Strategic Plan – 2018
Rotary Club of San Miguel de Allende-Midday A.C. Introduction The enthusiasm of individual members has been the driving force in setting up and developing this young club, ensuring development of community service projects, for which there is such a great need in this community.
In 2011 the club developed and approved its first Strategic Plan 2015, which has now come to a close. During the spring of 2014 it was decided to look for a new strategic plan for the coming 4 years based on the experience of the former plan and developments taken place.
Thus the Board of Directors analyzed the present situation and developed a vision and strategy for the short and the longer term development of the club - and set concrete Goals and Objectives, with supporting Action Plans, for the next 3 Rotary years. This plan is the outcome of that work.
The Beginnings of Our Club The first organizational meeting of the Rotary Club of San Miguel de Allende-Midday was held on Thursday, May 12, 2005, at the Hotel Quinta Loreto. The organizer was Rotarian Gail Lawton. The process for chartering was explained: “As soon as there were at least twenty people who wanted to become charter members, officers would be elected and a board of directors formed - then an application for membership in Rotary International”. The following Thursday, May 19th, temporary committees were appointed to begin the process of obtaining provisional status. These committees would only be in place until a Board of Directors was elected. On Sunday, May 29, the first newsletter from Gail Lawton included information about her visit with the District Governor in Celaya regarding our list of charter members. On May 30 a proposal was received from the Villa Jacaranda Hotel and Restaurant to host the Club’s Thursday afternoon weekly meetings.
In June 2005, Gail Andrews Lawton, Past President of the Thermal Belt Rotary Club of Tryon, NC, USA, became the official founding president of The Rotary Club of San Miguel de Allende-Midday. Our club was sponsored by Club Rotario de San Miguel A.C., the original Rotary Club in San Miguel.
On July 7 a Board Meeting was held at the home of Gail Lawton. On Monday, July 18, Gail Lawton sent a letter to club members announcing that our new club has been admitted into Rotary International, and therefore recording attendance for RI would begin as of 7/19/05.
On July 26, at the club’s regular meeting, it was announced that the Castro Valley, CA Sunrise Rotary desired to become a sister club and to participate in projects with us; a club in Missouri was sending $200 towards start-up costs; and another club in Tyron, NC would also be contributing to stare-up costs.
Strategic (SWOT) Analysis It was natural to begin this second strategic planning process with a new S.W.O.T. (Strengths, Weaknesses, Opportunities, & Threats) analysis by our club members - and this was undertaken at a club assembly. A long list of strengths, weaknesses, opportunities, and threats was the result. The results of the SWOT Analysis are included as Annex A.
From that analysis the important finding are contained in the BIs and KLPs that strongly affect our club.
A. Business Implications (BIs) Are combinations of key factors from the SWOT [Weaknesses and Threats] and from the Opinion Survey that are so significant that they must be addressed in the club’s plans.
1. Lack of membership diversity.
2. Too few members doing too much of the work.
3. Lack of Project Manager training.
4. Lack of strategic planning continuity.
5. Inconsistent following of our club’s guidelines.
6. Membership’s knowledge.
7. Member satisfaction,
B. Key Leverage Points (KLPs) Are combinations of factors from the SWOT [Strengths and Opportunities ] and from the Opinion Survey that provide us with greater advantage than other NGOs.
1. Record of project successes over 7 years.
2. Expertise of current project managers.
3. Project partner relationships.
4. RI and TRF support.
5. Our Public Relations capability.
6. Visiting Rotarians as project funding partners.
C. Our Significant Competitive Advantage
- Record
and recognition
of project successes over 7 years.
Following the SWOT analysis, the Board undertook a full membership opinion survey consisting of 25 statements to agree or disagree with. This was again administered at a club assembly - and by email. These statements dealt with such matters as membership fees, participation in committees, understanding of Rotary, fellowship activities, guest speakers, member involvement, and internal communications. The results of the Opinion Survey are included as Annex B.
Combining the SWOT and Opinion Survey results was critical in the formation of the goals for the coming years to address these issues.
Vision, Mission and Values of Our Club In our club´s first strategic plan the vision, mission and values were drawn from the strategic plan 2010 of Rotary International. The vision, mission and values below have been tailored to fit our specific Rotary Club. Vision To be a diverse group of active and enthusiastic members who are recognized as providers of valuable services for local and international communities.
Mission To provide assistance to others in order to improve the quality of life and to advance community understanding, goodwill, and peace.
Values Our club is a network of inspired individuals who translate their passions into relevant social causes/solutions to improve the quality of life in our community.
Further, our club believes in:
- Service Above Self
- Fellowship
- Diversity
- Integrity
- Leadership
- Commitment
- Empathy
RI Strategic Plan
On July 1, 2010 Rotary International published its Strategic Plan, which the board has studied and endorses. This plan deals with RI’s global mission, vision, and priorities. While the mission and vision of our club has been defined above, the RI Strategy has the following key priorities:
- Support and
Strengthen Clubs.
- Focus and
Increase Humanitarian Service.
- Enhance Public
Image and Awareness.
Our Strategic Goals and Enabling Objectives
Taking into consideration the SWOT Analysis and Opinion Survey, the S.M.A.R.T. objectives for reaching our goals, by board position and Rotary year, are as follows:
For 2014/15 Rotary Year (July-June) PRESIDENT:
- Fill All
Positions With Capable Members.
1.1 Asses all members qualification
1.2 Select members with the right qualifications for each position
- Ensure
All Goal Attainments.
2.1 Maintain communication with all board members
2.2 Ensure that board members stay focused on their goals and objectives
- Develop
Team leaders.
