Rotary Club of Red Deer Strategic Plan 2014 - 2017
ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
MISSION OF ROTARY INTERNATIONAL
The mission of Rotary International is to provide service to others, promote integrity and advance world understanding, goodwill and peace through its fellowship of business, professional and community leaders.
THE OBJECT OF ROTARY
First formulated in 1910and adopted through the years as Rotary’s mission expanded the Object of Rotary provides a succinct definition of the organizations purpose as well as the member’s responsibility. The Object of Rotary is to encourage as foster the ideal of service as the basis of worthy enterprise and, in particular, to encourage and foster: tt FIRST – The development of acquaintance for service. tt SECOND – High ethical standards in business and professions, the recognition of worthiness of all useful occupations, and the dignifying of each Rotarian’s occupation as an opportunity to serve society. tt THIRD – The application of the ideal of service in each Rotarian’s personal, business, and community life. tt FOURTH – The advancement of international understanding, good will, and peace through a world fellowship of business and professional persons united in the ideal of service.
THE FOUR-WAY TEST
Followed by Rotarian’s worldwide in their business and professional lives, The Four-Way Test was created by Rotarian Herbert J. Taylor in 1932. It has since been translated into more than 100 languages and is used by organizations and individuals throughout the world.
Is it the Truth? Is it fair to All Concerned? Will it Build Goodwill and Better Friendships? Will it be Beneficial to All Concerned?
OUR CLUB VISION
The Rotary Club of Red Deer, through active participation, will foster leadership and provide human and financial resources to benefit our local and international communities.
OUR CLUB MISSION
The Rotary Club of Red Deer will be guided by the Object of Rotary to recognize community and international needs and mobilize resources to meet those needs.
OUR CORE VALUES
The Rotary Club of Red Deer believes that individual members have the responsibility to actively participate in achieving the Object of Rotary while abiding by the Four-Way Test. How We and Others View the Rotary Club of Red Deer? We are the Service Club of choice …community focused, reflective of our community’s diversity, and a leader in community service, both locally and globally. Through an extensive process involving all Club Members, we have established a core goal that describes how we ourselves, and how we want others, to view the Rotary Club of Red Deer. To guide us in our planning and actions we have identified five Key Strategies. We will adjust our plan as needed to achieve success and to address changes that may occur. The end result is an wannually updated three year forward Rotary Club of Red Deer Strategic Plan.
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
Our Core Goal The Rotary Club of Red Deer is the Service Club of choice …community focused, reflective of our community’s diversity, and a leader in community service, both locally and globally. tt We are known for being ethical. tt We are passionate about “service above self’. tt Our membership will continue to grow, reflecting the character of our community and the focus of our projects and programs. tt The value of membership is self-fulfilling through networks and contacts with other Rotary club members. tt We are strong leaders, exhibiting high energy and enthusiasm in support of Rotary. tt We connect with other Rotary Clubs.
OUR KEY STRATEGIES
Our Key Strategies are all of equal importance in achieving our Core Goal. Through our various club committees, and our members working together and individually, we will develop and implement actions in support of our Core Goal.
ACTIONS TO SUPPORT OUR KEY STRATEGIES
We will develop and implement actions that support the achievement of these strategies and will annually evaluate our progress. Actions in support of our Key Strategies will identify, engage and retain members and provide a Rotary legacy in the local and international community. Identification:
Actions to promote the Rotary Club of Red Deer as the Service Club of choice, identifies key community leaders and encourages those leaders to join Rotary.
Engagement :
Actions to actively engage members in the workings of Rotary and the Club’s initiatives.
Retention:
Actions to ensure Club members continue to realize the value of being a Rotarian and a member of the Rotary Club of Red Deer.
Legacy:
Actions to ensure Rotary and the Rotary Club of Red Deer is recognized by the Community as the Service Club of choice making positive contributions to the local and international community.
Refer to Appendix “A” for Action Items which support our Key Strategies.
RESOURCES TO SUPPORT OUR KEY STRATEGIES AND ACTION ITEMS
The Rotary Club of Red Deer organizational structure, comprised of a Board of Directors, Committee Chairs and Committee Members, will be adequately resourced to execute the Club’s Key Strategies and Action Items. Refer to Appendix “B” for the Organizational Chart of the Rotary Club of Red Deer.
