Strategic Plan - ClubRunner
SEATTLE ROTARY 2020
A THREE-YEAR STRATEGIC PLAN EXECUTIVE SUMMARY APRIL 2017 The Rotary Club of Seattle (RCOS) is a strong, viable organization despite membership declines since the 2008 recession. The Club has developed into a smaller, tight-knit organization with strong programs and services, and continues with its 100-year tradition of Service Above Self. It is an influential, powerful, and effective membership organization. This three-year strategic plan addresses current realities of membership, service, and finance and administration and recommends goals and strategies to strengthen the Club. In 2008, the Club membership began to drop from 700 members to roughly 450 members in early 2017. At the same time, Seattle and King County have experienced unprecedented growth in a young and diverse workforce coming from across the country and the world. This strategic plan recommends goals and strategies to build and sustain a financially strong organization with policies that will attract and retain current, new, and younger members. The plan recommends that the Rotary Club of Seattle and the Seattle Rotary Service Foundation (SRSF) form a joint task force to more closely align and clarify roles and responsibilities, administrative support, and facility usage. As the Club’s five-year strategic plan expires in June 2017, Club President, Cathy Gibson, created a leadership group of current and incoming board members to draft a new three-year plan which is titled Seattle Rotary 2020. Co-chaired by Past President, Laura Rehrmann, and long-time member, Beth Wojick, the strategic planning process included the designation of three task forces to deliver a recommended plan for board approval on April 27, 2017. The Membership Task Force was chaired by Diankha Linear and Corinne Cavanaugh with members Heather Fitzpatrick, Kim Moore, David Woodward, Bill Center, Margaux Kendall, Matt Albertson, Jimmy Collins, Virginia McKenzie, Steve Crane and Carma McKay. The Service Task Force was chaired by Harvey Rubenstein and Allison Parker with members Lynn Beck, Tom Betts, Steve Crane, Lisa Bridge, Jann Curley, David Fain, Jim Moore, Nancy Osborne, Shelly Rotondo, Jane Tornatore, Ben Wicks and Kathy Williams. The Finance and Administration Task Force was chaired by Carolyn Hojaboom and Caroline Bobanick, Club Manager. Committee members included Sue Nixon, Cindy Runger, Ben Linford, Roberta Nestaas, and Ken Colling. Committees met from December 2016 through March 2017. The RCOS Board of Directors revised the vision and mission statements for Seattle Rotary 2020 and reviewed each task force’s recommendations. Attached is an outline of the goals from each task force. Detailed strategies and tactics are recommended by each task force as a guide for the incoming board and committees as they identify their scope of work over the three years of the plan. Thank you for the opportunity to serve the Rotary Club of Seattle in this important work. Laura Rehrmann & Beth Wojick Co-chairs Seattle Rotary 2020
SEATTLE ROTARY 2020 A THREE-YEAR STRATEGIC PLAN VISION Inspired leaders connecting for extraordinary good
MISSION Seattle Rotary creates strong relationships, informs understanding, and serves to resolve critical community needs.
SERVICE GOALS 1. Deliver a suitably structured portfolio of service opportunities which retains members through meaningful engagement in community service. 2. Increase awareness among target external audiences through broadened promotion of Club service activities. 3. Enhance Rotary recognition by making meaningful differences in our community.
MEMBERSHIP GOALS 1. Retain 85% of members each year through initiatives to improve Club member connectivity, and develop technology and processes to aid prospective and new member communications. 2. Add 100 new members each year by addressing barriers to new member recruitment including time, cost, and meeting location. 3. Collaborate with eight Seattle-based volunteer organizations on an ongoing basis through partner jointfellowship events, dual-membership incentives, and sponsorships.
FINANCE / ADMINISTRATION GOALS 1. Create a human resources plan for both paid staff and volunteers that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. 2. Design a technology plan that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. 3. Establish clear guidelines for roles and responsibilities related to the Club administration and volunteer support for SRSF. 4. Create a plan for alternatives for facilities usage for the RCOS and SRSF. 5. Assure the Club maintains and further strengthens its financial health and viability through 2020 by offering strategic guidance when developing the Club’s annual budget each year.
SEATTLE ROTARY 2020
SERVICE
CO-CHAIRS: Harvey Rubenstein and Allison Parker MEMBERS: Lynn Beck, Tom Betts, Steve Crane, Lisa Bridge, Jann Curley, David Fain, Jim Moore, Nancy Osborne, Shelly Rotondo, Jane Tornatore, Ben Wicks and Kathy Williams
SERVICE GOALS: Partnerships are the overarching strategy of the Service goals. GOAL 1: Curate a portfolio of service opportunities to provide meaningful engagement. Strategy 1.1: Broadly inclusive signature issue. (Year 2)
Tactic 1.1.1: Survey members to determine unmet needs. (Year 1) Tactic 1.1.2: Review current and past SRSF funded projects/issues. (Year 1)
Strategy 1.2: Hands-on service projects at lunch meetings two-three times per year annually. Strategy 1.3: Service projects that include family.
Tactic 1.3.1: Continue food pack at Rotary First Harvest ongoing/annually. Tactic 1.3.2: Add second on-going family-friendly service project such as Wellspring Baby Boutique. (Year 1) Tactic 1.3.3: Add annual family opportunity. (Year 2)
Strategy 1.4: Provide a broad spectrum of service opportunities.
Tactic 1.4.1: Determine which existing projects to continue, enhance, or stop doing.
Strategy 1.5: Highlight impact throughout the year.
