This 3 year Strategic Plan sets out how members of the Rotary Club of Valenzuela West see the club as it heads into the future. The purpose of this strategic plan is to:
Provide insights to internal and external stakeholders about our focus and priorities.
Provide future board guidance and a basis for maintaining a consistent long-term effort to improve the club depending on prevailing conditions and priorities
2. PROCESS OF DEVELOPING THE STRATEIC PLAN
In May, 2010, the Rotary Club of Valenzuela West, initiated its pilot three year strategic planning process to identify the essential elements for club success and strategies for achieving that success. The planning process was undertaken through a rigorous consultative process that involved the club officers, directors, committee chairs and members. Through the years, the plan was continually enhanced to adopt the annual undertaking and goals of Rotary International. Last June 23-24, 2012, at the Porto Laiya Resort, San Juan, Batangas, the club has set again another planning workshop for a new three year strategy plan that will guide it through RY 2012 to 2015. This 3-5 year Strategic Plan sets out how members of the Rotary Club of Valenzuela West see the club as it heads into the future. The Plan has drawn on the views of members who have helped in sharpening its focus on what they currently most value about the club and how they would like to see the club move into the future by way of continued emphasis and in some cases, continuous change. This Plan aims to help its members, within the overall aims of Rotary, focus on the Club as a constituent of Rotary International; ensure consistency with the Rotary Manual of Procedures (including Rotary Club Bylaws); and interface the Rotary Club of Valenzuela West’s planning with the strategic planning of the District.
STRATEGIC DIRECTION
The strategic plan for 2012-2015 is informed by the fact that RC Valenzuela West has instituted a strategic thinking, planning and management culture. Key achievements, challenges and lessons learned from the past have been used to determine the strategic direction for the period 2012-2015. On the basis of the foregoing, the following is the agreed upon as the vision, mission strategic direction and objectives of the club.
1. VISION, MISSION
Vision: To be recognized as the premier service organization most admired for its member’s fellowship and service accomplishment.
Mission: To carry-out significant and meaningful service projects in water, health/hunger, literacy among other areas, while members enjoy each others’ fellowship.
2. CORE VALUES
The club’s core values represent the guiding principles of the organization’s culture, including what guides members’ priorities and actions within the organization. Values are an increasingly important component in strategic planning because they drive the intent and direction of the organization’s leadership
Service The club believes that its service activities and programs bring about greater world understanding and peace. Service is a major element of its mission. Through its plans and actions, it creates a culture of service throughout its organization that provides unparalleled satisfaction for those who serve.
Fellowship The club believes that fellowship is an important aspect of being a Rotarian and each member as individuals can best enjoy this relationship at luncheon meetings and by participation in club activities. It is only through Fellowship and a committed involvement in Rotary that we as Rotarians can maintain and accomplish the “Four way Test”
Diversity The club believes Rotary unifies all people behind the ideal of service. It encourages diversity of vocations within its membership and in its activities and service work. A club that reflects its business and professional community is a club with a key to its future.
Integrity The club is committed to and expect accountability from its leaders and fellow members, both in the results of its efforts and in the processes it uses to accomplish its goal. The club adheres to high ethical and professional standards in its work and personal relationships. It is fair and respectful in its interactions, and it conscientiously steward the resources entrusted to it.
Leadership The club is a fellowship of individuals who are leaders in their fields of endeavor. It believes in the importance of leadership development and in leadership as a quality of its members. As Rotarians, we are leaders in implementing our core values. All of these core values are reflected in the Object of Rotary and The Four-Way Test, which it uses in its daily lives. Leadership inspires the club to foster and support the ideal of service for developing and maintaining high ethical standards in human relations.
