary Club of Red Deer?We are the Service Club of choice …community focused, reflective of our community’s diversity, and a leader in community service, both locally and globally.

Through an extensive process involving all Club Members, we have established a core goal that describes how we ourselves, and how we want others, to view the Rotary Club of Red Deer. To guide us in our planning and actions we have identified five Key Strategies. We will adjust our plan as needed to achieve success and to address changes that may occur. The end result is an wannually updated three year forward Rotary Club of Red Deer Strategic Plan.

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Our Core GoalThe Rotary Club of Red Deer is the Service Club of choice …community focused, reflective of our community’s diversity, and a leader in community service, both locally and globally.

t We are known for being ethical. t We are passionate about “service above self ’. t Our membership will continue to grow, reflecting the character of our community and the focus of our projects and

programs. t The value of membership is self-fulfilling through networks and contacts with other Rotary club members. t We are strong leaders, exhibiting high energy and enthusiasm in support of Rotary. t We connect with other Rotary Clubs.

OUR KEY STRATEGIESOur Key Strategies are all of equal importance in achieving our Core Goal. Through our various club committees, and our mem-bers working together and individually, we will develop and implement actions in support of our Core Goal.

ACTIONS TO SUPPORT OUR KEY STRATEGIES

We will develop and implement actions that support the achievement of these strategies and will annually evaluate our progress. Actions in support of our Key Strategies will identify, engage and retain members and provide a Rotary legacy in the local and international community.

Identification:

Actions to promote the Rotary Club of Red Deer as the Service Club of choice, identifies key community leaders and encourages those leaders to join Rotary.

Engagement : Actions to actively engage members in the workings of Rotary and the Club’s initiatives.Retention: Actions to ensure Club members continue to realize the value of being a Rotarian and a member of the

Rotary Club of Red Deer.Legacy: Actions to ensure Rotary and the Rotary Club of Red Deer is recognized by the Community as the Ser-

vice Club of choice making positive contributions to the local and international community.

Refer to Appendix “A” for Action Items which support our Key Strategies.

RESOURCES TO SUPPORT OUR KEY STRATEGIES AND ACTION ITEMSThe Rotary Club of Red Deer organizational structure, comprised of a Board of Directors, Committee Chairs and Committee Members, will be adequately resourced to execute the Club’s Key Strategies and Action Items.

Refer to Appendix “B” for the Organizational Chart of the Rotary Club of Red Deer.


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MEMBERENGAGEMENT

STRATEGY

1STRATEGY DESCRIPTIONOur meetings will be well organized, interesting, informative and fun. They will reflect our vision, mission, values and core goal. Recruitment and Retention are at the heart of a successful Service Club. We will celebrate and grow our member’s vocational expertise. Our club will take a leadership role in Red Deer supporting and building “youth capacity” within the Rotary family. Our organizational structure with provide for sound governance, leadership and succession.

t Provide opportunities for members to share events in their lives and business and for others to learn from them. t Special efforts will be made to make new members feel welcome. t Meetings will foster socialization amongst all members. t All members attend regularly and are engaged in club activities. t We will have a succession plan to ensure ongoing effective leadership by our club leaders. t Strong orientation program for new members. t Connect students and young people with members through career exploration and work experience opportunities.

ACTIONS TO SUPPORT THIS STRATEGY 2014-2017 t Maintain or increase Club membership. [Identification] t Increase community awareness of Rotary to ensure Rotary is the service club of choice. [Identification] t New members will be “mentored” by their Sponsor to ensure the member is fully informed of Rotary activities and

actively engaged in Club activities. [Engagement] t Members will be actively engaged in the workings of Rotary. [Engagement] t Ensure an effective and complete Rotary Board and Committee Chair succession plan and process is in place.

[Retention] t Ensure weekly Club meetings are engaging to Club members and maintain adherence to allotted time schedule.