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
STRATEGY
1
MEMBER ENGAGEMENT
STRATEGY DESCRIPTION
Our meetings will be well organized, interesting, informative and fun. They will reflect our vision, mission, values and core goal. Recruitment and Retention are at the heart of a successful Service Club. We will celebrate and grow our member’s vocational expertise. Our club will take a leadership role in Red Deer supporting and building “youth capacity” within the Rotary family. Our organizational structure with provide for sound governance, leadership and succession. tt tt tt tt tt tt tt
Provide opportunities for members to share events in their lives and business and for others to learn from them. Special efforts will be made to make new members feel welcome. Meetings will foster socialization amongst all members. All members attend regularly and are engaged in club activities. We will have a succession plan to ensure ongoing effective leadership by our club leaders. Strong orientation program for new members. Connect students and young people with members through career exploration and work experience opportunities.
ACTIONS TO SUPPORT THIS STRATEGY 2014-2017
tt Maintain or increase Club membership. [Identification] tt Increase community awareness of Rotary to ensure Rotary is the service club of choice. [Identification] tt New members will be “mentored” by their Sponsor to ensure the member is fully informed of Rotary activities and actively engaged in Club activities. [Engagement] tt Members will be actively engaged in the workings of Rotary. [Engagement] tt Ensure an effective and complete Rotary Board and Committee Chair succession plan and process is in place. [Retention] tt Ensure weekly Club meetings are engaging to Club members and maintain adherence to allotted time schedule. [Retention] tt Promote increased social and team building activities amongst members. [Retention] tt Conduct exit interviews with Rotarian’s resigning from the Club. [Retention] tt Key Rotarians to act as Rotary Ambassadors to new members and the Community at Large. [Legacy] tt Identify key Rotarians who could fulfill the duties of District Governor and encourage them to put their name forward for the position. [Legacy] tt Develop a documented Club Policy/Procedures Guide. [Legacy]
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
STRATEGY
2
SUPPORTING AND STRENGTHENING COMMUNITY PROJECTS & COMMUNITY SERVICE
STRATEGY DESCRIPTION
We will engage in and support worthwhile community projects that benefit people in our community and reflect our humanitarian principles. We will support community projects that enable members to provide “hands-on” service. We will ensure projects reflect the support that Rotary has provided. We will work with other Rotary Clubs in Red Deer to coordinate interclub projects and service tt tt tt tt
We will have well thought out funding criteria that reflect our vision, mission, core values and core goal. We will encourage appropriate branding and signage of projects we support. We will always have a “flagship” project. We will have a strategy for allocation that reflects causes that are important to the club.
ACTIONS TO SUPPORT THIS STRATEGY 2014-2017
tt Communications Strategy that provides consistent and comprehensive messaging about what our club does/supports in the community, particularly aligned with each activity that we engage in (i.e. 50/50, Black Tie Bingo, Citizen of the Year, Seniors Concert, Salvation Army Kettles Program). [Identification] tt Conduct an annual assessment of our Community Service application and evaluation processes to ensure they are meeting the communities need and providing Rotary with the appropriate level of recognition. [Engagement] tt Strengthen relationships with community partners in the execution of the Club’s New Generations (i.e. youth) programs and initiatives. [Retention] tt Develop a framework for a sustainable community legacy in conjunction with the 100th anniversary of Rotary in 2023. [Legacy]
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
STRATEGY
3
OUR INTERNATIONAL PROJECTS
STRATEGY DESCRIPTION
We will continue to grow our commitment to supporting international projects, both financially and through direct member involvement. We will carefully evaluate potential projects and promote member participation, focusing on the entrepreneurial skills of our members. tt We will identify and generate opportunities for international projects based on criteria that are consistent with our vision, mission, core values and core goal. tt We will focus on projects that enable both financial and personal involvement by members tt We will increase awareness of our participation in international projects with our members and the community. tt We will follow-up regularly with the membership to ensure they are aware of the opportunities and our support of international work.
