District Strategic Plan

2012-13 to 2013-15

RI Strategic plan

FUTURE DIRECTIONS and LEADERSHIP CHAIR

The Future Directions and Leadership Chair is responsible with the Continuity Committee (DG, DGE, DGN, IPDG )for the development and review of the District Strategic Plan, the identification of District future leaders, and succession planning of District Positions.

PDG Allan CHURCH   Email: FutureDirections@d9550rotary.org.au

Rotary District 9550

Rotary International District 9550, comprises 44 clubs with around 1100 members, covering an area of 1.5 Million Sq. Kms. the area embraces Northern Queensland, Northern Territory and Timor Leste.

This area embraces some of the most diverse areas imaginable, from world heritage areas The Great Barrier Reef and Wet Tropics rainforests, through to arid deserts to steamy Darwin and Dili.

The District is famous for Tourism, Agriculture, Beef, Fishing, Horticulture, Sugar, Industry and Mining, Refining (gold, silver, copper, lead, zinc, nickel, cobalt, scandium).

The 5 Major population areas are (Townsville, Cairns, Darwin, Mount Isa, and Dili) with many smaller tourist and rural towns supporting active Rotary Clubs.

The District is supported by three central Rotary Training and Resource Hubs, Townsville, Cairns and Darwin.

Background

The District 9550 Board, through the vision of DG Ian Lomas, appointed a new position, Future Directions and Leadership Chair to be responsible with the Continuity Committee (DG, DGE, DGN and IPDG) for the development and review of the District Strategic Plan, the identification of District Future Leaders and succession planning of District positions.

This role to be undertaken by the new Chairman is to work with the board and the DLT to develop a strategic plan for D9550.

What is a Strategic Plan?

Strategic Planning is a key responsibility for all Board’s irrespective of the type of organization the Board is overseeing /governing.

A strategic plan enables the Board to set goals and objectives and outline the way in which it is going to achieve these goals and objectives. Time horizon’s for strategic plans usually vary according to the circumstances of the organization or company developing it, but 3 to 5 years are the most common time frames adopted by organisations.

In the case of D9550, a three year time frame is most appropriate given the Past DG, Current DG, DGE and DGN are all nominated positions on the District Board. This will assist in ensuring consistency and continuity of the strategic planning framework.

To maintain a focus on strategic planning, the Board is establishing a planning cycle which will take place on pre-arranged dates each year. This will include but not limited to the following steps:

  • • A systemic and detailed review of the Districts performance over the previous year in comparison with the goals and objectives set.
  • An assessment of the external restraints under which the District is expected to Operate during the planning horizon.
  • • A review of the District strengths and weaknesses, opportunity and threats.

The District Plan is then developed and /or reviewed setting out how the District will continue to meet its goals and objectives taking into account the outcomes of the above steps.

Another important consideration in the planning process is the way in which the plan is likely to affect the District Risk profile and hence its risk management policies and its framework (which would be designated to the District Insurance Officer)

Core Essence Statement (Who we are & What we stand for as Rotarians)

“We are a network of motivated individuals with a commitment to Service Above Self to benefit local and international communities”

“To provide service to others, promote integrity and advance world understanding, goodwill and peace through a fellowship of business, professional, and community leaders”.

Our Values (The guiding principles of the District’s Rotary culture)

Our core values represent the guiding principles of the Rotary culture within District 9550, including what influences the direction, priorities and activities of members within their clubs.

  • Service This is a major element of our mission. Through the plans and actions of individual Clubs, we create a culture of service to support the communities in our District and this provides a high level of satisfaction for those who serve.
  • Fellowship In fellowship we serve humanity. The power of our combined efforts has no limits, multiplies resources, and broadens our lives and perspectives. Fellowship leads to tolerance and transcends national, racial, and other boundaries.
  • Diversity Rotary unifies all people behind the ‘Ideal of Service’. We encourage diversity in membership to include a mix of vocations, ethnic backgrounds, age and genders within our Club members and variety in our activities and service work.
  • Integrity We are committed to, and expect, honesty and accountability from our District leaders and Club members. We adhere to high ethical and professional standards in our working and personal relationships and we conscientiously steward the resources entrusted to us.
  • Leadership As Rotarians, we are leaders in implementing our core values. We are part of a global network of individuals who are leaders in their business, professional and community endeavors. We actively foster leadership development of youth and our members.

Our core values reflect the ‘Object of Rotary’ and ‘The Four-Way Test’ code of ethics that we use in our daily lives. These inspire us to foster and support the ‘Ideal of Service Above Self’ to benefit local and international communities.

Our Rotary District focuses on delivering services that benefit local and international communities. To achieve this, the District Strategic Plan has seven Priority Areas supported by Objectives. The Plan incorporates the Strategic Priorities and Goals of the Rotary International Strategic Plan, effective 1 July 2010 (see detail pages 1 and 2 above).

Clubs may choose to use the Priority Areas and District Objectives as a basis for developing their plans, adapting them to their club size, the varied skills of members, and the needs of the communities they serve.

In the Plan are the Strategic Priorities, District Objectives and Targets for the Coming Years.

  •  Strategic Priority areas (Key activity areas for Clubs to consider in their annual planning)
  •  District Objectives (What will be achieved by our combined effort)
  •  Targets for the immediately following year  – Input by DGE  (2013/14 – Tony Goddard)
  •  Club input towards each Priority / Target

From www.rotary.org/strategicplan

The goals for Support and Strengthen Clubs are:

  •  Foster club innovation and flexibility
  •  Encourage clubs to participate in a variety of service activities
  •  Promote membership diversity
  •  Improve member recruitment and retention
  •  Develop leaders
  •  Start new clubs
  •  Encourage strategic planning at club and district levels

The goals for Focus and Increase Humanitarian Service are:

  •  Eradicate polio
  •  Increase sustainable service focused on

• New Generations programs

• Rotary’s six areas of focus

  •  Increase collaboration and connection with other organizations
  •  Create significant projects both locally and internationally

The goals for Enhance Public Image and Awareness are:

  •  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