Heart and Soul A Strategic Plan for the Rotary Club of Sioux Lookout

Heart and Soul:
A Strategic Plan
for the
Rotary Club of Sioux Lookout
September 2014 – June 2017
Prepared by:
Clifford Mushquash
Tuesday, September 2, 2014

Rotary Club of Sioux Lookout – Strategic Plan
2
Approved: September 2, 2014
BACKGROUND
The Rotary Club of Sioux Lookout has discussed the need for developing a strategic
plan, which has been championed by specific Rotarians, since July of 2011. In the
spring 2014, attempts were made to obtain a proposal from two separate external
consultants. After neither proposal was able to be passed by the Executive, a proposal
was submitted by President Clifford Mushquash for consideration of allowing him to lead
the Rotary Club of Sioux Lookout through the strategic planning process. In the interest
of time and money, the Executive requested President Clifford develop a survey to
place into the field, which would replicate the conversations from strategic planning
sessions.
A survey was developed, and placed into the field on Thursday, August 21, closing on
Thursday, August 28. 10 responses were received from a club membership of 20
members considered to be in good standing. The results from that survey were used to
create the strategic plan now before you.
This strategic plan will be used to lead the club through to the close of the 2016-2017
Rotary year.

3
ROTARY INTERNATIONAL
Our Mission
We provide service to others, promote integrity, and advance world understanding,
goodwill, and peace through our fellowship of business, professional, and community
leaders.
Our Core Values
Our values are an increasingly important component in strategic planning because they
drive the intent and direction of the organization’s leadership.
These core values are:
Fellowship and Global Understanding: We build lifelong relationships.
Ethics and Integrity: We honour our commitments.
Diversity: We connect diverse perspectives.
Vocational Expertise, Service, and Leadership: We apply our leadership and
expertise to solve social issues.
Strategic Priorities and Goals Rotary’s strategic plan identifies three strategic
priorities supported by 16 goals. They represent what Rotarians have asked to be done
to ensure a strong and vibrant Rotary going into the future.
1. Support and Strengthen Clubs
i. Foster club innovation and flexibility
ii. Encourage clubs to participate in a variety of service activities
iii. Promote membership diversity
iv. Improve member recruitment and retention
v. Develop leaders
vi. Start new, dynamic clubs
vii. Encourage strategic planning at club and district levels
2. Focus and Increase Humanitarian Service
a. Eradicate polio
b. Increase sustainable service focused on programs and activities that
support youth and young leaders in Rotary’s six area of focus
c. Increase collaboration with other organizations
d. Create significant projects both locally and internationally

4
3. Enhance Public Image and Awareness
a. Unify image and brand awareness
b. Publicize action-oriented service
c. Promote core values
d. Emphasize vocational service
e. Encourage clubs to promote their networking opportunities and signature
activities

5
ROTARY CLUB OF SIOUX LOOKOUT
ENVIRONMENTAL ASSESSMENT
STRENGTHS WEAKNESSES
 Fundraising
 Responsiveness
 Fellowship
 Youth programs
 Variety of service initiatives
 Perceived elitism
 Recruitment of members
 Retention of members
 Member development
 Lack of diversity in membership
 Accepting and adapting to change
 Succession planning
 Attendance consistency
 Professionalism
 Organization
 Variety of guest speakers
OPPORTUNITIES THREATS
 Increased communication
 Improved internal function
 Interclub collaboration
 Signature fundraiser(s)
 Improvement to public image and
understanding
 Member mentoring
 Capitalize on vibrancy, caring-
nature and diversity of community
members
 Member recruitment
 Engage Rotary alumni living in
Sioux Lookout
 Eliminate cultural barriers between
First Nation and non-First Nation
community members from Sioux
Lookout and surrounding area
 Build strong leadership
 Declining membership
 Member apathy
 Lack of diversity in membership
 Adversity to change
 Perceived elitism