Tactic 1.5.1: Regularly scheduled testimonials or mission moments. (Year 1)
GOAL 1 MEASUREMENTS:
Deepening connection to Rotary: measure through survey or table topics. Member retention: 85% as described in Membership section. Retention for members less than five years’ tenure Retention of members between 30 – 50 years of age
GOAL 2: Increase awareness among targeted external audiences. Strategy 2.1: Partner with effective volunteer organizations serving an audience targeted for membership recruitment.
Tactic 2.1.1: Favorably rank project proposals that include community partners. Tactic 2.1.2: Engage volunteer organization members in project partnerships. Tactic 2.1.3: Create name tags which identify Rotarians and partner participants.
Strategy 2.2: Offer Service project opportunities with built-in media appeal. Strategy 2.3: Annual Rotary Club of Seattle Service Award. Tactic 2.3.1: Honor a non-Rotarian with a “following” to attract prospective members. Tactic 2.3.2: Host event during a regular luncheon; seek financial and media sponsorship. Strategy 2.4: Highlight signature issues and synthesize other projects.
Tactic 2.4.1: Professional story telling. Tactic 2.4.2: Categorize by Seattle Foundation's healthy community framework.
Goal 2 MEASUREMENTS:
Growth: New members with service as among top reasons they join the RCOS. Cross-reference to metrics in Membership plan
GOAL 3: Enhance Rotary recognition through making meaningful differences in our community. Strategy 3.1: Improve coherence of SRSF funding and club service project portfolio.
Tactic 3.1.1: Align SRSF funding criteria and RCOS impact measurements. Tactic 3.1.2: Align service project planning and funding process. Tactic 3.1.3: Balance quantitative and qualitative measurements.
Strategy 3.2: Cross-reference with Administration Task Force Goal 3. Strategy 3.3: Partner with clubs in our district to broaden project impacts and public interest.
Tactic 3.3.1: Leverage members’ connections to the district’s grant team to secure partners and matching funds.
Goal 3 MEASUREMENTS:
Number of people benefited Cumulative impact of our service Other measures as developed
SEATTLE ROTARY 2020
MEMBERSHIP
CO-CHAIRS: Diankha Linear and Corinne Cavanaugh MEMBERS: Heather Fitzpatrick, Kim Moore, David Woodward, Bill Center, Margaux Kendall, Matt Albertson, Jimmy Collins, Virginia McKenzie, Steve Crane, and Carma McKay
MEMBERSHIP GOALS: This plan outlines the actions to accomplish plan A. An alternate conservative scenario has been requested and is listed below as plan B.
PLAN A: "OPEN THE DOOR" GOAL 1: Retain 85% of members each year. GOAL 2: Add 100 new members each year. Bold is end-of-year goal. The numbers are based on most recent board minutes from the 3/30/17 meeting reporting 453 active members, and 33 new members year to date. These projections are realistic yet dependent on the adoption and implementation of the following tactics in the first year and carried through all three years. These tactics are underlined below. Tactics: 1.1, 1.2, and 1.3. Members
Year 1
Year 2
Year 3
Lose 15%
68
73
77
Add 100
486
513
536
PLAN B: "CONTINUED DECLINE” GOAL 1: Retain 85% of members each year. GOAL 2: Add 35 new members each year. Members
Year 1
Year 2
Year 3
Lose 15%
68
63
59
Add 35
420
392
333
GOAL 3: Collaborate with eight Seattle based organizations (membership or volunteer or corporate) on an ongoing basis.
Partner collaboration goals each year: Partner Type
Year 1
Year 2
Year 3
Membership
+2
+1
Maintain partnerships
Volunteer
+2
0
Maintain partnerships
Corporate
+2
+1
Maintain partnerships
Total partnerships
6
8
8
MEMBERSHIP STRATEGIES & TACTICS Strategy 1: Increase convenience and address time, cost, meeting location for potential members.
Tactic 1.1: Provide meeting alternatives to Wednesday lunch meetings and membership dues that support it. Tactic 1.2: Create a membership type that appeals to retired individuals considering time, cost, meeting location. Tactic 1.3: Create a membership type that appeals to individuals who enjoy volunteering considering time, cost, and meeting location. Tactic 1.4: Create a membership incentive to encourage past Rotarians and Rotarians moving from another club to join the RCOS. Tactic 1.5: Tailor the value proposition of our club for each membership type and create recruiting tools, documents, and information to provide employers and potential members. Tactic 1.6: Use technology to entice and communicate with potential members repeatedly.
Strategy 2: Empower current members to recruit new members.
Tactic 2.1: Provide all members recruiting tools, documents, and information to provide employers and potential members. Tactic 2.2: Collaborate with the program committees to create business tracks of programming to attract business focused members – and create a case for employer sponsored membership. Tactic 2.3: Ask every member to ask potential members to join two or more times a year. Tactic 2.4: Request each membership sub-committee listed in the org chart to create a new member recruitment plan, current member retention plan, and annual measurable goals that their committee commits to that year.
Strategy 3: Develop partnerships to attract new members.
Tactic 3.1: Create classification focused committees to attract specific classifications of members, set and measure goals. Tactic 3.2: Identify and partner with local volunteer organizations for combined events or programs or service opportunities. (Directly relates to Service strategic plan) Tactic 3.3: Identify and partner with local membership organizations for combined events or programs or service opportunities. Tactic 3.4: Identify and partner with organizations/corporations to sponsor events or service opportunities and contribute to club revenue.
Tactic 3.5: Incentivize members from other clubs to join the RCOS by packaging incentives and promoting. Tactic 3.6: Use technology to create communication with partners and sponsors. Tactic 3.7: Partner with club speakers to promote their program to their company and colleagues at least one month in advance of their program. Tactic 3.8: Incentivize speakers and colleagues of speakers to join the RCOS by packaging incentives and promotion.
