| Rotary International Strategic Goals (2007-2010) |
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In June 2007, the RI Board of Directors endorsed the strategic plan of Rotary International for 2007 to 2010. At that time, the Board reviewed and approved recommendations for the organisation’s mission, vision, priorities, and goals and approved a set of five core values that represent our organisation’s essential beliefs. Recognising the continuity challenges that annual leadership changes present, the RI Board believes long-term planning is especially important for Rotary International, and for Clubs and Districts. Our strategic plan serves as a road map to help us operate effectively in a dynamic and often unpredictable environment. It also provides a valuable foundation on which future Presidents and Boards can base their action plans. Strategic issues relate to an organisation’s core purpose rather than short-term operational dilemmas. Planning mechanisms have been developed to monitor the progress, assess internal and external changes that impact the plan, and update the priorities in a timely manner. The RI Board, recognising the important constituents they serve — the nearly 33,000 clubs worldwide — and the expectations that they must own and deliver, based the plan on input from Rotarians and senior Rotary leaders throughout the world. Rotarians are encouraged to promote the priorities of the plan, to focus their efforts toward these same goals and be active partners in its implementation. Rotary International's Strategic Goals include seven priorities, each supported by a set of goals - Advance the recognition and public image of RI Increase Rotary’s capacity to provide service Expand membership globally in both numbers and quality Emphasise Rotary’s unique vocational service commitment Optimise leadership talents within RI Fully implement the strategic planning process to ensure continuity |