6
ROTARY CLUB OF SIOUX LOOKOUT
MISSION:
The Rotary Club of Sioux Lookout is a cross-section of fun-loving, humble professionals
who collectively answer calls to humanitarian service and professional development in
their local, regional, and international community with integrity, dedication, and passion.
VISION:
The Rotary Club of Sioux Lookout will be a vibrant, first class service organization of
Sioux Lookout, reflective of the diversity of its local community, effective in its service,
efficient in its efforts comprised of dedicated, passionate professionals who offer a
varied skill set, and promote high ethical standards in their professional and personal
lives.
CORE VALUES:
The Rotary Club of Sioux Lookout, and by extension, its Rotarians stand for:
 Honesty
 Fairness
 Goodwill
 Strong friendships
 Equitable reward
STRATEGIC PRIORITIES:
1. Heart: Support and Strengthen our Club
2. Soul: Enhance Existing and Increase Opportunities for Service

7
STRATEGIC PLAN OVERVIEW
Vision
2
Priorities
8 Areas of
Focus
19 Strategic Goals
62 Actions for
Implementation

8
AREAS OF FOCUS
Heart
1. Club Entity
2. Membership
3. Brand Recognition
Soul
4. Community Service
5. Regional Service
6. International Service
7. Foundation Giving
8. Milestone

9
STRATEGIC GOALS
1. CLUB ENTITY
1. Improve meeting decorum
2. Improve internal communication
3. Redefine organizational structure
4. Review Bylaw & Constitution
5. Implement a Club Leadership Plan
2. MEMBERSHIP
1. Achieve a Club membership net increase of 6.
2. Promote membership diversity
3. Foster Club innovation and flexibility
4. Increase club representation at district-wide events
3. BRAND RECOGNITION
1. Align local branding with Rotary International Standards
2. Foster increase in public image
4. COMMUNITY SERVICE
1. Set an annual fundraising target and plan accordingly
2. Select a local bricks-and-mortar/sweat equity project Rotary can assist in
developing or adopt in whole as a signature project
5. REGIONAL SERVICE
1. Establish working partnerships with First Nations Bands and/or First
Nations organizations
2. Establish partnerships with Rotary Clubs of Dryden and Kenora to support
regional programs
6. INTERNATIONAL SERVICE
1. Set annual giving plan
7. FOUNDATION GIVING
1. Educate members on The Rotary Foundation
2. Set annual giving target
8. MILESTONES
1. Celebrate Canada’s 150th
Birthday and the Rotary Club of Sioux Lookout’s
75th
Anniversary in 2017

10
ACTIONS FOR IMPLEMENTATION
1. CLUB ENTITY (Heart)
1. Improve meeting decorum
i. Develop Code of Conduct for members , addressing issues such as
but not limited to: cell phone use; speaking order; professionalism
2. Improve internal communication
i. Publish all minutes of Executive Meetings
ii. Publish all minutes of General Meetings
iii. Develop and publish monthly newsletter
iv. Publish all Financial reports
v. Publish all Bylaws
3. Redefine organizational structure
i. Identify deficiencies in structure
ii. Solidify responsibilities within each portfolio
4. Review Bylaw & Constitution
i. Identify any needed legislation
ii. Develop and implement new bylaws
iii. Update existing bylaws as needed
iv. Review bylaws annually
5. Implement a Club Leadership Plan
i. Identify and develop members for service on Club Executive
ii. Identify and develop Executive members for service at district-level

11
2. MEMBERSHIP (Heart)
1. Achieve a Club membership net increase of 6.
i. Develop comprehensive Membership Recruitment, Development
and Retention Plan
ii. Identify annual membership increase goal
iii. Identify methods for recruitment
iv. Develop mentorship program for new members
v. Identify and encourage members to act as mentors for new
members
vi. Create innovative pathway for former Rotarians and Rotary
program alumni to return to or enter membership
vii. Hold annual recruitment drive
viii. Develop Mentor Recognition program
2. Promote membership diversity
i. Conduct classification survey
ii. Recruit classifications currently absent in Club
iii. Strive to achieve balance of men: women ratio
iv. Strive to achieve a larger demographic from young professionals
v. Encourage First Nations membership
3. Foster Club innovation and flexibility
i. Review and promote meeting make-up opportunities
ii. Explore additional fellowship opportunities
iii. Explore fellowship opportunities with surrounding Rotary Clubs
4. Increase club representation at district-wide events
i. Promote events, discussing benefits to members of attending
ii. Explore possibilities of subsidizing registration fees and/or travel
and accommodation costs