Strategy 4: Improve club member connectivity to improve retention.
Tactic 4.1: Clarify the value of Seattle Rotary membership to current members through positive storytelling. Tactic 4.2: Plan annually and promote consistently milestone fellowship events for the purpose of connecting members in a professional or social capacity. Tactic 4.3: When members request to leave the club, offer alt erative membership options. Tactic 4.4: When members request to leave the club, solicit a replacement member’s contact information, and follow up. Tactic 4.5: Use technology to improve communication with members. Tactic 4.6: Continue membership recognition.
MEMBERSHIP TIMELINE BY YEAR EACH AND EVERY YEAR
Tactic: Plan annually and promote consistently milestone fellowship events for the purpose of connecting members in a professional or social capacity. Tactic: Request each membership sub-committee listed in the org chart to create a new member recruitment plan, current member retention plan, and annual measurable goals that their committee commits to that year. Tactic: Continue membership recognition. Tactic: Use technology to improve communication with members.
YEAR 1
Tactic: Create a membership type that appeals to individuals who enjoy volunteering considering time, cost, and meeting location. Tactic: Identify and partner with local volunteer organizations for combined events or programs or service opportunities. Tactic: Identify and partner with organizations or corporations to sponsor events or service opportunities and contribute to club revenue. Tactic: Provide meeting alternatives to Wednesday lunch meetings and membership dues that support it. Tactic: Tailor the value proposition of our club for each membership type and create recruiting tools, documents, and information to provide employers and potential members. Tactic: Use technology to create communication with partners and sponsors. Tactic: Use technology to entice and communicate with potential members repeatedly. Tactic: Create a membership type that appeals to retired individuals considering time, cost, meeting location. Tactic: Provide all members recruiting tools and information to provide employers and potential members. Tactic: Collaborate with the programs committees to create business tracks of programming to attract business focused members and create a case for employer sponsored membership.
YEAR 2
Tactic: Partner with club speakers to promote their program to their company and colleagues at least one month in advance of their program. Tactic: Incentivize speakers and colleagues of speakers to join the RCOS through packaged incentives and promotion. Tactic: When members request to leave the club, offer alterative membership options. Tactic: When members request to leave the club, solicit a replacement member’s contact information and follow up. Tactic: Clarify the value of the RCOS membership to current members through positive storytelling.
YEAR 3
Tactic: Create a membership incentive to encourage past Rotarians and Rotarians moving from another (nonRotary) club to join the ROCS. Tactic: Create classification-focused committees to attract specific members, set and measure goals. Tactic: Incentivize members from other clubs to join the RCOS through packaging incentives and promotion.
SEATTLE ROTARY 2020
ADMINISTRATION AND FINANCE CO-CHAIRS: Carolyn Hojaboom and Caroline Bobanick MEMBERS: Sue Nixon, Cindy Runger, Ben Linford, Roberta Nestaas, Cathy Gibson, and Ken Colling Club Manager (CM) Associate Club Manager (ACM) Personnel Chair (PC) Board Chair (BC) Technology Committee (TC)
GOAL 1: Create a human resources plan for both paid staff and volunteers that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. Strategy 1.1: Based on a needs assessment, create job descriptions for staff and volunteer positions (including at a minimum the Club President and Chair, Club officers, and the Service, Membership, and Program VPs) with clearly articulated goals and responsibilities. Align resources with priorities and clearly delineate staff and volunteer responsibilities.
Tactic 1.1.1: Work with the Service, Membership, and Program Committees, as well as SRSF and The Rotary Foundation (TRF), to determine administrative support needs for their goals. (CM, ACM, BC, PC with Service, Membership and Program Chairs) (Year 1) Tactic 1.1.2: Create a written needs assessment for staffing and volunteers to support strategic priorities of membership recruitment and retention, service and grants delivery, and program excellence. (CM, ACM, BC, PC) (Year 1) Tactic 1.1.3: Based on the needs assessment, create job descriptions for each position including staff, contractors, and volunteers. (CM, ACM, BC, PC) (Year 1)
Strategy 1.2: Craft a process to review, evaluate, and compensate employees and a process to acknowledge volunteers for their service to ensure sustainability of human resources.
Tactic 1.2.1: Research best methods for reviewing, evaluating, and compensating employees. (CM, BC, PC) (Year 1) Tactic 1.2.2: Research best methods for recognizing volunteers. (CM, BC, PC) (Year 2) Tactic 1.2.3: Produce a written plan for reviewing/evaluating/compensating employees (Year 1) and guidelines for acknowledging volunteers for their service (Year 2). Include volunteer acknowledgement tactics in the job descriptions for the Club President and Chair, Club officers, and the Service, Membership, and Program VPs. (CM, BC, PC)
Strategy 1.3: Produce written manuals for employees and volunteers that outline policies and procedures and post these in ClubRunner.
Tactic 1.3.1: Review what the RCOS has currently. Compare with other templates. (CM, BC, PC) (Year 1)
Tactic 1.3.2: Develop a manual for employees and volunteers. (CM, BC, PC) (Year 1 & Year 2) Tactic 1.3.3: Post manuals in ClubRunner. (Year 2)
GOAL 2: Design a technology plan that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. Strategy 2.1: Determine the best file storage and information/file sharing system for both staff and volunteers of the RCOS, TRF, and SRSF.