3. STRATEGIC PRIORITIES
The RI strategic plan, as adopted by the club since July 2010, identifies three strategic priorities supported by 14 goals:
Support and Strengthen the Club
Foster club innovation and flexibility
Encourage its members to participate in a variety of service activities
Promote membership diversity
Improve member recruitment and retention
Develop leaders
Focus and Increase Humanitarian Service
Eradicate polio
Increase sustainable service focused on:
New Generations Service programs
The Rotary Foundation's six areas of focus
Peace & Conflict Resolution Program Disease Prevention & Treatment Programs Water & Sanitation Programs Maternal & Child Health Program Basic Education & Literacy Program Economic & Community Development Program
Increase collaboration and connection with other organizations
Create significant projects both locally and internationally
Enhance Public Image and Awareness
Unify image and brand awareness
Publicize action-oriented service
Promote core values
Emphasize vocational service
Encourage clubs to promote their networking opportunities and signature activities
STRATEGIC GOALS AND OBJECTIVES
The strategic direction of the Rotary Club of Valenzuela West for the next 3 years encompasses 5 key strategic Goals with supporting Objectives, as follows:
1. MEMBERSHIP
Goal: to maintain a solid membership base of 40 Specific objectives 1. Invite young professionals 2. Increase the number of women member by 10% and young professionals by 20% 3. To reduce the average age of members by 20% 4. Achieve 80% retention rate. 5. Grow the new Corporate Membership category.
Action Steps Recruitment of New Member - conduct a classification survey; - to challenge club members to introduce a ‘Be my Guest Card’ to welcome a minimum of one (1) guest to a Rotary club meeting during the Rotary year; - to establish a membership recruitment team to identify (with the help of Club members) prospective new club members to contact by phone and invite to a Club meeting.
Orientation/assimilation of New Members into the Club - have a well structured New Member Orientation Program (proceeding a Membership Induction Ceremony) to educate prospective members about Rotary or as time requires; - have a well-planned, memorable and meaningful induction ceremony that shall leave an impression that Rotarians are important and highly valuable people;
Membership Retention - survey members to understand what value members feel they receive from Rotary membership and to find out whether members are as involved as they want to be; - creating more fellowship opportunities as well as fun activities that involve their families; - publicize that any member can bring a program/project by working through the program/Project committee respectively; - use of print and digital media to improve flow of information among all stakeholders; club website email and SMS.
2. PUBLIC RELATION
Goal: Increase the visibility of The Rotary Club of Valenzuela West
Specific objectives 1. Establish a website and other promotional materials (PR Committee); 2. Secure the Governor once a year to address the club and/or secure at least one very prominent speaker who will make news (Program Committee); 3. Submit at least one story a year to RI and District 3800 for possible publication; 4. Appreciate reporters who write stories about Rotary; 5. Establish relation with media houses.
Action steps
create an Integrated Marketing & Communications Plan that incorporates:
o the Club’s website and brochure; o development of a promotional video for the club and for specific projects; o leveraging the power of social media (i.e. Face Book, LinkedIn, etc); o promotional materials (for the club), Merchandising / signage program; o direct marketing , viral marketing, strategic alliances & co-operative marketing;
have dates/occasions to invite media representatives may be for lunch paid by the club, in order to build relationships;
ensure issuance of press releases/media advisories when the speaker is particularly prominent.
3. CLUB FINANCE AND ADMINISTRATION
Goal: Ensure that activities associated with the effective operation of the club are identified, planned and executed.
Specific objectives 1. Every committee to draft its annual action plan to be reviewed every club assembly 2. Reduce the average age in our club to 45 yrs by attracting younger members to join the club. 3. Ensure the weekly average attendance is above 60% 4. Implement at least two significant fund-raising events p.a. 5. Have at least one off site meeting 6. Have at least two family /social events every year. 7. Secure the Governor once a year to address the Club and/or secure at least one very prominent speaker who will make news (Program Committee). 8. Organize an essay completion based on Rotary principles every year. 9. Organize a seminar for the young people dealing with life and financial issues 10. Ensure over 90% of club officer attend district training seminar
Action steps
Club Administration Leadership- encourage club members to be active in the club committees and to consider club leadership roles. Identify new members from the beginning as leaders. Leadership- make the path to club leadership transparent–productive committee member, committee co-chair, chair, director, president. Training-increase existing club leaders’ participation in Rotary District’s club training opportunities. Program- maintain a weekly program strategy that provides a balance of topics / speakers / workshops to keep interest at the highest level possible Program- devote part of at least one program per month to informing and educating members about our club, RI, and each other (for example introduce a 5 min session of what is new in my field Program- focus on the development of high profile speakers that will attract extra guests to visit the club. Fellowship- plan social events and activities to encourage socialization outside of weekly luncheons Fellowship- expand social events to include a wide array of members and family of Rotarians. All family members will be invited to stand and be recognized as a group Communication- improve communication to club membership regarding board, officer and committee decisions and activities. New generation- support the launch of Interact and Rotaract Club. New generation- rejuvenate Vocational programs at local high schools and tertiary institutions e.g. essay competitions.
