This document outlines the strategic planning process for a Rotary club. It involves 5 phases: 1) assessing the club's current status, 2) developing a vision and strategic priorities, 3) setting annual goals and action plans, 4) implementing plans, and 5) monitoring progress. The club will identify strengths/weaknesses, opportunities/challenges, and strategic issues. It will then craft a vision statement and 3-5 strategic priorities to guide goal-setting. Annual goals will be set under each priority and assigned to members with timelines and resource needs. Progress will be regularly reviewed to track success and adjust plans as needed. The process aims to focus club efforts and adapt to changing needs to achieve the vision.

2. • What will your
Rotary club look like
in 5-10 years?
• Identify local and
global strategic issues
• Remain relevant

3. Why plan?
• Focus on what we do best
• Adapt to changing business and
social trends
• Raise our public profile
• Increase membership
• Energize established clubs

4. THE PATHWAY TO THE PLAN

5. ?
PLANNING A CONTINOUS PROCESS
Set Vision
Mission/Purpose
Values
Monitor and
evaluate
Internal and
external scan
Assign
ownership and
resources to
implement
Identify
strengths and
opportunities
Identify
tactics and
actions
Set strategic
priorities

6. OUR CORE PRIORITIES

7. ?
HOW WE SEE THE FUTURE…
• RI and clubs are bigger, better, bolder
• Our “Rotary product” is attractive
• Rotary is distinguished from other organizations
• Rotary’s contributions improve quality of life
• Action-oriented service strengthens image
• Changing, dynamic, and relevant
• Greatest civic organization in the world

8. HOW WE SEE THE FUTURE…

9. WHAT’S NEXT?
“Vision without action is a daydream.
Action without vision is a nightmare.”
— Japanese Proverb

10. WHAT ARE OUR STRATEGIC ISSUES?
Who are you?
What do you stand for?
How are you different?
Why should someone
join your club?

11. ?
DETERMINE OUR CLUB STATUS: HOW IS OUR CLUB
DOING NOW?
STRATEGIC PLANNING PROCESS - PHASE 1
1. What issues we encounter in our club?
2. What is our Club/Leaders/Members strengths and
weaknesses?
3. What are the opportunities and challenges in the
community by meeting with other community leaders?

12. IDENTIFY STRATEGIC ISSUES
• How will we increase our membership and engage members in our club?
• How can we attract a diverse group of members?
• How can we include more community members in our club activities?
STRATEGIC ISSUES
STRATEGIC PLANNING PROCESS - PHASE 1

13. ?
STRENGTHS AND WEAKNESSES
List what your club does well and what your club could improve.
STRENGTHS
WEAKNESSES
STRATEGIC PLANNING PROCESS - PHASE 1

14. ?
IDENTIFY OPPORTUNITIES AND CHALLENGES IN THE COMMUNITY
List the opportunities in your community that your club can act on.
OPPORTUNITIES
CHALLENGES
STRATEGIC PLANNING PROCESS - PHASE 1

15. ?
STRATEGIC PLANNING PROCESS – PHASE 2
DEVELOP A VISION: WHAT DO WE WANT OUR CLUB TO BE LIKE?
Rotary’s vision statement asks us to “unite and take action to create lasting change.” List five to seven characteristics you
want your club to have within one years that will help realize that vision, e.g. fun, service-oriented, innovative,
representative of the community, etc.
CHARACTERISTICS
CLUB CHARACTERISTICS

16. ?
STRATEGIC PLANNING PROCESS – PHASE 2
VISION STATEMENT
A vision statement defines your desired future and provides direction for what you want your club to be. Write a
one-sentence vision statement with your strategic planning team using the list of club characteristics as a
reference.
VISION STATEMENT
Potential questions to consider:
• What will our club look like in three to five years?
• How will we know we’ve succeeded?
• What do we want to achieve?

17. ?
STRATEGIC PLANNING PROCESS – PHASE 3
MAKE A PLAN: HOW CAN WE ACHIEVE OUR VISION?
Our Club strategic priorities
should help us achieve our vision.
These priorities answer the
question, “How will we succeed?”
Develop our Club most important
strategic priorities — those that
will have the biggest impact as
our club works toward its vision.
STRATEGIC
PRIORITIES
STRATEGIC PRIORITIES Consider the following when our club develop
strategic priorities:
• The Rotary vision statement and strategic plan
• Your club’s strengths and weaknesses
• Your district’s goals
• Your community’s opportunities and challenges
• Your club members’ opinions
• What you can achieve in three to five years

18. ?
STRATEGIC PLANNING PROCESS – PHASE 5
TRACK PROGRESS: HOW CLOSE ARE WE TO OUR GOALS?
MONITOR OUR PROGRESS:
You’ll need to track progress toward your annual goals with your strategic planning team and
suggest changes to action plans if needed. You may want to try a new approach or allocate
more resources to your goals.
Consider the following when monitoring progress:
• How often should we measure progress toward our goals?
• How should we communicate our progress to club members?
• Who should approve changes to action plans or annual goals?

19. ?
STRATEGIC PLANNING PROCESS – PHASE 3
GOAL PROGRESS REVIEW PLAN
As you review the progress you’ve made, list your goals, including any goals that were not met and
the reasons why. Determine what adjustments or actions should be taken to achieve those unmet
goals.
Consider the following when identifying and listing your missed targets:
• What goals were met?
• What goals were not met?
• What are the top reasons we fell short of those goals?
• What adjustments need to be made to help us achieve those goals?

20. ?
STRATEGIC PLANNING PROCESS – PHASE 2
ANNUAL GOALS
ANNUAL GOALS ACTIONS RESOURCES NEEDED MEMBERS ASSIGNED TIMELINE
STRATEGIC PRIORITY 1
ANNUAL GOALS ACTIONS RESOURCES NEEDED MEMBERS ASSIGNED TIMELINE
STRATEGIC PRIORITY 2

21. ?
STRATEGIC PLANNING PROCESS – PHASE 2
ANNUAL GOALS
ANNUAL GOALS ACTIONS RESOURCES NEEDED MEMBERS ASSIGNED TIMELINE
STRATEGIC PRIORITY 3
ANNUAL GOALS ACTIONS RESOURCES NEEDED MEMBERS ASSIGNED TIMELINE
STRATEGIC PRIORITY 4

23. THANK
YOU