Tactic 2.1.1: Tactic 2.1.2: Tactic 2.1.3: Tactic 2.1.4: Tactic 2.1.5:
Create a Technology Committee. (Year 1) Research file storage and file sharing solutions. (TC) (Year 1) Determine the best solution(s). (TC) (Year 1) Create a transition plan. (TC) (Year 2) Implement the transition plan. (ACM, CM, BC, TC) (Year 2)
Strategy 2.2: Assess communications delivery needs and determine best options for the website platform, membership database, calendar function, and membership recruitment vehicles for the RCOS and SRSF.
Tactic 2.2.1: Work with representatives of the Service, Membership, and Program Committees to create a needs assessment. (TC) (Year 1) Tactic 2.2.2: Research the best solutions for RCOS/SRSF’s website platform, membership database, calendar function, and membership recruitment vehicles with special consideration of mobile applications. (TC) (Year 1) Tactic 2.2.3: Determine the best solution(s). (TC) (Year 1) Tactic 2.2.4: Create a transition plan. (TC) (Year 1) Tactic 2.2.5: Implement the transition plan. (ACM, CM, BC, TC) (Year 1)
Strategy 2.3: Determine hardware needs for the RCOS and SRSF to support the technology plan.
Tactic 2.3.1: Research the best solutions for RCOS/SRSF’s website platform, membership database, calendar function, and membership recruitment vehicles with special consideration of mobile applications. (TC) (Year 1) Tactic 2.3.2: Determine the best solution(s). (TC) (Year 1) Tactic 2.3.3: Create a transition plan (TC) (Year 1) Tactic 2.3.4: Implement the transition plan (ACM, CM, BC, TC) (Year 1)
GOAL 3: Establish clear guidelines for roles and responsibilities related to the Club administration and volunteer support for SRSF. Strategy 3.1: Establish a task force to assess the current legal structure and administrative oversight of SRSF. (Year 1)
GOAL 4: Create a plan of alternatives for facilities usage for the RCOS and SRSF. Strategy 4.1: Evaluate the current office facilities for the RCOS/SRSF and create a plan for more efficient and cost effective options.
Tactic 4.1.1: Research the current Unico lease and outline the terms, cost, and possible alternatives. (Year 2) Tactic 4.1.2: Determine needs for storage, technology, and administrative infrastructure for the RCOS, TRF and SRSF. (Year 2) Tactic 4.1.3: Research and outline facilities that would meet the needs for storage, technology and administrative infrastructure for the RCOS, TRF and SRSF. (Year 2)
Strategy 4.2: Create an asset map for meeting venues.
Tactic 4.2.1: Outline current venues used for meetings including lunch prices, amenities, such as staging, free meeting rooms, and registration furniture, and restrictions such as AV and outside food and beverages. (Year 1) Tactic 4.2.2: In consultation with the Program Committee, determine the basic criteria for venues for meetings. (Year 1) Tactic 4.2.3: Create an asset map that includes existing and potential venue options for meetings outlining lunch prices, amenities such as staging, free meeting rooms, registration furniture, and restrictions such as AV and outside food and beverages. (Year 1)
GOAL 5: Assure the club maintains and further strengthens its financial health and viability through 2020 by offering strategic guidance when developing the Club’s annual budget each year. Strategy 5.1: The Finance Committee will develop specific policies that will give guidance thru 2020 related to the required/desired cash balance to have on hand each year, the desired reserves to be achieved each year, the desired A/R monitoring by staff and/or volunteers for A/R that is greater than 60 days old and the treatment of A/R over 90 days old as it relates to the members continued membership, and increase the reliance on membership fees to cover operations versus program fees.
Tactic 5.1.1: The finance committee will develop specific policies to be approved by the board for the following areas: (Year 1) Amount of cash balance to have on hand over each of the next three years; The reserve cash balance and its desired growth over the next three years; Guidance to staff and/or volunteers for the monitoring and collection of A/R > 60 days old; Membership status for A/R over 90 days old.
SEATTLE ROTARY 2020
TIMELINE
DEFINITIONS:
Strategic Plan Co-Chairs: Laura Rehrmann & Beth Wojick Leadership Group: Cathy Gibson, Mark Wright, Sue Nixon, Roberta Nestass Task Force Leaders: Corinne Cavanagh, Harvey Rubenstein, Allison Parker, Diankha Linear, Carolyn Hojaboom Club Manager: (attends all meetings) Caroline Bobanick
November 18
Initial Board work on vision statement
December 8
Additional Board work on vision & mission statements
December 20
Initial Task Force Leader meeting
January 2
Timeline distributed, committee membership confirmed
January 3
Leadership Group (Current, Immediate Past, and Elect Presidents) conference call to gain buy-in on roles & responsibilities and how plan will be developed
January 4
Announcement at Wednesday meeting that plan is being developed. Specifically cover various constituents who will be involved. Task Force Leaders develop committees and hold first meetings in early January
January 20
Noon - Task Force Leaders conference call – update on plan
January 24
7:15 PM - Leadership Group conference call – update on plan
January 26
3:30 PM - Progress report to Board
February
Task Force Leaders hold additional committee meetings
February 21
10:00 AM - Task Force Leaders in-person meeting – update on plan and coordinations 7:15 PM - Leadership Group conference call – Update on Plan
February 23
3:30 PM - Laura to give update to Board and seek Board input
March
Task Force Leaders hold additional committee meetings refining plan based on leadership and Board input
March 23
Noon – Task Force Leaders final plan in-person meeting
March 30
3:30 PM - final presentation to Board with Laura (in-person) and Beth (by phone)
April 27
Board Approval of Plan
May 3
Presentation of strategic plan to full membership
May
