ROTARY CLUB OF THE HOWE OF FIFE STRATEGIC PLAN S T R A T E G I C P L A N N I N G M E MBER. E F F E C T I V E D A T E 5 J u n e 201 7

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1 ROTARY CLUB OF THE HOWE OF FIFE STRATEGIC PLAN T H E A I M O F T H I S D O C U M E N T I S TO P R O V I D E A B L U E P R I N T F O R T H E F U T U R E D E V E L O P M E N T O F T H E C L U B S T R A T E G I C P L A N N I N G M E MBER S A N D Y D A V I S E F F E C T I V E D A T E 5 J u n e Meetings on Tuesday 5.45 for 6.15 at The Village Inn, Cupar Road, Pitlessie, Fife, KY15 7SU T:

2 PURPOSE The purpose of this strategic plan is to establish overall guidance and direction for the current members and successors for the future growth and development of the Rotary Club of the Howe of Fife. MISSION The mission of the Rotary Club of the Howe of Fife is to support Rotary District 1010 in its support of the missions of both Rotary International in Great Britain & Ireland and Rotary International. VISION The vision of the Rotary Club of the Howe of Fife is to be an active Rotary Club of around 30 members who take pride in their membership with a full and varied social calendar which includes recreation and fun whilst making a significant contribution to local, national and international charities. This vision is summarised by the simple phrase: Having fun whilst doing good. PRIMARY OBJECTIVES I. Have fun and enjoy contributing to the serious work of Rotary at home and abroad. II. Ensure that the Club is managed and run as effectively as possible. III. Continue to enhance membership by promoting programmes and activities which will address retention and recruitment. IV. Conduct successful service projects. V. Develop future leaders for the Club and District. VI. Ensure support of The Rotary Foundation through contributions and participation in its programmes. PRIORITIES I. Expand the membership base. II. Encourage member participation in training programmes to develop club leaders. III. Encourage Club projects that will fulfil community needs and present a favourable image of Rotary within the community. IV. Continue to support PolioPlus until the programme is completed. V. Expand financial support of The Rotary Foundation towards $100 per member. VI. Improve links with the local business community to increase membership, facilitate fundraising, and promote Club projects. IMPLEMENTATION This plan comes into force once approved by the Club at its AGM and is valid for a period of three years. 1

3 LEADERSHIP AND LEARNING & DEVELOPMENT I. Ensure leadership succession is in place to avoid vacancies at President-Nominee and Elect levels. II. Ensure Club officials attend District 1010 Club Leadership Seminars in a timely fashion. III. Encourage maximum participation at the annual District Assembly. OFFICERS OF THE CLUB The following office bearers are elected/confirmed in office at the annual Club Elections: President. The President holds office for one year and will normally have held office as President Elect. President-Elect. The President-Elect holds office for one year and will normally have held office as President-Nominee. President-Nominee. The President-Nominee holds office for one year. Secretary. The Secretary holds office for a recommended maximum continuous period of five years and a recommended minimum period of three years. Treasurer. The Treasurer holds office for a recommended maximum continuous period of five years and a recommended minimum period of three years. The Immediate Past President is an ex officio officer of the Club. COUNCIL The President is chairman of the Club Council which comprises the President, Immediate Past President, President-Elect, President-Nominee, Secretary, Treasurer and the member responsible for Strategic Planning. Council members work closely together to provide continuity and a maintenance of the aims. A minimum of six Council meetings are to be held each year. They should be spaced evenly in time at a maximum interval of ten weeks. STRATEGIC PLANNING The President appoints a member to be responsible for Strategic Planning. He should remain in office for a recommended minimum period of three years. This member reports to the Club through the President, President-Elect and President-Nominee. The remit of the Strategic Planning member is as follows: I. Review progress towards goal achievement periodically. II. Review validity of elements of the Strategic Plan periodically. III. Submit amendments to the Strategic Plan to the AGM for adoption. IV. Update the Club s Constitution in line with the latest version of the Standard Rotary Constitution. V. Conduct an annual review of the Club s bylaws and present changes to the AGM. VI. Conduct an annual review of the Club Job Descriptions. VII. Collect and collate blueprints for Club activities, e.g. annual potato sales. 2

4 CLUB ADMINISTRATION The President-Elect is responsible for Club Administration. I. Implement newly-defined District, National (RIBI) and International (RI) Policies and Procedures in conjunction with appropriate committee. II. Encourage Committee Chairs and Leads to document their work and pass on documentation to successors. FINANCIAL MATTERS CLUB ACCOUNT I. This account is to be used for all financial transactions pertaining to the running of the Club and the support of the membership. II. It should not be allowed to fall below zero. III. Equally, it should not be allowed to accumulate in size beyond the foreseeable needs (6 months) of the Club. IV. Clause III above may be suspended by agreement of a quorum (50%) of Club members in order to accumulate funds for a specific purpose. V. Produce accounts annually and ensure they are subject to independent examination. VI. Produce an annual financial plan for the Club account to be approved at the AGM. BENEVOLENT FUND I. A minimum of 1,000 should be in this fund at the start of each Rotary Year. II. Incoming Presidents may nominate a Charity of Choice that the Club will support during their tenure. III. A maximum of 1,000 is to be given to the President s Charity of Choice. IV. The Club should consider providing support to the District Governor s nominated charity. V. All requests for payments from the Benevolent Fund are to be made to Council. VI. Council may grant individual payments from the Benevolent Fund not exceeding 100. VII. Following approval by Council, individual payments from the Benevolent Fund in excess of 100 must be approved by a quorum (50%) of club members. VIII. The Treasurer is to make funds available periodically to event organisers for the purchase of raffle prizes. Profits from such raffles accrue to the Benevolent Fund. IX. The Club aims to disburse its Benevolent Fund proportionally each year to Local, National and International causes. The Treasurer is charged with keeping records that will assist Council to achieve this objective. SERVICE PROJECTS The President-Nominee acts as coordinator for Service Projects. The President appoints members to take the lead in the various areas of Community, International Vocational and Youth that come under the Service Projects remit. It is recommended that each of these Leads serve for a minimum of three years. 3