[Retention] t Promote increased social and team building activities amongst members. [Retention] t Conduct exit interviews with Rotarian’s resigning from the Club. [Retention] t Key Rotarians to act as Rotary Ambassadors to new members and the Community at Large. [Legacy] t Identify key Rotarians who could fulfill the duties of District Governor and encourage them to put their name forward

for the position. [Legacy] t Develop a documented Club Policy/Procedures Guide. [Legacy]

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SUPPORTING AND STRENGTHENING COMMUNITY PROJECTS & COMMUNITY SERVICE

STRATEGY

2STRATEGY DESCRIPTIONWe will engage in and support worthwhile community projects that benefit people in our community and reflect our humanitarian principles. We will support community projects that enable members to provide “hands-on” service. We will ensure projects reflect the support that Rotary has provided. We will work with other Rotary Clubs in Red Deer to coordinate interclub projects and service

t We will have well thought out funding criteria that reflect our vision, mission, core values and core goal. t We will encourage appropriate branding and signage of projects we support. t We will always have a “flagship” project. t We will have a strategy for allocation that reflects causes that are important to the club.

ACTIONS TO SUPPORT THIS STRATEGY 2014-2017 t Communications Strategy that provides consistent and comprehensive messaging about what our club does/supports

in the community, particularly aligned with each activity that we engage in (i.e. 50/50, Black Tie Bingo, Citizen of the Year, Seniors Concert, Salvation Army Kettles Program). [Identification]

t Conduct an annual assessment of our Community Service application and evaluation processes to ensure they are meeting the communities need and providing Rotary with the appropriate level of recognition. [Engagement]

t Strengthen relationships with community partners in the execution of the Club’s New Generations (i.e. youth) programs and initiatives. [Retention]

t Develop a framework for a sustainable community legacy in conjunction with the 100th anniversary of Rotary in 2023. [Legacy]

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OUR INTERNATIONAL PROJECTS

STRATEGY

3STRATEGY DESCRIPTIONWe will continue to grow our commitment to supporting international projects, both financially and through direct member involvement. We will carefully evaluate potential projects and promote member participation, focusing on the entrepreneurial skills of our members.

t We will identify and generate opportunities for international projects based on criteria that are consistent with our vision, mission, core values and core goal.

t We will focus on projects that enable both financial and personal involvement by members t We will increase awareness of our participation in international projects with our members and the community. t We will follow-up regularly with the membership to ensure they are aware of the opportunities and our support of

international work.

ACTIONS TO SUPPORT THIS STRATEGY 2014-2017 t Develop a strategy which ensures the Club’s International Development initiatives are adequately funded recognizing

the lag in obtaining approval and matching funding from Rotary International. [Engagement] t Develop Project Approval Criteria for the International Development Fund (i.e. mirror the work done by the

Community Service Committee and RI’s Areas of Service). [Engagement] t Increase awareness of the successes and accomplishments of the Club’s International Initiatives. [Identification]

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OUR FUNDRAISING

STRATEGY

4STRATEGY DESCRIPTION:We will regularly evaluate current fundraising projects to confirm they are still relevant and that the effort invested provides a reasonable return in money raised. We will constantly look for new ideas for fundraising projects and plan to introduce them in a timely fashion. We will explore new approaches to fundraising (e.g. partnerships {Mac and cheese}, Rotary Foundation, fundraising with a sponsor).

t We will have sound criteria to evaluate current fundraising projects and in considering new projects. t We will annually showcase the success of our fundraising projects. t Our fundraising projects will respect and reflect community expectations, and connect to our flagship projects as

appropriate.