3.1 Use current team leaders to identify future team leaders
3.2 Provide training for future team leaders
- Engage
All Members.
4.1 All members active on at least one committee
4.2 Assign away members specific tasks
- Increase
New Membership.
1.1 Develop a step-by-step procedure for recruitment
1.2 List the attributes for potential members
1.3 Find people in the community that fit the attributes
1.4 Maintain membership of no less than 35 at Rotary year end
- Decrease
Loss of Existing Members.
2.1 Maintain a viable Red Badge Program
2.2
- More Effective
Member Training.
2.1
2.2
CLUB SERVICES:
- Improved
Website.
1.1 Identify type of information to be available on new web-site
- More
Rotary Information and Public Relations.
3.1 Develop brochures on RI/TRF and our club in two languages
3.2 Seek agreements with relevant newspapers on ongoing information from our club
- More
Effective Meeting
3.1 Evaluate and seek equipment necessary for good meetings
- Build More
Cisterns.
1.1 To intervene in 8 communities with 111 cisterns
1.2 To help RC’s in our District with their water projects
- Add Projects
that Focus on Education, Peace, and Health.
2.1 Make the Mobile Library a reality
2.2 Make Laser ready for immediate use
- Spread our
community service image
3.1 Design a promo/marketing CPS’s campaign
TREASURER:
- Maintain
Accurate Records and Documents.
1.1 Ensure contemporaneous records on computer
1.2 Store all documents in paper files
- Meet Our
Cash Commitments.
2.1 Ensure compliancy of check writing rules
2.2 Follow calendar of payments
- Meet Hacienda Requirements.
3.1 Ensure members follow procedures
3.2 Maintain close communication with our accountant
ROTARY SERVICES/P-E:
- Have more Paul Harris Fellows
in our club.
- Stronger participation in
Every Rotarian Every Year (EREY).
SECRETARY:
- Increase
Member Involvement.
1.1 Monthly Calendars sent out on time
- Improve
Information to Members.
1.1 Publish board minutes by within 10 days of meetings
1.2 Have a full presence on the new website
1.3 Maintain access to updated club history
- Improve Reporting.
- Ensure
accurate reporting to D4160 and RI
4. Arrange and record required annual AC meetings
5. Improve communications with RC’s that we have worked with in the past
PAST PRESIDENT:
- Recruit Enthusiastic and Capable Candidates for Board positions.
- Ensure a
complete slate for board elections by November 1 of each year
For 2015/16 Rotary Year PRESIDENT:
- Fill All Positions With
Capable Members.
1.1 Asses all members qualification
1.2 Select members with the right qualifications for each position
- Ensure All Goal Attainments.
2.1 Maintain communication with all board members
2.2 Ensure that board members stay focused on their goals and objectives
- Develop Team leaders.
3.1 Use current team leaders to identify future team leaders
3.2 Provide training for future team leaders
- Engage All Members.
4.1 All members active on at least one committee
4.2 Assign away members specific tasks
- Increase New Membership.
1.1 Develop a step-by-step procedure for recruitment
1.2 List the attributes for potential members
1.3 Find people in the community that fit the attributes
1.4 Maintain membership of no less than 35 at Rotary year end
- Decrease Loss of Existing
Members.
2.1 Maintain a viable Red Badge Program
2.2
- More Effective Member
Training.
2.1
2.2
CLUB SERVICES:
- Improved
Website.
1.1 Identify type of information to be available on new web-site
- More
Rotary Information and Public Relations.
3.1 Develop brochures on RI/TRF and our club in two languages
3.2 Seek agreements with relevant newspapers on ongoing information from our club
- More
Effective Meeting
3.1 Evaluate and seek equipment necessary for good meetings
- Build More Cisterns.
1.1 To intervene in 8 communities with 111 cisterns
1.2 To help RC’s in our District with their water projects
- Add Projects
that Focus on Education, Peace, and Health.
2.1 Make the Mobile Library a reality
2.2 Make Laser ready for immediate use - Spread our
community service image
3.1 Design a promo/marketing CPS’s campaign
TREASURER:
- Maintain Accurate Records
and Documents.
1.1 Ensure contemporaneous records on computer
1.2 Store all documents in paper files
- Meet Our Cash Commitments.
2.1 Ensure compliancy of check writing rules
2.2 Follow calendar of payments
- Meet Hacienda Requirements.
3.1 Ensure members follow procedures
3.2 Maintain close communication with our accountant
ROTARY SERVICES/P-E:
- Have more Paul Harris Fellows
in our club.
- Stronger participation in
Every Rotarian Every Year (EREY).
SECRETARY:
- Increase Member Involvement.
1.1 Monthly Calendars sent out on time
- Improve Information to
Members.
1.1 Publish board minutes by within 10 days of meetings
1.2 Have a full presence on the new website
1.3 Maintain access to updated club history
- Improve Reporting.
- Ensure
accurate reporting to D4160 and RI
4. Arrange and record required annual AC meetings
5. Improve communications with RC’s that we have worked with in the past
PAST PRESIDENT:
- Recruit Enthusiastic and Capable Candidates for Board positions.
Conclusion We recognize that every Rotary Club in the world is unique, but it is important to stress that our club will undertake most of the activities expected by RI for a Rotary Club and it shall be undertaken through the enthusiasm of the members, providing them with joy and human satisfaction. We trust that this plan will bear fruit in the coming years by attracting more and diverse members, by spreading out the workloads, and by having our club become better known and respected in our region.
Signed,
Board of Directors