Mark Wright and new leadership team engage Board and membership
SEATTLE FOUNDATION
A THREE-YEAR STRATEGIC PLAN EXECUTIVE SUMMARY APRIL 2017 The Rotary Club of Seattle (RCOS) is a strong, viable organization despite membership declines since the 2008 recession. The Club has developed into a smaller, tight-knit organization with strong programs and services, and continues with its 100-year tradition of Service Above Self. It is an influential, powerful, and effective membership organization. This three-year strategic plan addresses current realities of membership, service, and finance and administration and recommends goals and strategies to strengthen the Club. In 2008, the Club membership began to drop from 700 members to roughly 450 members in early 2017. At the same time, Seattle and King County have experienced unprecedented growth in a young and diverse workforce coming from across the country and the world. This strategic plan recommends goals and strategies to build and sustain a financially strong organization with policies that will attract and retain current, new, and younger members. The plan recommends that the Rotary Club of Seattle and the Seattle Rotary Service Foundation (SRSF) form a joint task force to more closely align and clarify roles and responsibilities, administrative support, and facility usage. As the Club’s five-year strategic plan expires in June 2017, Club President, Cathy Gibson, created a leadership group of current and incoming board members to draft a new three-year plan which is titled Seattle Rotary 2020. Co-chaired by Past President, Laura Rehrmann, and long-time member, Beth Wojick, the strategic planning process included the designation of three task forces to deliver a recommended plan for board approval on April 27, 2017. The Membership Task Force was chaired by Diankha Linear and Corinne Cavanaugh with members Heather Fitzpatrick, Kim Moore, David Woodward, Bill Center, Margaux Kendall, Matt Albertson, Jimmy Collins, Virginia McKenzie, Steve Crane and Carma McKay. The Service Task Force was chaired by Harvey Rubenstein and Allison Parker with members Lynn Beck, Tom Betts, Steve Crane, Lisa Bridge, Jann Curley, David Fain, Jim Moore, Nancy Osborne, Shelly Rotondo, Jane Tornatore, Ben Wicks and Kathy Williams. The Finance and Administration Task Force was chaired by Carolyn Hojaboom and Caroline Bobanick, Club Manager. Committee members included Sue Nixon, Cindy Runger, Ben Linford, Roberta Nestaas, and Ken Colling. Committees met from December 2016 through March 2017. The RCOS Board of Directors revised the vision and mission statements for Seattle Rotary 2020 and reviewed each task force’s recommendations. Attached is an outline of the goals from each task force. Detailed strategies and tactics are recommended by each task force as a guide for the incoming board and committees as they identify their scope of work over the three years of the plan. Thank you for the opportunity to serve the Rotary Club of Seattle in this important work. Laura Rehrmann & Beth Wojick Co-chairs Seattle Rotary 2020
SEATTLE ROTARY 2020 A THREE-YEAR STRATEGIC PLAN VISION Inspired leaders connecting for extraordinary good
MISSION Seattle Rotary creates strong relationships, informs understanding, and serves to resolve critical community needs.
SERVICE GOALS 1. Deliver a suitably structured portfolio of service opportunities which retains members through meaningful engagement in community service. 2. Increase awareness among target external audiences through broadened promotion of Club service activities. 3. Enhance Rotary recognition by making meaningful differences in our community.
MEMBERSHIP GOALS 1. Retain 85% of members each year through initiatives to improve Club member connectivity, and develop technology and processes to aid prospective and new member communications. 2. Add 100 new members each year by addressing barriers to new member recruitment including time, cost, and meeting location. 3. Collaborate with eight Seattle-based volunteer organizations on an ongoing basis through partner jointfellowship events, dual-membership incentives, and sponsorships.
FINANCE / ADMINISTRATION GOALS 1. Create a human resources plan for both paid staff and volunteers that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. 2. Design a technology plan that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. 3. Establish clear guidelines for roles and responsibilities related to the Club administration and volunteer support for SRSF. 4. Create a plan for alternatives for facilities usage for the RCOS and SRSF. 5. Assure the Club maintains and further strengthens its financial health and viability through 2020 by offering strategic guidance when developing the Club’s annual budget each year.
SEATTLE ROTARY 2020
SERVICE
CO-CHAIRS: Harvey Rubenstein and Allison Parker MEMBERS: Lynn Beck, Tom Betts, Steve Crane, Lisa Bridge, Jann Curley, David Fain, Jim Moore, Nancy Osborne, Shelly Rotondo, Jane Tornatore, Ben Wicks and Kathy Williams
SERVICE GOALS: Partnerships are the overarching strategy of the Service goals. GOAL 1: Curate a portfolio of service opportunities to provide meaningful engagement. Strategy 1.1: Broadly inclusive signature issue. (Year 2)
Tactic 1.1.1: Survey members to determine unmet needs. (Year 1) Tactic 1.1.2: Review current and past SRSF funded projects/issues. (Year 1)
Strategy 1.2: Hands-on service projects at lunch meetings two-three times per year annually. Strategy 1.3: Service projects that include family.
Tactic 1.3.1: Continue food pack at Rotary First Harvest ongoing/annually. Tactic 1.3.2: Add second on-going family-friendly service project such as Wellspring Baby Boutique. (Year 1) Tactic 1.3.3: Add annual family opportunity. (Year 2)
Strategy 1.4: Provide a broad spectrum of service opportunities.
Tactic 1.4.1: Determine which existing projects to continue, enhance, or stop doing.
Strategy 1.5: Highlight impact throughout the year.