ACTIONS TO SUPPORT THIS STRATEGY 2014-2017 t Appoint an AGLC Liaison and develop an approach to ensure our funding decisions and activities are aligned with

AGLC requirements. [Engagement] t All Fundraisers to provide a report to the board within 90 days of the event highlighting effective and non-effective

elements, with suggestions for improvement. [Retention] t Build and implement process that identifies all our gifts and communicates them to the Club and community. [Legacy}

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THE ROTARYFOUNDATION

STRATEGY

5STRATEGY DESCRIPTION:We will continue to support the activities of The Rotary Foundation to advance world understanding, goodwill and peace through the improvement of health, the support of education and the alleviation of poverty. We will continue to grow our commitment to TRF financially and by member involvement.

t We will encourage club members to support TRF and seek matching funds for projects t We will enhance our understanding of TRF’s goals and purpose t We will increase our awareness of the work of the TRF by sharing examples of recent projects t We will make the Paul Harris Fellowship a meaningful way of supporting TRF

ACTIONS TO SUPPORT THIS STRATEGY 2014-2017 t Document a criteria and process for granting honorary Paul Harris Fellowships. [Identification] t Investigate and implement innovative ways for members to contribute to the Rotary Foundation and become Paul

Harris Fellowships. [Legacy] t Increase awareness of the Rotary Foundation and Paul Harris Fellowships. [Legacy]

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APPENDIX AACTION ITEMS & TACTICS


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Action Items/Tactics 14/15 15/16 16/17 Lead RoleI Maintain or increase club membership. President

Each member to bring 1 guest per year to a Rotary meeting. P P P Club MembersCompile a list of key business and community influential leaders to be invited to join Rotary

P Membership Director

Update key business and community influential leader’s list. P P P Membership Director

One meeting annually to be dedicated to Rotaract. P P P Meetings Coordi-nator

I Increase community awareness of Rotary to ensure Rotary is the service club of choice.

Public Relations Director

Update the Rotary video on an annual basis, or as required, identifying our achievements and societal contributions lo-cally and internationally.

P P P Public Relations Committee

Publish and update on an annual basis, a report highlighting our historical local and international accomplishments and investments.

P P President & Public Relations

CommitteeSeek out, and obtain approval of, key community web pages to post a link to the Rotary Club of Red Deer’s website.

P Public Relations Committee

E New members will be “mentored” by their sponsor to ensure the member is fully in-formed of Rotary activities and actively engaged in Club activities.

Membership Director

Prepare a new member orientation check list and review process.

P Membership Committee

Pursue holding an annual inter-club Fireside orientation ses-sion for new members and their spouses.

P President

E Members will be actively engaged in the workings of Rotary. Membership Director

Implement a process to ensure all Rotarian’s are assigned to a Committee.


Develop and Club Skills & Interest Matrix to ensure Rotarian’s assignments are properly aligned to the Club member’s pas-sion and expertise.

Membership Committee

Develop committee scope documents and resource require-ments.

P Club Director’s

Annual review and assessment of committee effectiveness. P P Board Vice ChairR Ensure an effective and complete Rotary Board and Committee Chair succession plan

and process is in place.Club Executive

All Executive positions to be filled. P P P PresidentEncourage current and prospective Board members to com-plete the Rotary Leadership Training sessions.

P P 1st Vice President

Strategy #1 - Member Engagement

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Action Items/Tactics 14/15 15/16 16/17 Lead RoleR Ensure weekly Club meetings are engaging to Club members and maintain adherence

to allotted time schedule. Coordinator

Engage Rotarians in weekly meetings and presentations. P Weekly Meeting Coordinator

Ensure presentation balance between Rotary (i.e. interna-tional initiatives), business and community issues.

P Weekly Meeting Coordinator

Invite other Rotary Club Presidents or their representative, annually or bi-annually, to inform the Club on their activities and initiatives.

P P P President

R Promote increased social and team building activities amongst members. Membership Director

Identify member’s interests and participation levels. P Social CommitteeCoordinate an annual “Community Day of Caring” activity (2014 – Camp Alexo)

P P P Social Committee

Hold at least 2 social or team building events annually. P P Social Committee

R Conduct exit interviews with Rotarian’s resigning from the Club Past PresidentConduct interview and prepare an annual report on the reasons.

P P P Past President

Recommend changes to the Club’s activities and initiatives to better motivate members in the workings of Rotary and retain membership.

