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Preparing your Club for the Future: Club Assessment & Club Visioning
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Preparing your Club for the Future: Club Assessment & Club Visioning

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The strength and stability of a club are not always easy …

The strength and stability of a club are not always easy
to measure, but understanding your club’s current
condition can be invaluable in keeping your club healthy,
viable, and relevant. Gain understanding of the value
of assessing the strengths and challenges your club is
facing, learn how to create a shared vision for the future,
and hear about the resources RI has available to help you.

Published in: Leadership & Management

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  • 1. 2014 ROTARY INTERNATIONAL CONVENTION Preparing Your Club for the Future: Club Assessment & Club Visioning Moderator Steve Wilcox
  • 2. • Most critical issues facing your club – Lack of growth? – Lack of engagement? – Lack of awareness? – Lack of interest? – Lack of relevance? – Lack of internal awareness for the need to change • Everything going well? • What are your club’s burning issues? SHARE YOUR THOUGHTS WITH YOUR NEIGHBOR
  • 3. 2014 ROTARY INTERNATIONAL CONVENTION Strategic Plan Joe Brownlee
  • 4. ROTARY’S STRATEGIC PLAN
  • 5. ROTARY GRANTS
  • 6. JOINING LEADERS EXCHANGING IDEAS TAKING ACTION
  • 7. WEBSITE
  • 8. SOCIAL BUSINESS STRATEGY/SHOWCASE
  • 9. ROTARY CLUB CENTRAL
  • 10. BRAND CENTER
  • 11. REGIONAL MEMBERSHIP PLANS
  • 12. RI PLANNING RESOURCES FOR CLUBS AND DISTRICTS • Rotary Club Central • Strategic Planning Guide • Be A Vibrant Club: Your Club Leadership Plan • Rotary Coordinators • District Planning Guide www.rotary.org/strategicplan
  • 13. RI STRATEGIC PLAN SURVEY • Baseline data for priorities, interests, concerns • Confirm relevance of plan and elements • Track trends and ideas • March 2014 survey sent to 67,000 Rotarians – Response rate of 15% (10,334 responses) – Received responses from over 150 countries
  • 14. The Top Three Strategic Issues Today In Ten Years Membership recruitment and retention 68% 68% Membership diversity (age, gender, etc.) 32% 29% Innovation, modernization, flexibility and/or simplification of processes and rules 29% 32% Public awareness of Rotary 27% 21% Maintaining and promoting core values 21% 27% Developing leaders 21% 21% Polio eradication 21% 6% Programs for youth and young leaders 17% 21% Collaborating and connecting within Rotary 11% 8% Rotary's public relations activities 10% 8% Collaborating and connecting with other organizations 8% 11% Fundraising 8% 8% Financial sustainability 8% 17% Areas of focus 6% 10% Strategic planning 6% 6% Club public relations activities 5% 5% Other 3% 3% TOP STRATEGIC ISSUES The Top Three Strategic Issues Today In Ten Years Membership recruitment and retention 68% 68% Membership diversity (age, gender, etc.) 32% 29% Innovation, modernization, flexibility and/or simplification of processes and rules 29% 32%
  • 15. STRENGTHENING CLUBS Question Strongly Agree Agree Somewhat Agree Somewhat Disagree Disagree Strongly Disagree Don't Know / Undecided I have the opportunities I want to connect and collaborate with other Rotarians -- across clubs and districts 16% 43% 26% 8% 4% 1% 1% My club does a great job involving new members in our club's activities, projects, and programs 15% 34% 30% 13% 6% 2% 0% Rotary provides members sufficient opportunities for professional networking 12% 37% 30% 12% 6% 2% 2% My club involves each member in activities according to the member's interests, skills, and availability 13% 33% 30% 14% 6% 2% 1%
  • 16. CLUB & DISTRICT STRATEGIC PLANNING Question Year Yes No Don’t Know Does your club have a strategic plan? 2014 45% 34% 21% 2012 41% 33% 27% 2009 44% 50% 7% Question Yes No Don’t Know Use resources on rotary.org for planning? 56% 20% 24% Does your club create annual and long-term goals using Rotary Club Central? 39% 29% 32% Does your club monitor club goals in Rotary Club Central? 34% 31% 35% Those that answered “yes” were asked the following:
  • 17. CLUB & DISTRICT STRATEGIC PLANNING Level of Importance Year Very Important Important Somewhat Important Somewhat Unimportant Not Important Importance of district having a strategic plan 2014 48% 38% 11% 2% 1% 2012 42% 42% 14% 2% 0% Importance of club having a strategic plan 2014 47% 35% 14% 3% 1% 2012 43% 39% 15% 3% 0% Members in clubs with strategic plans are more satisfied and have a more positive view of their club and Rotary as a whole: Does club have a strategic plan? 2014 average “Strongly Agree / Agree” on questions about members’ experience in club and with Rotary D Yes, club has strategic plan 63% +16 No, club does not have strategic plan 47%
  • 18. TRANSFORMATIONAL IDEAS • Transforming our product • Relevant to today’s market and societal needs • Questioning the status quo • Identifying new growth opportunities for Rotary’s future • How can we prosper over the next 100 years?