Tactic 1.5.1: Regularly scheduled testimonials or mission moments. (Year 1)
GOAL 1 MEASUREMENTS:
Deepening connection to Rotary: measure through survey or table topics. Member retention: 85% as described in Membership section. Retention for members less than five years’ tenure Retention of members between 30 – 50 years of age
GOAL 2: Increase awareness among targeted external audiences. Strategy 2.1: Partner with effective volunteer organizations serving an audience targeted for membership recruitment.
Tactic 2.1.1: Favorably rank project proposals that include community partners. Tactic 2.1.2: Engage volunteer organization members in project partnerships. Tactic 2.1.3: Create name tags which identify Rotarians and partner participants.
Strategy 2.2: Offer Service project opportunities with built-in media appeal. Strategy 2.3: Annual Rotary Club of Seattle Service Award. Tactic 2.3.1: Honor a non-Rotarian with a “following” to attract prospective members. Tactic 2.3.2: Host event during a regular luncheon; seek financial and media sponsorship. Strategy 2.4: Highlight signature issues and synthesize other projects.
Tactic 2.4.1: Professional story telling. Tactic 2.4.2: Categorize by Seattle Foundation's healthy community framework.
Goal 2 MEASUREMENTS:
Growth: New members with service as among top reasons they join the RCOS. Cross-reference to metrics in Membership plan
GOAL 3: Enhance Rotary recognition through making meaningful differences in our community. Strategy 3.1: Improve coherence of SRSF funding and club service project portfolio.
Tactic 3.1.1: Align SRSF funding criteria and RCOS impact measurements. Tactic 3.1.2: Align service project planning and funding process. Tactic 3.1.3: Balance quantitative and qualitative measurements.
Strategy 3.2: Cross-reference with Administration Task Force Goal 3. Strategy 3.3: Partner with clubs in our district to broaden project impacts and public interest.
Tactic 3.3.1: Leverage members’ connections to the district’s grant team to secure partners and matching funds.
Goal 3 MEASUREMENTS:
Number of people benefited Cumulative impact of our service Other measures as developed
SEATTLE ROTARY 2020
MEMBERSHIP
CO-CHAIRS: Diankha Linear and Corinne Cavanaugh MEMBERS: Heather Fitzpatrick, Kim Moore, David Woodward, Bill Center, Margaux Kendall, Matt Albertson, Jimmy Collins, Virginia McKenzie, Steve Crane, and Carma McKay
MEMBERSHIP GOALS: This plan outlines the actions to accomplish plan A. An alternate conservative scenario has been requested and is listed below as plan B.
PLAN A: "OPEN THE DOOR" GOAL 1: Retain 85% of members each year. GOAL 2: Add 100 new members each year. Bold is end-of-year goal. The numbers are based on most recent board minutes from the 3/30/17 meeting reporting 453 active members, and 33 new members year to date. These projections are realistic yet dependent on the adoption and implementation of the following tactics in the first year and carried through all three years. These tactics are underlined below. Tactics: 1.1, 1.2, and 1.3. Members
Year 1
Year 2
Year 3
Lose 15%
68
73
77
Add 100
486
513
536
PLAN B: "CONTINUED DECLINE” GOAL 1: Retain 85% of members each year. GOAL 2: Add 35 new members each year. Members
Year 1
Year 2
Year 3
Lose 15%
68
63
59
Add 35
420
392
333
GOAL 3: Collaborate with eight Seattle based organizations (membership or volunteer or corporate) on an ongoing basis.
Partner collaboration goals each year: Partner Type
Year 1
Year 2
Year 3
Membership
+2
+1
Maintain partnerships
Volunteer
+2
0
Maintain partnerships
Corporate
+2
+1
Maintain partnerships
Total partnerships
6
8
8
MEMBERSHIP STRATEGIES & TACTICS Strategy 1: Increase convenience and address time, cost, meeting location for potential members.
Tactic 1.1: Provide meeting alternatives to Wednesday lunch meetings and membership dues that support it. Tactic 1.2: Create a membership type that appeals to retired individuals considering time, cost, meeting location. Tactic 1.3: Create a membership type that appeals to individuals who enjoy volunteering considering time, cost, and meeting location. Tactic 1.4: Create a membership incentive to encourage past Rotarians and Rotarians moving from another club to join the RCOS. Tactic 1.5: Tailor the value proposition of our club for each membership type and create recruiting tools, documents, and information to provide employers and potential members. Tactic 1.6: Use technology to entice and communicate with potential members repeatedly.
Strategy 2: Empower current members to recruit new members.
Tactic 2.1: Provide all members recruiting tools, documents, and information to provide employers and potential members. Tactic 2.2: Collaborate with the program committees to create business tracks of programming to attract business focused members – and create a case for employer sponsored membership. Tactic 2.3: Ask every member to ask potential members to join two or more times a year. Tactic 2.4: Request each membership sub-committee listed in the org chart to create a new member recruitment plan, current member retention plan, and annual measurable goals that their committee commits to that year.
Strategy 3: Develop partnerships to attract new members.
Tactic 3.1: Create classification focused committees to attract specific classifications of members, set and measure goals. Tactic 3.2: Identify and partner with local volunteer organizations for combined events or programs or service opportunities. (Directly relates to Service strategic plan) Tactic 3.3: Identify and partner with local membership organizations for combined events or programs or service opportunities. Tactic 3.4: Identify and partner with organizations/corporations to sponsor events or service opportunities and contribute to club revenue.
Tactic 3.5: Incentivize members from other clubs to join the RCOS by packaging incentives and promoting. Tactic 3.6: Use technology to create communication with partners and sponsors. Tactic 3.7: Partner with club speakers to promote their program to their company and colleagues at least one month in advance of their program. Tactic 3.8: Incentivize speakers and colleagues of speakers to join the RCOS by packaging incentives and promotion.
