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.

1. 2014 ROTARY INTERNATIONAL CONVENTION
Preparing Your Club for the Future:
Club Assessment & Club Visioning
Moderator Steve Wilcox

5. • 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

6. 2014 ROTARY INTERNATIONAL CONVENTION
Strategic Plan
Joe Brownlee

7. ROTARY’S STRATEGIC PLAN

9. ROTARY GRANTS

10. JOINING LEADERS
EXCHANGING IDEAS
TAKING ACTION

11. WEBSITE

12. SOCIAL BUSINESS STRATEGY/SHOWCASE

13. ROTARY CLUB CENTRAL

14. BRAND CENTER

15. REGIONAL MEMBERSHIP PLANS

16. 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

17. 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

18. 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%

19. 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%

20. 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:

21. 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%

22. 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?

23. • 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

24. 2014 ROTARY INTERNATIONAL CONVENTION
Club Assessment
Mark Kriebel

25. Yogi Berra
American Baseball Player

26. “The future ain’t what it used to be.”

27. “You can observe a lot by just watching.”

33. Rotary Vision Questionnaire

34. • 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

35. Club Assessment Tools
https://www.rotary.org/myrotary/en/document/618

36. • 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

37. Or develop and use something
appropriate for your Club….
But….
DO SOMETHING to assess
where your Club is Now!!

39. “If you don’t know where you are going, you
might wind up someplace else.”

40. 2014 ROTARY INTERNATIONAL CONVENTION
Club Planning
Steve Wilcox

41. 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

42. YOU ARE AGENTS OF CHANGE
TAKE ACTION, CHANGE LIVES

43. 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

44. • 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?

45. Pulling in the
same
direction
with a
common
destination in
mind…

46. Consensus
2014
2016
2015
Success
VISION
Annual plans, projects, programs
CONTINUITY AND CONSISTENCY

47. ClubLeadershipPlan
• Develop a long-
range plan
• Set Annual Goals
TAKE YOUR CLUB TO THE NEXT LEVEL

48. • 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

49. Purpose: To strengthen Rotary at the club
level by providing the administrative
framework of an effective club.
53
53
CLUB LEADERSHIP PLAN

50. VISION TO PLAN PROCESS
Actions
and
Programs
Long-
Range
Plan
Vision

51. • 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

52. ROTARY HAPPENS AT THE CLUB

53. STRATEGIC THINKING

54. • 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

55. • “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

56. • “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

57. • 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

58. “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

59. 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

60. QUESTIONS

61. ROTARY CONVENTION APP.
Please Download at:
Guidebook.com/app/rotary/