Club Finance - Fund-Raising. Implement at least two significant fund-raising events per annum with between 10% and 15% of their surplus set aside to sustain the Board’s broad program of service activities with the balance made available for disbursement to selected service causes in accordance with the wishes of the Board.
4. SERVICE
Goal: To identify projects within the key areas of focus that will provide valued assistance, deliver enduring positive outcomes, and utilize member's skills and talents.
Specific objectives 1. Identify and support at least 2 local projects every year. 2. Identify and support at least 1 international project every year.
Action Step - review club's ongoing service projects; - training project committee on planning and conducting successful service projects; - conduct or obtain a need assessment of local and neighboring communities; - achieve agreement by the Board of the criteria to be used by Committees to evaluate proposals/ projects/charities/individuals for potential funding (governance function); - publicize that any member can bring a program/project by working through the program/Project committee respectively; - work with other organizations and volunteers in identifying and supporting local charities and projects, in the short- or long-term, where they o provide the best value for money; o make a real difference in the lives of the beneficiaries - recognize club members who participate in and provide leadership to the club's service projects; - ensure all projects are consistent with the objectives of rotary and enhance its reputation in the community.
5. ROTARY FOUNDATION
Goal: To educate club members about the Foundation as well as encourage club members to participate in Foundation grants and activities and support the Foundation financially.
Specific objectives 1. Grow participation in the Every Rotarian Every Year program of Rotary International towards 100%. 2. Grow participation in the Paul Harris Society by 1 member. 3. Continued active support and participation with the RI programs like Polio.
Action steps - educate club members about the Foundation; - encourage club members to participate in Foundation grants and activities and support the Foundation financially; - communicate to club members the Foundation goals set by the district and Trustees of The Rotary Foundation
RISK ANALYSIS
To be future-proofed and survive as a vibrant Club, the Rotary Club of Valenzuela West needs to be assured that it is relevant to: Ø its community of interest – with regards to fund-raising efforts; Ø the community it serves – with regards to the local and District/Cluster projects and services it support; and Ø its existing and prospective members – with regards to opportunities for fellowship and Service Above Self. Failure to operate efficiently and effectively risks the Club to becoming less relevant to its community of interest and to the community it serves, as well as becoming less attractive to members seeking active and meaningful engagement. To be effective and efficient, RC Valenzuela West must be run on sound business principles including: o good governance, including a disaggregation of personnel involved in funds sourced and funds spent; o a tight Board, with significant devolvement of day to day decision making, to help separate governance from management; o involvement of all members in significant decisions; o succession planning in key areas of operation; and o transparency of decision making criteria.
PRIORITIES AND REVIEW
Each year, during the 3 year period of the Strategic Plan, the new Board will determine the priorities for that year through an annual club assembly, consistent with the strategic goals, objectives, and activities identified in this plan. This Strategic Plan is a living document and will be reviewed annually by the Board. The incoming President will be: Ø totally conversant with the contents of this plan; Ø identify areas where there is a need to fine tune or update; and Ø to bring these to the Board and ultimately to the Club Membership for adoption.
FINANCIAL MANAGEMENT
The Treasurer shall maintain a minimum cash balance as determined by the Board in the Club’s accounts to ensure that sufficient funds exist to cover any unforeseen contingencies and shall alert the Board if current operations are forecast to breach this balance. Every Club fundraising project shall have the dual objective of ensuring that the Club is financially sustainable and supports Board-approved charitable causes to the greatest extent possible. All fund raising projects shall set aside between 10% and 15% of their surplus to sustain the Board’s broad program of service activities with the balance made available for disbursement to selected charitable causes in accordance with the wishes of the Board. The Board notes that a year-end cash balance as it determines is required to fund ongoing committee program and further notes that major fund-raising programs should be scheduled at regular intervals during the year.