ACTIONS TO SUPPORT THIS STRATEGY 2014-2017
tt Develop a strategy which ensures the Club’s International Development initiatives are adequately funded recognizing the lag in obtaining approval and matching funding from Rotary International. [Engagement] tt Develop Project Approval Criteria for the International Development Fund (i.e. mirror the work done by the Community Service Committee and RI’s Areas of Service). [Engagement] tt Increase awareness of the successes and accomplishments of the Club’s International Initiatives. [Identification]
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
STRATEGY
4
OUR FUNDRAISING
STRATEGY DESCRIPTION:
We will regularly evaluate current fundraising projects to confirm they are still relevant and that the effort invested provides a reasonable return in money raised. We will constantly look for new ideas for fundraising projects and plan to introduce them in a timely fashion. We will explore new approaches to fundraising (e.g. partnerships {Mac and cheese}, Rotary Foundation, fundraising with a sponsor). tt We will have sound criteria to evaluate current fundraising projects and in considering new projects. tt We will annually showcase the success of our fundraising projects. tt Our fundraising projects will respect and reflect community expectations, and connect to our flagship projects as appropriate.
ACTIONS TO SUPPORT THIS STRATEGY 2014-2017
tt Appoint an AGLC Liaison and develop an approach to ensure our funding decisions and activities are aligned with AGLC requirements. [Engagement] tt All Fundraisers to provide a report to the board within 90 days of the event highlighting effective and non-effective elements, with suggestions for improvement. [Retention] tt Build and implement process that identifies all our gifts and communicates them to the Club and community. [Legacy}
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
STRATEGY
5
THE ROTARY FOUNDATION
STRATEGY DESCRIPTION:
We will continue to support the activities of The Rotary Foundation to advance world understanding, goodwill and peace through the improvement of health, the support of education and the alleviation of poverty. We will continue to grow our commitment to TRF financially and by member involvement. tt tt tt tt
We will encourage club members to support TRF and seek matching funds for projects We will enhance our understanding of TRF’s goals and purpose We will increase our awareness of the work of the TRF by sharing examples of recent projects We will make the Paul Harris Fellowship a meaningful way of supporting TRF
ACTIONS TO SUPPORT THIS STRATEGY 2014-2017
tt Document a criteria and process for granting honorary Paul Harris Fellowships. [Identification] tt Investigate and implement innovative ways for members to contribute to the Rotary Foundation and become Paul Harris Fellowships. [Legacy] tt Increase awareness of the Rotary Foundation and Paul Harris Fellowships. [Legacy]
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
APPENDIX A ACTION ITEMS & TACTICS
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
Strategy #1 - Member Engagement
I
Action Items/Tactics Maintain or increase club membership. Each member to bring 1 guest per year to a Rotary meeting. Compile a list of key business and community influential leaders to be invited to join Rotary Update key business and community influential leader’s list. One meeting annually to be dedicated to Rotaract.
I
E
E
R
Increase community awareness of Rotary to ensure Rotary is the service club of choice. Update the Rotary video on an annual basis, or as required, identifying our achievements and societal contributions locally and internationally. Publish and update on an annual basis, a report highlighting our historical local and international accomplishments and investments. Seek out, and obtain approval of, key community web pages to post a link to the Rotary Club of Red Deer’s website.
14/15
15/16
16/17
P P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
Lead Role President Club Members Membership Director Membership Director Meetings Coordinator Public Relations Director Public Relations Committee President & Public Relations Committee Public Relations Committee
New members will be “mentored” by their sponsor to ensure the member is fully informed of Rotary activities and actively engaged in Club activities.
Membership Director
Prepare a new member orientation check list and review process. Pursue holding an annual inter-club Fireside orientation session for new members and their spouses. Members will be actively engaged in the workings of Rotary.
Membership Committee President
P P
Implement a process to ensure all Rotarian’s are assigned to P a Committee. Develop and Club Skills & Interest Matrix to ensure Rotarian’s assignments are properly aligned to the Club member’s passion and expertise. Develop committee scope documents and resource requireP ments. Annual review and assessment of committee effectiveness. P P Ensure an effective and complete Rotary Board and Committee Chair succession plan and process is in place. All Executive positions to be filled. P P P Encourage current and prospective Board members to comP P plete the Rotary Leadership Training sessions.