  • 19. • How do the RI products and tools help you? – Do they help support and strengthen clubs? – Are your members aware of these tools? – How can you spread the word? • Are there elements of RI Strategic Plan that resonate with your club? SHARE YOUR THOUGHTS WITH YOUR NEIGHBOR
  • 20. 2014 ROTARY INTERNATIONAL CONVENTION Club Assessment Mark Kriebel
  • 21. Yogi Berra American Baseball Player
  • 22. “The future ain’t what it used to be.”
  • 23. “You can observe a lot by just watching.”
  • 24. Rotary Vision Questionnaire
  • 25. • Membership • Club Projects • Vocational Projects • Administration and Operations • International • The Rotary Foundation (NOT a Club Foundation) • Fundraising and Gifting • Long Range Planning/Leadership Development • Communication and Club Public Relations • Club Administration and Operations
  • 26. Club Assessment Tools https://www.rotary.org/myrotary/en/document/618
  • 27. • Membership Section of the Planning Guide for Effective Rotary Clubs • Classification Survey • Membership Diversity Assessment • 25-Minute Membership Survey • Retention Model • Termination Profile • Membership Satisfaction Questionnaire • Resigning Member Questionnaire
  • 28. Or develop and use something appropriate for your Club…. But…. DO SOMETHING to assess where your Club is Now!!
  • 29. “If you don’t know where you are going, you might wind up someplace else.”
  • 30. 2014 ROTARY INTERNATIONAL CONVENTION Club Planning Steve Wilcox
  • 31. Go to the people. Live among the people Learn from them. Start with what they know Build on what they have. But of the best leaders, When their task is accomplished Their work is done, The people will say… We have done it ourselves CHINESE POEM
  • 32. YOU ARE AGENTS OF CHANGE TAKE ACTION, CHANGE LIVES
  • 33. WHY IS A PLAN NEEDED? • Tradition of annual cycles has not been effective • Establishes a multi-year coordinated plan • Need for greater continuity, consistency, and consensus
  • 34. • It is a living management tool that: – Defines a shared commitment – Provides long-term direction – Creates a framework to establish goals and objectives – Optimizes use of resources WHAT IS A CLUB VISION?
  • 35. Pulling in the same direction with a common destination in mind…
  • 36. Consensus 2014 2016 2015 Success VISION Annual plans, projects, programs CONTINUITY AND CONSISTENCY
  • 37. ClubLeadershipPlan • Develop a long- range plan • Set Annual Goals TAKE YOUR CLUB TO THE NEXT LEVEL
  • 38. • Sustain and increase membership • Implement successful service projects • Support The Rotary Foundation • Develop leaders beyond the club level EFFECTIVE CLUBS ARE ABLE TO… District Gov Insert your picture here
  • 39. Purpose: To strengthen Rotary at the club level by providing the administrative framework of an effective club. 53 53 CLUB LEADERSHIP PLAN
  • 40. VISION TO PLAN PROCESS Actions and Programs Long- Range Plan Vision
  • 41. • Who Are You? • Where Are You? • Where Do You Want To Be? • How Will You Get There? • How Will You Know When You Have Arrived? THE BASIC PLANNING QUESTIONS
  • 42. ROTARY HAPPENS AT THE CLUB
  • 43. STRATEGIC THINKING
  • 44. • Understand the Passions of fellow members/club • Define Focus • Renewed Energy/dynamic • New Ideas • Hear the voices of new and quiet members • Come up with a PLAN for our club • Engage members who may not be involved • Create EXCITEMENT • Think BIG into the future TOP BENEFITS AS DESCRIBED BY PARTICIPANTS
  • 45. • “What the visioning did for us in terms of membership is that we planned a couple of events specifically around finding new members. At this point, we have the 1 new member and at least 2 more will come on shortly.” VISIONING-IMPACT ON MEMBERSHIP
  • 46. • “Has increased membership by 3 new members, we are hoping for 2 more” • “We’ve not grown simply because people have moved out of the area. We do have 2 new members one of which I will attribute to the Club Visioning exercise” • “Yes, it’s increased by 10-15 members” VISIONING-IMPACT ON MEMBERSHIP
  • 47. • CLUB LEADERSHIP PLAN WORKSHEET • STRATEGIC PLAN | MY ROTARY • BE A VIBRANT CLUB OUR CLUB LEADERSHIP PLAN – Available by region • BE A VIBRANT CLUB: YOUR CLUB LEADERSHIP PLAN TOOLS ON ROTARY.ORG
  • 48. “Rotary is not an organization for retrospection. It is rather one whose worth and purpose lie in future activity rather than past performance.” Paul Harris, Founder of Rotary International 1914
  • 49. ROTARY TOOLS AND RESOURCES RESOURCES • Strategic Planning Guide • Be A Vibrant Club: Your Club Leadership Plan • Rotary Coordinators • District Planning Guide • www.rivisionfacilitation.org TOOLS • Rotary Club Central • Showcase • Ideas Platform • My Rotary • Learn • Brand Center
  • 50. QUESTIONS
  • 51. ROTARY CONVENTION APP. Please Download at: Guidebook.com/app/rotary/

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