P P Board of Direc-tors

L Key Rotarians to act as Rotary Ambassadors to new members and the Community at Large.

Membership Director

Solicit volunteers to act as mentors. P P Membership Committee

Identify roles and activities of mentors. P P P Membership Committee

L Identify key Rotarians who could fulfill the duties of District Governor and encourage them to put their name forward for the position.

Club Executive

L Develop a documented Club Policy/Procedures Guide. SecretaryDetermine existing information and documentation. P DirectorsIdentify documentation/process gaps and requirements. P DirectorsDetermine where information is to be stored, security requirements for data integrity and effective utilization and access for club members.

P Secretary

Establish review and updating frequencies. P 2nd Vice President

Document current Policies and Procedures P P Committee ChairsFuture Actions:

t Publicly advertise annually for new members. t Increase awareness of Rotary through signage in the Community and at Rotary events. t All members have a two sided card to give to potential members t Have brochure available for every member to use for recruitment. t Enhance member recognition (i.e. Whiners & Snivelers Award, Perfect Attendance Award, and President’s Award).


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Action Items/Tactics 14/15 15/16 16/17 Lead RoleI Communications Strategy that provides consistent and comprehensive messaging

about what our club does/supports in the community, particularly aligned with each activity that we engage in (i.e. 50/50, Black Tie Bingo, Citizen of the Year, Seniors Concert, Salvation Army Kettles Program).


Develop a strategy for the board to approve. P PR CommitteeExecute Strategy and bring amendments forward annu-ally.

P P P PR Committee

E Conduct an annual assessment of our Community Service application and evalu-ation processes to ensure they are meeting the communities need and providing Rotary with the appropriate level of recognition.

Vice President

Define what “great” looks like for Rotary to be recog-nized at the Service Club of choice.

P Club Executive

Develop metrics that align our support of community projects with an appropriate level of recognition.

P Community Service Committee

Ensure that our processes for gathering Community Services applications are meeting the need of the ap-plicants.

P Community Service Committee

Semi-annual report to the membership on community supported initiatives.

P P P Community Service Committee

R Strengthen relationships with community partners in the execution of the Club’s New Generations (i.e. youth) programs and initiatives.

New Generations Director

Identify and prioritize youth programs the Club sup-ports.

P New Generations Committee

Identify community partners for each youth program supported by the Club.

P Program Coordinators

Ensure the New Generations Committee is adequately resourced to support the selected youth programs.


Program Coordinators of the New Generations Com-mittee to develop lasting relationships with community partners.


Program Coordinators to seek input from community partners to enhance the Club’s youth programs, initia-tives and engagement of Red Deer’s youth.


Strategy #2 - Supporting and Strengthening Community Projects & Community Service

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Action Items/Tactics 14/15 15/16 16/17 Lead RoleL Develop a framework for a sustainable community legacy in conjunction with the

100th anniversary of Rotary in 2023.2nd Vice President

Form an inter-club Rotary Legacy Committee. P 2nd Vice President

Identify and prioritize community needs. P Legacy Committee

Preliminary scope of legacy initiative deliverables and associated costs.

P Legacy Committee

Recommend Rotary Legacy initiative to the Board for approval.

P Legacy Committee

Future Actions: t Card for members to carry showing what Rotary funds. t Develop guidelines or template that outlines what is required for the PR Committee to develop a press release. t Work with community associations to build new signs at entrances to subdivisions. t Improve awareness around Citizen of the Year t Community Leadership Engagement (Who are the new leaders and how do we support them).

Revisit past “Iconic” projects to see if they need a re-investment or second chapter (i.e. Rotary Recreation Park)


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Action Items/Tactics 14/15 15/16 16/17 Lead RoleE Develop a strategy which ensures the Club’s International Development initiatives

are adequately funded recognizing the lag in obtaining approval and matching funding from Rotary International.

International Director

Develop strategy to build the International Develop-ment Fund.