Strategy 4: Improve club member connectivity to improve retention.
Tactic 4.1: Clarify the value of Seattle Rotary membership to current members through positive storytelling. Tactic 4.2: Plan annually and promote consistently milestone fellowship events for the purpose of connecting members in a professional or social capacity. Tactic 4.3: When members request to leave the club, offer alt erative membership options. Tactic 4.4: When members request to leave the club, solicit a replacement member’s contact information, and follow up. Tactic 4.5: Use technology to improve communication with members. Tactic 4.6: Continue membership recognition.
MEMBERSHIP TIMELINE BY YEAR EACH AND EVERY YEAR
Tactic: Plan annually and promote consistently milestone fellowship events for the purpose of connecting members in a professional or social capacity. Tactic: Request each membership sub-committee listed in the org chart to create a new member recruitment plan, current member retention plan, and annual measurable goals that their committee commits to that year. Tactic: Continue membership recognition. Tactic: Use technology to improve communication with members.
YEAR 1
Tactic: Create a membership type that appeals to individuals who enjoy volunteering considering time, cost, and meeting location. Tactic: Identify and partner with local volunteer organizations for combined events or programs or service opportunities. Tactic: Identify and partner with organizations or corporations to sponsor events or service opportunities and contribute to club revenue. Tactic: Provide meeting alternatives to Wednesday lunch meetings and membership dues that support it. Tactic: Tailor the value proposition of our club for each membership type and create recruiting tools, documents, and information to provide employers and potential members. Tactic: Use technology to create communication with partners and sponsors. Tactic: Use technology to entice and communicate with potential members repeatedly. Tactic: Create a membership type that appeals to retired individuals considering time, cost, meeting location. Tactic: Provide all members recruiting tools and information to provide employers and potential members. Tactic: Collaborate with the programs committees to create business tracks of programming to attract business focused members and create a case for employer sponsored membership.
YEAR 2
Tactic: Partner with club speakers to promote their program to their company and colleagues at least one month in advance of their program. Tactic: Incentivize speakers and colleagues of speakers to join the RCOS through packaged incentives and promotion. Tactic: When members request to leave the club, offer alterative membership options. Tactic: When members request to leave the club, solicit a replacement member’s contact information and follow up. Tactic: Clarify the value of the RCOS membership to current members through positive storytelling.
YEAR 3
Tactic: Create a membership incentive to encourage past Rotarians and Rotarians moving from another (nonRotary) club to join the ROCS. Tactic: Create classification-focused committees to attract specific members, set and measure goals. Tactic: Incentivize members from other clubs to join the RCOS through packaging incentives and promotion.
SEATTLE ROTARY 2020
ADMINISTRATION AND FINANCE CO-CHAIRS: Carolyn Hojaboom and Caroline Bobanick MEMBERS: Sue Nixon, Cindy Runger, Ben Linford, Roberta Nestaas, Cathy Gibson, and Ken Colling Club Manager (CM) Associate Club Manager (ACM) Personnel Chair (PC) Board Chair (BC) Technology Committee (TC)
GOAL 1: Create a human resources plan for both paid staff and volunteers that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. Strategy 1.1: Based on a needs assessment, create job descriptions for staff and volunteer positions (including at a minimum the Club President and Chair, Club officers, and the Service, Membership, and Program VPs) with clearly articulated goals and responsibilities. Align resources with priorities and clearly delineate staff and volunteer responsibilities.
Tactic 1.1.1: Work with the Service, Membership, and Program Committees, as well as SRSF and The Rotary Foundation (TRF), to determine administrative support needs for their goals. (CM, ACM, BC, PC with Service, Membership and Program Chairs) (Year 1) Tactic 1.1.2: Create a written needs assessment for staffing and volunteers to support strategic priorities of membership recruitment and retention, service and grants delivery, and program excellence. (CM, ACM, BC, PC) (Year 1) Tactic 1.1.3: Based on the needs assessment, create job descriptions for each position including staff, contractors, and volunteers. (CM, ACM, BC, PC) (Year 1)
Strategy 1.2: Craft a process to review, evaluate, and compensate employees and a process to acknowledge volunteers for their service to ensure sustainability of human resources.
Tactic 1.2.1: Research best methods for reviewing, evaluating, and compensating employees. (CM, BC, PC) (Year 1) Tactic 1.2.2: Research best methods for recognizing volunteers. (CM, BC, PC) (Year 2) Tactic 1.2.3: Produce a written plan for reviewing/evaluating/compensating employees (Year 1) and guidelines for acknowledging volunteers for their service (Year 2). Include volunteer acknowledgement tactics in the job descriptions for the Club President and Chair, Club officers, and the Service, Membership, and Program VPs. (CM, BC, PC)
Strategy 1.3: Produce written manuals for employees and volunteers that outline policies and procedures and post these in ClubRunner.
Tactic 1.3.1: Review what the RCOS has currently. Compare with other templates. (CM, BC, PC) (Year 1)
Tactic 1.3.2: Develop a manual for employees and volunteers. (CM, BC, PC) (Year 1 & Year 2) Tactic 1.3.3: Post manuals in ClubRunner. (Year 2)
GOAL 2: Design a technology plan that effectively, efficiently, and sustainably supports the day-to-day operations of the RCOS as well as its strategic priorities including membership development, service delivery, and program excellence. Strategy 2.1: Determine the best file storage and information/file sharing system for both staff and volunteers of the RCOS, TRF, and SRSF.
