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![Page 1: 1 Shaping the Future of Rotary International 2007-2010 Lilleström Rotary Institute ÖRSÇELİK BALKAN Director, RI 29 September, 2007.](https://reader035.fdocuments.in/reader035/viewer/2022062619/5517ffaf550346d5568b512d/html5/thumbnails/1.jpg)
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Shaping the Future of Rotary International
2007-2010
Lilleström Rotary Institute
ÖRSÇELİK BALKANDirector, RI
29 September, 2007
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HEARTFELT
THANKS
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VISION TO FUTURE
Brief History and Bylaws’ Requirements June 2007 Board Actions for 2007-2010
Plan Endorsed Mission, Vision, Motto, Core
Values, and Priorities Benefits of Realizing our Plan Next Steps & Process Impacts on Clubs/Districts
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What is Strategic Planning?
A continuous corporate planning process,
to position the entity in most effective condition
witch respect to continuous changes
that occur in the organization, and
in its environment
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Why Do a Strategic Plan? Emphasizes long-term planning
Creates a more dynamic organization
Provides tools for improvement
Establishes vision for the future of Rotary International
Failing to plan means planning to fail
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History of RI Strategic Planning RY 2003
• Embarked on strategic planning initiative
• Membership widely surveyed
• Board adopted the proposed plan and goals
2004 COL
• Endorsed strategic plan
• Approved standing committee to oversee process
2004-06 Actions
• Volunteer/staff action teams developed
• Implemented plans to achieve goals
2007
• Aligning strategic plan and future vision plan
• Hired Strategic Planning Manager
• COL mandated various changes/endorsed FV Plan
• Board adopted updated plan
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June 2007 Board Action
Reviewed new plan elements
Adopted motto, mission, vision, core values, priorities, and goals
Agreed to distribute approved components to Rotary world
Requested presentation to Rotary Institutes
Requested a comprehensive communication plan by October 2007
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WHY Core Values? Organizational culture comprises the attitudes,
experiences, beliefs and values Values are the heart of the organizational
culture Shared by all Performance and strategy must align with
organizational culture Aligns with Four-Way Test and Object of
Rotary
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Approved Core ValuesService
Fellowship
Diversity
Integrity
Leadership
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Mission Statement
The mission of Rotary International, a worldwide association of Rotary
clubs, is to provide serviceprovide service to others, promote high ethical standards, and
advance world understanding, goodwill, and peace through its
fellowship of business, professional, and community leaders
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Vision StatementThe vision of Rotary
International is to be universally recognized for its commitment
to Service Above Self to advance world understanding, goodwill,
and peace.
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Motto
Service Above Self
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Priority 1
ERADICATE
POLIO
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Priority 1 – Goal A
Support the Plans and Goals of the
International PolioPlus Committee
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Priority 1 – Goal B
Maintain and Promote Rotarian Participation in PolioPlus Partners
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Priority 1 – Goal C
Continue to Focus our Collaborative Relationships on the Final Goal of Polio
Eradication, until Certification of Global Eradication of Polio is
Received
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Priority 2
ADVANCE THE INTERNAL AND
EXTERNAL RECOGNITION AND PUBLIC IMAGE OF
ROTARY INTERNATIONAL
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Priority 2 – Goal A
Conduct Internal and External Public
Information Campaigns to Deepen Global
Awareness about RI and its Programs
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Priority 2 – Goal B
Engage Leadership at all Levels in Telling the World about Rotary Commitments and
Outcomes
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Priority 3
INCREASE ROTARY’S CAPACITY TO
PROVIDE SERVICE TO OTHERS
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Priority 3 – Goal A
Emphasize the four Avenues of Service as
a Way to Expand Service opportunities
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Priority 3 – Goal B
Provide Special Emphasis on
Supporting the Improvement of Clubs which Need Assistance
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Priority 3 – Goal C