Membership Director Membership Director Membership Committee Club Director’s Board Vice Chair Club Executive President 1st Vice President
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
R
R
Action Items/Tactics 14/15 15/16 16/17 Ensure weekly Club meetings are engaging to Club members and maintain adherence to allotted time schedule. Engage Rotarians in weekly meetings and presentations. P
R
L
L
P
P
Membership Director Social Committee Social Committee
P
P
Social Committee
P
P
P
Identify key Rotarians who could fulfill the duties of District Governor and encourage them to put their name forward for the position. Develop a documented Club Policy/Procedures Guide. Determine existing information and documentation. P Identify documentation/process gaps and requirements. P Determine where information is to be stored, security P requirements for data integrity and effective utilization and access for club members. Establish review and updating frequencies. P
Document current Policies and Procedures Future Actions: tt tt tt tt tt
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P
Conduct exit interviews with Rotarian’s resigning from the Club Conduct interview and prepare an annual report on the P P P reasons. Recommend changes to the Club’s activities and initiatives P P to better motivate members in the workings of Rotary and retain membership. Key Rotarians to act as Rotary Ambassadors to new members and the Community at Large. Solicit volunteers to act as mentors. P P Identify roles and activities of mentors.
L
P P
Coordinator Weekly Meeting Coordinator Weekly Meeting Coordinator President
Ensure presentation balance between Rotary (i.e. internaP tional initiatives), business and community issues. Invite other Rotary Club Presidents or their representative, P P annually or bi-annually, to inform the Club on their activities and initiatives. Promote increased social and team building activities amongst members. Identify member’s interests and participation levels. Coordinate an annual “Community Day of Caring” activity (2014 – Camp Alexo) Hold at least 2 social or team building events annually.
Lead Role
P
P
Past President Past President Board of Directors Membership Director Membership Committee Membership Committee Club Executive Secretary Directors Directors Secretary
2nd Vice President Committee Chairs
Publicly advertise annually for new members. Increase awareness of Rotary through signage in the Community and at Rotary events. All members have a two sided card to give to potential members Have brochure available for every member to use for recruitment. Enhance member recognition (i.e. Whiners & Snivelers Award, Perfect Attendance Award, and President’s Award).
Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
Strategy #2 - Supporting and Strengthening Community Projects & Community Service
I
E
R
Action Items/Tactics 14/15 15/16 16/17 Communications Strategy that provides consistent and comprehensive messaging about what our club does/supports in the community, particularly aligned with each activity that we engage in (i.e. 50/50, Black Tie Bingo, Citizen of the Year, Seniors Concert, Salvation Army Kettles Program). Develop a strategy for the board to approve. P Execute Strategy and bring amendments forward annuP P P ally. Conduct an annual assessment of our Community Service application and evaluation processes to ensure they are meeting the communities need and providing Rotary with the appropriate level of recognition. Define what “great” looks like for Rotary to be recogP nized at the Service Club of choice. Develop metrics that align our support of community P projects with an appropriate level of recognition. Ensure that our processes for gathering Community P Services applications are meeting the need of the applicants. Semi-annual report to the membership on community P P P supported initiatives. Strengthen relationships with community partners in the execution of the Club’s New Generations (i.e. youth) programs and initiatives. Identify and prioritize youth programs the Club supP ports. Identify community partners for each youth program P supported by the Club. Ensure the New Generations Committee is adequately P resourced to support the selected youth programs. Program Coordinators of the New Generations ComP mittee to develop lasting relationships with community partners. Program Coordinators to seek input from community P partners to enhance the Club’s youth programs, initiatives and engagement of Red Deer’s youth.
Lead Role Public Relations Director
PR Committee PR Committee Vice President
Club Executive Community Service Committee Community Service Committee Community Service Committee
New Generations Director New Generations Committee Program Coordinators Membership Director Program Coordinators Program Coordinators
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
L
Action Items/Tactics 14/15 15/16 16/17 Develop a framework for a sustainable community legacy in conjunction with the 100th anniversary of Rotary in 2023. Form an inter-club Rotary Legacy Committee. P Identify and prioritize community needs.