5 COMMUNITY I. Ensure continuing contact with Community Councils through Club Liaison Officers. II. Continue annual Citizen of the Year. III. Maintain support for Young Carers Natural Connections financial and volunteer drivers. IV. Continue to provide a Club member to sit on the Committee of the Association of Fife Rotary Clubs. V. In conjunction with the Association of Fife Rotary Clubs donate the sum of 90 annually for a period of 5 years from 1 Jul 13 to Disability Sport Fife. VI. Hold annual raffle and present prizes at Ladybank Golf Club s Captains v. Vice- Captains match. VII. Pitlair Care Home visits for Chat & Games. VIII. Support for the Frisson Foundation Glee Concerts for Primary Schools. IX. Support for North East Fife Rotary Clubs Cyclofun at Tentsmuir. The annual cost to the Benevolent Fund for this programme is estimated to be offset by the profit accruing from VI. INTERNATIONAL I. Monitor international events which require urgent assistance and identify requirements. II. Continue support for Chimwemwe. III. Provide financial support to Mary s Meals and source Back Packs for same. IV. Continue support for El Shaddai Trust. V. Continue support for Ethiopia Medical Project. VI. Maintain awareness of programmes and charities such as Literacy Projects, Mercy Ships, School4All, ShelterBox and WaterAid, and be prepared to provide assistance as funds permit. VII. Maintain awareness of other health-related activities that RI and RIBI may look to get involved in e.g. malaria, AIDS and the resurgence of tuberculosis. The annual cost to the Benevolent Fund for this programme is estimated to be 2,000. CHILDREN, YOUNG PEOP LE & VOCATIONAL I. Continue relationship with Bell Baxter High School to select and sponsor RYLA candidates each year, provided Club members agree this is a good use of resources. II. Aim to establish RotaKids in Howe of Fife Primary Schools. III. In longer term within 3-5 years aim to reinstate the Interact Club of Bell Baxter following a successful RotaKids campaign. IV. Look to promote youth competitions such as Young Chef, Young Musician and Young Photographer. V. Continue to seek a suitable candidate from Bell Baxter High School for Euroscola. VI. Seek views from local primary schools about Dictionary4Life. VII. Continue running the Primary School Quiz. VIII. Raise awareness of vocational activities and opportunities by helping to prepare individuals for the next life stage including entering the workplace. The annual cost to the Benevolent Fund for this programme is estimated to be 2,750. 4

6 MEMBERSHIP The Chairman of the Membership Committee is appointed by the President for a recommended minimum period of three years. I. Review the new member orientation programme in the light of experience. II. Membership goal for the Rotary year is 3 new members. III. Membership goal for Jun 2019 is a maximum of 40. IV. Identify sources of potential members within the community. V. Establish views of current membership on what makes this Club attractive to new members. VI. Establish views of current membership on what aspects of this Club could pose a barrier to attracting new members. VII. Keep abreast of communication from District about membership development. VIII. Retain existing members and develop new members through strong weekly programmes and relevant service opportunities. IX. Maintain regular social events, including spouses, throughout the year. X. Ensure that club membership team follow up on inquiries from prospective members. XI. Encourage attendance at District Council Meetings, Area Meetings and Membership Seminars. XII. Consider alternative strategies to retain members in the current economic climate and beyond. The annual cost to the Club Fund for this programme is estimated to be 350. MARKETING, PUBLIC RELATIONS & COMMUNICATIONS The Chairman of the Marketing, Public Relations and Communications Committee is appointed by the President for a recommended minimum period of three years. The President also appoints members to serve on this committee as Press Officer, Webmaster and Archivist. I. Continue to improve and expand Club website. II. Maintain a presence on social media networks. III. Develop existing contacts with local media and cultivate new links where appropriate. IV. Continue to achieve regular and positive exposure in local media. V. Exploit news items in national and international media to raise awareness at a local level. VI. Review communications within the Club on a regular basis. The annual cost to the Club Fund for this programme is estimated to be 100. THE ROTARY FOUNDATION The Chairman of the Rotary Foundation Committee is appointed by the President for a recommended minimum period of three years. I. Expansion of financial support of The Rotary Foundation towards $100 per member. II. Provide continuing support of PolioPlus until the programme is completed. III. Continue programme of Foundation Gatherings. IV. Ensure club members are aware of Sustaining Member, Major Donor/Benefactor initiatives. V. Learn about changes to Rotary Foundation programmes. VI. Aim to run a minimum of one event annually to raise funds for The Rotary Foundation. The annual cost to the Benevolent Fund for this programme is estimated to be 1,500. 5

7 SPORT I. Continue running annual Charity Golf Day. II. Continue to enter annual Gavel competition. III. Continue to run an annual outing on the Ladies Putting Green (Himalayas). IV. Investigate whether there is any interest among Club members to participate in other Rotary sporting events. The annual cost to the Club Fund for this programme is estimated to be 75. The estimated total annual cost of this Strategic Plan is: 6,250 (Benevolent Fund) 525 (Club Fund). 6