Refine the Current Training to Include
Innovative Ideas
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Priority 3 – Goal D
Expand Strategic Cooperative Relationships
at all levels to Enhance RI’s Mission in a way that
Protects the Integrity of Rotary International
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Priority 3 – Goal E
Improve the Efficiency and Effectiveness of
Rotary International in all Operational Areas
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Priority 4
EXPAND MEMBERSHIP
GLOBALLY BOTH IN NUMBERS AND
QUALITY
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Priority 4 – Goal A
Develop and Implement a Comprehensive Plan to
Strengthen Responsibility at the Club Level for
Membership Development and Retention Based on Best
Practices
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Priority 4 – Goal B
Extend Rotary to All Qualified Localities
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Priority 4 – Goal C
Increase the Number of Young Members and
those in Emerging Occupations
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Priority 4 – Goal D
Enhance and Emphasize the Family of Rotary throughout the Rotary
World
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Priority 5
EMPHASIZE ROTARY’S UNIQUE
VOCATIONAL SERVICE
COMMITMENT
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Priority 5 – Goal A
Influence Ethical Decision Making by Encouraging
Rotarians to Join and Take Leadership Roles in Business and Vocational
Associations
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Priority 5 – Goal B
Find New Ways to Develop Vocational Skills
of Others, Especially People without Jobs by Fully Utilizing Rotarian
Expertise and Experience
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Priority 5 – Goal C
Develop more Vocational Forums for Learning and Information Exchange to Encourage Professional
Development
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Priority 6
OPTIMIZE THE UTILIZATION AND DEVELOPMENT OF
LEADERSHIP
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Priority 6 – Goal A
Expand Leadership Development
Opportunities at all Levels to Fully Utilize Talents and Skills of
Rotarians
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Priority 6 – Goal B
Cultivate Leadership Opportunities for
Young People in RI and TRF
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Priority 6 – Goal C
Periodically Assess Governance Procedures
to Assure Best Practices
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Priority 7
FULLY IMPLEMENT THE STRATEGIC PLANNING PROCESS TO ENSURE
CONTINUITY AND CONSISTENCY
THROUGHOUT THE ORGANIZATION
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Priority 7 – Goal A
Evaluate and Update the Strategic Plan Every
Three Years to Allign with Rotarian Needs
and Expectations
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Priority 7 – Goal B
Ensure The Rotary Foundation Future Vision
and the Secretariat Operating Plan Align with
the RI Strategic Plan
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Priority 7 – Goal C
Disseminate the RI Strategic Plan throughout the
Organization, Including Districts and Clubs, and
Provide Opportunities for Input from the Membership
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Priority 7 – Goal D
Develop and Implement a Strategic Planning Process for Rotary Clubs and Districts
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Summary of Process
Three-year review cycle
• Review Priorities and Goals
• Refine mission and vision (if necessary)
May—SPC counsels Pres. Elect/Nominee
October—Board establish annual goal plan
Every Meeting—Board monitors progress
RI SPC—Meets 1-2 times per year
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Next Steps (Aug – Oct 2007) Create/review high-level action plans
Adopt mechanisms for Board monitoring
Adopt communication and transition plans
Adopt strategic planning process philosophy
Promote strategic planning models for clubs and districts
Coordinate with TRF Future Vision Plan
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Impacts on Clubs and Districts
Provides guidance on global strategic priorities
Does not mandate—only a tool for planning locally
Future RI assistance with planning models, tools, and guidelines
Consistency and continuity in Rotary
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Food for Thought
Is your club or district involved in strategic planning?
Is it or would it be beneficial?
What are some of the key issues that Rotary should be addressing in the next three years?
Is the RI strategic plan bringing more continuity at the international level?
Is this evident?
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Long-term Success of RotaryDynamic
Forward Thinking Organization Focused on
Improvement as
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Thank You
ÖRSÇELİK BALKANDirector, RI
Lilleström Rotary Institute29 September, 2007