Strategic planning helps organizations develop a long-range vision and establish goals. At Rotary International, it is a continual and evolving process, regularly monitored by the Strategic Planning Committee and the RI Board of Directors.

This is a changing world, and we must change with it.
Rotary founder Paul Harris
In 2009, the Board conducted an extensive review of the RI Strategic Plan. This review included surveying 14,000 Rotarians worldwide about the organization’s priorities, conducting focus groups to assess Rotary’s image in different countries, and analyzing other data and research. The revised plan, effective 1 July 2010, reflects the results of this research and also unifies the strategic direction of RI and The Rotary Foundation .

Clubs and districts can use the three priorities in the RI Strategic Plan as a basis for developing their own plans, tailoring them to their size, the varied skills of their membership, and the needs of the communities in which they serve.


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REVISED RI STRATEGIC PLAN GETS BACK TO BASICS
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EFFECTIVE JULY 2010-13

The revised strategic plan includes three priorities, including
supporting and strengthening clubs.

The priorities are:

• Support and strengthen clubs.
• Focus and increase humanitarian service.
• Enhance public image and awareness.

Following a mandate from the Council on Legislation, the Board
recently conducted a triennial review of the plan. This review
included surveying 14,000 Rotarians worldwide about the
organization' s priorities and holding focus groups to assess Rotary's
image in different countries.

In addition, the Strategic Planning Committee carried out a
detailed analysis of Rotary's strengths, weaknesses, opportunities,
and challenges and considered its findings in relation to the
organization' s mission, vision, and strategic priorities.

The revised plan, effective July 2010, reflects the results of this
research. For example, survey responses clearly linked membership
growth to strong clubs, and external data indicated that
opportunities for service and networking are Rotary's greatest appeal.

The plan also unifies the strategic direction of RI and The Rotary
Foundation by emphasizing the connection between clubs' most
popular service areas and the areas of focus in the Foundation's
Future Vision Plan.

Moving forward, the Strategic Planning Committee and the RI Board
will continue to refine the goals attached to each priority and
develop tactics for achieving and measuring success.

"The revised strategic plan focuses RI's efforts on the clubs and
getting back to basics," says RI Director Thomas Thorfinnson.
"RI's main role should be supporting clubs and helping them to
expand their service and publicize the accomplishments
of their efforts."

Source: Rotary International News

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