WOOSTER ROTARY CLUB STRATEGIC PLAN

Overarching strategic approach:

Given the nature of Rotary’s objective and operating style, and with the constantly changing leadership, it is difficult to establish a three or five year “strategic plan. For this reason we recommend developing near-term strategies that are focused at committee levels, which can be implemented by the responsible committees.

Strategies:

S-1 Develop criteria that will allow Rotary to set meaningful priorities on how we spend / grant our charitable monies. Criteria to include:

A) significant advancement of Literacy education in our community

B) etc

S-2 Let education be a vision, and then let the committees concentrate on various opportunities to be developed within this vision:

A) Locally

B) Nationally

C) Internationally (i.e. coordinate with CAMO or other international projects )

S-3 The value of strategy is that it faces reality. In this analysis recognize that:

A) Some projects become a labor of love for individual members and slowly fall by the wayside

B) The projects involve everyone e.g. for big projects , or recognize that there may be smaller ones that appeal to individual passions

S-4 As we become aware of opportunistic projects (i.e. Noble Land Project) have a set of criteria / metrics developed against which to evaluate acceptance. To include:

A) Cost benefit / assessment

B) Fitting within our goals & objectives

C) Etc.

S-5 Maintain long-term organization membership levels by focusing prospect mix toward younger candidates in the early stages of their career building.

S-6 Promote membership focus and understanding of the value of employing high ethical standards in both their professional and private lives. Utilize:

A) Weekly speakers

B) Appropriate projects for committee involvement

S- 7 Fund current operations with current revenue and reserve use of the Endowment for:

A) Unexpected significant emergencies

B) Strategic programs of such magnitude that go beyond normal fund raising abilities.

APPROVED WOOSTER ROTARY BOARD - May 12, 2005