Tactic 2.1.1: Tactic 2.1.2: Tactic 2.1.3: Tactic 2.1.4: Tactic 2.1.5:
Create a Technology Committee. (Year 1) Research file storage and file sharing solutions. (TC) (Year 1) Determine the best solution(s). (TC) (Year 1) Create a transition plan. (TC) (Year 2) Implement the transition plan. (ACM, CM, BC, TC) (Year 2)
Strategy 2.2: Assess communications delivery needs and determine best options for the website platform, membership database, calendar function, and membership recruitment vehicles for the RCOS and SRSF.
Tactic 2.2.1: Work with representatives of the Service, Membership, and Program Committees to create a needs assessment. (TC) (Year 1) Tactic 2.2.2: Research the best solutions for RCOS/SRSF’s website platform, membership database, calendar function, and membership recruitment vehicles with special consideration of mobile applications. (TC) (Year 1) Tactic 2.2.3: Determine the best solution(s). (TC) (Year 1) Tactic 2.2.4: Create a transition plan. (TC) (Year 1) Tactic 2.2.5: Implement the transition plan. (ACM, CM, BC, TC) (Year 1)
Strategy 2.3: Determine hardware needs for the RCOS and SRSF to support the technology plan.
Tactic 2.3.1: Research the best solutions for RCOS/SRSF’s website platform, membership database, calendar function, and membership recruitment vehicles with special consideration of mobile applications. (TC) (Year 1) Tactic 2.3.2: Determine the best solution(s). (TC) (Year 1) Tactic 2.3.3: Create a transition plan (TC) (Year 1) Tactic 2.3.4: Implement the transition plan (ACM, CM, BC, TC) (Year 1)
GOAL 3: Establish clear guidelines for roles and responsibilities related to the Club administration and volunteer support for SRSF. Strategy 3.1: Establish a task force to assess the current legal structure and administrative oversight of SRSF. (Year 1)
GOAL 4: Create a plan of alternatives for facilities usage for the RCOS and SRSF. Strategy 4.1: Evaluate the current office facilities for the RCOS/SRSF and create a plan for more efficient and cost effective options.
Tactic 4.1.1: Research the current Unico lease and outline the terms, cost, and possible alternatives. (Year 2) Tactic 4.1.2: Determine needs for storage, technology, and administrative infrastructure for the RCOS, TRF and SRSF. (Year 2) Tactic 4.1.3: Research and outline facilities that would meet the needs for storage, technology and administrative infrastructure for the RCOS, TRF and SRSF. (Year 2)
Strategy 4.2: Create an asset map for meeting venues.
Tactic 4.2.1: Outline current venues used for meetings including lunch prices, amenities, such as staging, free meeting rooms, and registration furniture, and restrictions such as AV and outside food and beverages. (Year 1) Tactic 4.2.2: In consultation with the Program Committee, determine the basic criteria for venues for meetings. (Year 1) Tactic 4.2.3: Create an asset map that includes existing and potential venue options for meetings outlining lunch prices, amenities such as staging, free meeting rooms, registration furniture, and restrictions such as AV and outside food and beverages. (Year 1)
GOAL 5: Assure the club maintains and further strengthens its financial health and viability through 2020 by offering strategic guidance when developing the Club’s annual budget each year. Strategy 5.1: The Finance Committee will develop specific policies that will give guidance thru 2020 related to the required/desired cash balance to have on hand each year, the desired reserves to be achieved each year, the desired A/R monitoring by staff and/or volunteers for A/R that is greater than 60 days old and the treatment of A/R over 90 days old as it relates to the members continued membership, and increase the reliance on membership fees to cover operations versus program fees.
Tactic 5.1.1: The finance committee will develop specific policies to be approved by the board for the following areas: (Year 1) Amount of cash balance to have on hand over each of the next three years; The reserve cash balance and its desired growth over the next three years; Guidance to staff and/or volunteers for the monitoring and collection of A/R > 60 days old; Membership status for A/R over 90 days old.
SEATTLE ROTARY 2020
TIMELINE
DEFINITIONS:
Strategic Plan Co-Chairs: Laura Rehrmann & Beth Wojick Leadership Group: Cathy Gibson, Mark Wright, Sue Nixon, Roberta Nestass Task Force Leaders: Corinne Cavanagh, Harvey Rubenstein, Allison Parker, Diankha Linear, Carolyn Hojaboom Club Manager: (attends all meetings) Caroline Bobanick
November 18
Initial Board work on vision statement
December 8
Additional Board work on vision & mission statements
December 20
Initial Task Force Leader meeting
January 2
Timeline distributed, committee membership confirmed
January 3
Leadership Group (Current, Immediate Past, and Elect Presidents) conference call to gain buy-in on roles & responsibilities and how plan will be developed
January 4
Announcement at Wednesday meeting that plan is being developed. Specifically cover various constituents who will be involved. Task Force Leaders develop committees and hold first meetings in early January
January 20
Noon - Task Force Leaders conference call – update on plan
January 24
7:15 PM - Leadership Group conference call – update on plan
January 26
3:30 PM - Progress report to Board
February
Task Force Leaders hold additional committee meetings
February 21
10:00 AM - Task Force Leaders in-person meeting – update on plan and coordinations 7:15 PM - Leadership Group conference call – Update on Plan
February 23
3:30 PM - Laura to give update to Board and seek Board input
March
Task Force Leaders hold additional committee meetings refining plan based on leadership and Board input
March 23
Noon – Task Force Leaders final plan in-person meeting
March 30
3:30 PM - final presentation to Board with Laura (in-person) and Beth (by phone)
April 27
Board Approval of Plan
May 3
Presentation of strategic plan to full membership
May
Mark Wright and new leadership team engage Board and membership
SEATTLE FOUNDATION