Preliminary scope of legacy initiative deliverables and associated costs. Recommend Rotary Legacy initiative to the Board for approval. Future Actions: tt tt tt tt tt
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P P P
Lead Role 2nd Vice President 2nd Vice President Legacy Committee Legacy Committee Legacy Committee
Card for members to carry showing what Rotary funds. Develop guidelines or template that outlines what is required for the PR Committee to develop a press release. Work with community associations to build new signs at entrances to subdivisions. Improve awareness around Citizen of the Year Community Leadership Engagement (Who are the new leaders and how do we support them). Revisit past “Iconic� projects to see if they need a re-investment or second chapter (i.e. Rotary Recreation Park)
Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
Strategy #3 - Our International Projects
E
E
Action Items/Tactics 14/15 15/16 16/17 Develop a strategy which ensures the Club’s International Development initiatives are adequately funded recognizing the lag in obtaining approval and matching funding from Rotary International. Develop strategy to build the International DevelopP ment Fund. Strategy approval by the Board of Directors P Allocate budget to support the approved strategy. P Maintain funding to strategy. P P Develop Project Approval Criteria for the International Development Fund (i.e. mirror the work done by the Community Service Committee and RI’s Areas of Service). Develop Approval criteria, performance measures and P process through solicitation of input from Club members. Approval of the criteria and process by the Board of P Director’s. Implement Project Approval Criteria. P
Lead Role International Director International Director President Treasurer Treasurer International Director World Community Service Committee
President World Community Service Committee
World Community Evaluate effectiveness and impact of International initiaP P Service Committee tives. I Increase awareness of the successes and accomplishments of the Club’s InternaPublic Relations tional Initiatives. Director Incorporate International initiatives, impact and testiPR Committee P monials into the Club’s annual Rotary video. Submit articles to the “The Rotarian”. PR Committee P Partner with the Red Deer Advocate on to communicate PR Committee P P and profile the Club’s International initiatives and accomplishments annually. Future Actions: tt Engage with membership to determine what types of international projects are most desirable as to type, country, location, etc.
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
Strategy #4 - Our Fundraising
Action Items/Tactics E
R
L
14/15
15/16
16/17
Lead Role
Appoint an AGLC Liaison and develop an approach to ensure our funding decisions and activities are aligned with AGLC requirements. P P Assess the Club’s fundraising activities and identify any which may be contrary to AGLC requirements. P P Report to the Board of the assessment results and any compliance issues with AGLC requirements. P P Inform the Community Services Committee of any AGLC requirements/restrictions when distributing AGLC restricted funds.
Chair 50/50 Committee
All Fundraisers to provide a report to the board within 90 days of the event highlighting effective and non-effective elements, with suggestions for improvement. Develop a reporting template. P Report from Black Tie Bingo Committee. P P P Report from Citizen of the Year Committee. P P P Report from Rebels 50/50 Committee. P P P Build and implement process that identifies all our gifts and communicates them to the Club and community. Define what is to be considered as a gift from the Club. P Identify historical gifts and recipients. P
1st Vice President
Annual update of current year gifts and historical giving’s. Incorporate gifts into the annual update to the Rotary video and annual report. Future Actions:
P
50/50 Committee 50/50 Committee 50/50 Committee
Treasurer BT Committee COY Committee 50/50 Committee 1st Vice President Treasurer Community Service Committee
P
P
Community Service Committee
P
P
PR Committee
tt Requiring all Fundraising Committees to work with Community Service to find a cause for the major fundraising event in advance of project. (E) tt Ongoing dialogue with Red Deer Rotary Clubs around how we can support each other’s fundraising efforts. (R) tt Strengthen the communication between the purpose of funds and fundraising focus (e.g. Black Tie Bingo). (I)
tt Identify community need and recipient of the next Mac N Cheese fundraising event. (E)
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
Strategy #5 - The Rotary Foundation
Action Items/Tactics
I
L
L
14/15
15/16
16/17
Lead Role
Document a criteria and process for granting honorary Paul Harris Fellowships. P Draft criteria and process with input from the Club membership. P Submit criteria and process to the Board for approval.
Foundation Director
Implement criteria and process.
Rotary Foundation Committee
P
Rotary Foundation Committee Rotary Foundation Committee
Investigate and implement innovative ways for members to contribute to the Rotary Foundation and become Paul Harris Fellowships. P Provide members with the option of making a Paul Harris Contribution on their dues invoice. P Evaluate allocating members Happy Sad Buck contributions. Increase awareness of the Rotary Foundation and Paul Harris Fellowships.
Treasurer
Timely presentation of Paul Harris Fellowships to recipients. Presentation of the merits of the Rotary Foundation at a Club meeting.
Treasurer Treasurer Foundation Director
P
P
P
Weekly Meeting Coordinator
P
P
P
Rotary Foundation Committee
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ROTARY CLUB OF RED DEER | 2014 - 2017 Strategic Plan
APPENDIX B ORANIZATIONAL CHART
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Rotary Club of Red Deer | 2014 - 2017 Strategic Plan
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