P International Director

Strategy approval by the Board of Directors P PresidentAllocate budget to support the approved strategy. P TreasurerMaintain funding to strategy. P P Treasurer

E Develop Project Approval Criteria for the International Development Fund (i.e. mirror the work done by the Community Service Committee and RI’s Areas of Ser-vice).

International Director

Develop Approval criteria, performance measures and process through solicitation of input from Club mem-bers.

P World Community Service Committee

Approval of the criteria and process by the Board of Director’s.

P President

Implement Project Approval Criteria. P World Community Service Committee

Evaluate effectiveness and impact of International initia-tives.

P P World Community Service Committee

I Increase awareness of the successes and accomplishments of the Club’s Interna-tional Initiatives.


Incorporate International initiatives, impact and testi-monials into the Club’s annual Rotary video.

P PR Committee

Submit articles to the “The Rotarian”. P PR CommitteePartner with the Red Deer Advocate on to communicate and profile the Club’s International initiatives and ac-complishments annually.

P P PR Committee

Future Actions: t Engage with membership to determine what types of international projects are most desirable as to

type, country, location, etc.

Strategy #3 - Our International Projects

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Action Items/Tactics 14/15 15/16 16/17 Lead RoleE Appoint an AGLC Liaison and develop an approach to ensure our funding

decisions and activities are aligned with AGLC requirements.Chair 50/50 Committee

Assess the Club’s fundraising activities and identify any which may be contrary to AGLC requirements.

P P 50/50 Committee

Report to the Board of the assessment results and any compliance issues with AGLC requirements.

P P 50/50 Committee

Inform the Community Services Committee of any AGLC requirements/restrictions when distributing AGLC restricted funds.

P P 50/50 Committee

R All Fundraisers to provide a report to the board within 90 days of the event high-lighting effective and non-effective elements, with suggestions for improvement.

1st Vice President

Develop a reporting template. P TreasurerReport from Black Tie Bingo Committee. P P P BT CommitteeReport from Citizen of the Year Committee. P P P COY CommitteeReport from Rebels 50/50 Committee. P P P 50/50 Committee

L Build and implement process that identifies all our gifts and communicates them to the Club and community.

1st Vice President

Define what is to be considered as a gift from the Club. P TreasurerIdentify historical gifts and recipients. P Community Service

Committee

Annual update of current year gifts and historical giv-ing’s.

P P P Community Service Committee

Incorporate gifts into the annual update to the Rotary video and annual report.

P P PR Committee

Future Actions: t Requiring all Fundraising Committees to work with Community Service to find a cause for the major fundraising

event in advance of project. (E) t Ongoing dialogue with Red Deer Rotary Clubs around how we can support each other’s fundraising efforts. (R) t Strengthen the communication between the purpose of funds and fundraising focus (e.g. Black Tie Bingo). (I) t Identify community need and recipient of the next Mac N Cheese fundraising event. (E)

Strategy #4 - Our Fundraising


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Action Items/Tactics 14/15 15/16 16/17 Lead RoleI Document a criteria and process for granting honorary Paul Harris Fellow-

ships.Foundation Director

Draft criteria and process with input from the Club membership.

P Rotary Foundation Committee

Submit criteria and process to the Board for approval. P Rotary Foundation Committee

Implement criteria and process. P Rotary Foundation Committee

L Investigate and implement innovative ways for members to contribute to the Rotary Foundation and become Paul Harris Fellowships.

Treasurer

Provide members with the option of making a Paul Harris Contribution on their dues invoice.

P Treasurer

Evaluate allocating members Happy Sad Buck con-tributions.

P Treasurer

L Increase awareness of the Rotary Foundation and Paul Harris Fellowships. Foundation Director

Timely presentation of Paul Harris Fellowships to recipients.

P P P Weekly Meeting Coordinator

Presentation of the merits of the Rotary Foundation at a Club meeting.

P P P Rotary Foundation Committee

Strategy #5 - The Rotary Foundation

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APPENDIX BORANIZATIONAL CHART


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Documents

2014 strat plan draft