12
3. BRAND RECOGNITION (Heart)
1. Align local branding with Rotary International Standards
i. Review terms of use for Rotary logo and marks
2. Foster increase in public image
i. Identify opportunities for print and radio advertising
ii. Develop guideline for media releases
iii. Foster greater social media presence through Facebook and
Twitter
iv. Explore ways in which to further utilize Club Runner
v. Identify opportunities for Rotary logo to be more widely utilized
vi. Investigate feasibility of billboard signage
vii. Encourage Rotarians to wear lapel pins

13
4. COMMUNITY SERVICE (Soul)
1. Set an annual fundraising target and plan accordingly
i. Review past trends to identify annual fundraising needs for the next
three years
ii. Develop a standing short list of local fund recipients
iii. Develop fund recipient application to review, prioritize, and cull, if
necessary, fundraising activities to ensure appropriate fund
disbursement.
iv. Identify additional fundraising opportunities
2. Select a local bricks-and-mortar/sweat equity project Rotary can assist in
developing or adopt in whole as a signature project
i. Discuss local needs with Municipality of Sioux Lookout and/or
Chamber of Commerce
ii. Identify three members to become Grant Certified
iii. Develop work plan
iv. Explore and apply for available TRF Grants

14
5. REGIONAL SERVICE (Soul)
1. Establish working partnerships with First Nations Bands and/or First
Nations organizations
i. Identify community/regional needs Rotary can assist in filling
2. Establish partnerships with Rotary Clubs of Dryden and Kenora to support
regional programs
i. Discuss current projects
ii. Identify regional needs

15
6. INTERNATIONAL SERVICE (Soul)
1. Set annual giving plan
i. Review past trends to identify annual fundraising needs for the next
three years
ii. Develop a standing short list of internationally-based organizations,
projects and programs to support
iii. Identify additional fundraising opportunities, if required

16
7. FOUNDATION GIVING (Soul)
1. Educate members on TRF
i. Use a combination of Rotary Moments and Club Assemblies to
highlight the work of TRF
ii. Use a combination of Rotary Moments and Club Assemblies to
highlight TRF funds in which to support
iii. Use a combination of Rotary Moments and Club Assemblies to
highlight ways in which to support TRF
2. Set annual giving target
i. Review past giving trends to TRF
ii. Develop opportunities for Rotarians to contribute towards a Paul
Harris Fellowship
iii. Encourage Paul Harris Fellows to become sustaining members

17
8. MILESTONES (Soul)
1. Celebrate Canada’s 150th
Birthday and the Rotary Club of Sioux Lookout’s
75th
Anniversary in 2017
i. Complete service project within community
ii. Host community-wide celebration

18
MOVING FORWARD
Once this plan is accepted and approved by the Executive, and presented to the club
membership, it will be the current Executive’s responsibility to ensure adherence to it,
keeping its priorities at the forefront of the club’s operation until the end of its prescribed
period.
As a strategic plan is a living document, the Executive will review the Strategic Plan, at
minimum, semi-annually. Semi-annual review will also provide for re-evaluation of
timelines and feasibility of actions for implementation. In the interest of transparency
and accountability, the Executive will provide a semi-annual update to the club
membership, noting the status of actions for implementation.
It is strongly recommended the club re-enter a strategic planning process no later than
six months prior to this plan’s expiration.

Heart and Soul A Strategic Plan for the Rotary Club of Sioux Lookout

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (15)

Similar to Heart and Soul A Strategic Plan for the Rotary Club of Sioux Lookout

Similar to Heart and Soul A Strategic Plan for the Rotary Club of Sioux Lookout (20)

Heart and Soul A Strategic Plan for the Rotary Club of Sioux Lookout