Presented by

Greg Yank, District 6510 Club Visioning Chair

Tom Ripperda, Co-Chair

Zone 30-31 Webinar

December 4, 2014

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“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

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“If you don’t know where you are

going, chances are you will end up

someplace else.” ~Yogi Berra

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Over 67,000 Rotarians were

asked to participate

15% responded

Response is statistically valid

Results accurately reflect

Rotarian:

Geography

Age

Gender

Roles

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Importance of district having a strategic plan

Importance of club having a strategic plan

Importance of Rotary International having a strategic

plan

97%

96%

97%

3%

4%

3%

Very important/Important/Somewhat important Somewhat unimportant/Not important

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Stronger, more effective clubs

Greater impact

Greater visibility and influence

Increased financial sustainability and

operational effectiveness

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Tradition of annual cycles has not been effective

Establishes a multi-year coordinated plan

Need for greater continuity, consistency, and

consensus

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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?

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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

Pulling in the

same direction

with a

common

destination in

mind …

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Sustain and increase membership

Implement successful service projects

Support the Rotary Foundation

Develop leaders in the club and beyond

Develop a long-range plan which provides for:

Continuity Consistency

Consensus Communication

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The first step to developing a strategic plan for clubs

Club leadership must agree to the process

Takes about four hours

Facilitated by a district visioning team

Who should attend: Maximum of 30 club members

6 of the newest members, 6 of the most experienced, active members,

and some crumudgeons/complainers

+Board of directors, the president, president-elect and the vice president

+Assistant Governor

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Club leadership must agree to the process

Club leaders must attend the visioning session

Club leaders choose the attendees

Complete the RVQ

Select location, provide food & required materials

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Understand the passions of fellow members/club

Renewed energy/dynamic

Define focus

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

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O’Fallon’s premier Service Club – working

together, having fun, positively changing

our community and the world.

~Rotary Club of O’Fallon, IL

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1. RVQ -

Rotary Vision

Questionnaire

2. Rotary Club

Visioning Event

3. Club creates formal

drafts of vision, mission

and/or purpose

statement

4. Club

Assembly Event

5. Club Builds out

a Long Range

Plan Document

(Strategic

Inititatives)

6. Club builds out

Annual Goals and

Objectives document

(Action Planning)

7. Club identifies measurements

and milestone expectations for

annual goals and objectives

(Part of the Action Plan)

8. Club reviews and

monitors progress

(Implementation Phase)

on a consistent timeline

“Has increased membership by 3 new members, we are

hoping for 2 more” Club Membership Chair, U.S.A.

“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” Club President with 23 Members, United Kingdom

“Yes, it’s increased by 10-15 members” Club President with 55 members, Australia

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