STRATEGIC PLANNING for the ROTARY CLUB of - PONTE VEDRA BEACH 2020-2021 Presented by President Samuel Hall, Jr.
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STRATEGIC PLANNING
for the
ROTARY CLUB of
PONTE VEDRA BEACH
2020–2021
Presented by President Samuel Hall, Jr.
Hosted by Julie Kurtz, Strategic Planning Champion
July 11, 2020
Page 1
AGENDA
• President Sam Hall introduces members and purpose of meeting
• Time commitment is 2 hours maximum – 9:00 to 11:00 AM
• Introduce Rotary International Director Stephanie Urchick
• Demystifying the Rotary Strategic Planning, ~25 mins. + 5 mins. Q&A
• Review current club status, mission, values, and vision
• SWOT analysis review
• Breakout sessions
• Reconvene with breakout session ideas
• Agree to action plans
• Adjourn
July 11, 2020
Page 2
MISSION:
Why We Are Here
"It is the mission of The Rotary Club of Ponte Vedra Beach to embrace
the ideals of Rotary International, contributing to a better Beaches
Community and a better world through significant service while
providing extraordinary, uplifting and memorable opportunities for
networking with community leaders, fellowship, friendship and personal
growth."
Page 3
VALUES:
Who We Are
• MOTTO:
Service above self
• THE FOUR-WAY TEST:
1. Is it the truth?
2. Is it fair to all concerned?
3. Will it build goodwill and better friendships?
4. Will it be beneficial to all concerned?
5. Will it be fun?
Page 4
VISION:
Who We Seek To Become
The Rotary Club of Ponte Vedra Beach will continue to strengthen its brand as the civic
club of choice for the Beaches diverse array of community leaders, as well as up-and-
coming mid-career professionals who have shown the potential to become the leaders of
the future. The club will be recognized for its high visibility programs and projects of
significance to its members, the community and the world. The Rotary Club of Ponte
Vedra Beach will be acknowledged continuously as a key leader in Ponte Vedra Beach,
Rotary District 6970, and Rotary International seeking to fulfill the vision together we
see a world where people unite and take action, to create lasting change across the
globe, in our communities, and in ourselves.
Page 5SWOT ANALYSIS
Strength-Weakness-Opportunity-Threat
• Strengths
– Exceptionally good speakers
– History/tradition
• Well established and strong club since 1983
• Beaches area lead club; spawned other clubs, RYE, Rotaract, Interact and EarlyAct.
• The club consists of CEOs, professionals, and senior leaders.
– Beaches area location with strong and loyal membership
– Size (134 strong, includes honorary and LOAs)
• More opportunity for networking.
• More access to revenue and human resources with “gravitas”
• Well known in the district. People specifically target RC of PVB as the club to join.
– Recognizable projects of significance
• Annual Mineral City Celebration fundraiser, about $150,000 raised per year and more than $1M over the years
• Support for a wide variety of needy charities and other qualified / vetted non-profits
• International - Guatemala water project, second deployment in progress
Page 6SWOT ANALYSIS
Strength-Weakness-Opportunity-Threat
• Weaknesses
– Age of membership
– Static in size. Many reasons such as changes in culture, business environment, the need to recruit
up-and-coming leaders. Size limited by the seating capacity of Marsh Landing CC.
– High concentration of certain industry members.
– Difficulty of creating enough close bonds due to size.
– Lack of hands-on engagement.
– Younger/newer members have less flexibility in use of their time.
– Cost of membership. Members that don’t pay on time.
– Increasing geographical dispersion of businesses in the area.
Page 7SWOT ANALYSIS
Strength-Weakness-Opportunity-Threat
• Opportunities
– Size and history give the club greater leverage to bring in top speakers and important community
leaders to build strong weekly programs.
– Younger cohort of members comes with impressive backgrounds and energy. Useful to club
growth and dynamism if tapped into.
– Project impact can be revisited because of potential for greater financial commitment than with
smaller clubs. Might demand change of project model and emphasis. (e.g., give $3,000 to 10
organizations or give $10,000 to 3 identified causes)? For long term consideration.
– Continue Zoom to connect members who cannot attend personally.
– Target high visibility speakers by Zoom connections who might otherwise turn us down due to
travel.
– Adopt digital (hybrid meetings) seeing it as an opportunity, not as a barrier.
Page 8SWOT ANALYSIS
Strength-Weakness-Opportunity-Threat
• Threats
– Average age of members. Recruitment of younger members. Concentration of certain professions.
– Competing venues for networking and fulfillment: e.g., sometimes it’s the work a day world, other
professional organizations, increasing entertainment venues, some members not interested in
changing location.
– Overall 21st Century decline in attractiveness of clubs. People are evermore accustomed to virtual
and off-line experiences.
– Increased dependence on digital interconnections, as opposed to face-to-face. Requires more
equipment and volunteers to operate (primarily due to Covid-19).
– Other clubs that have sometimes demonstrated ability to build better, more relevant programs.
Not a significant threat to PVB yet Rotaract conversion to Rotary is weak.
– Marsh Landing not the most desirable location.
• Weak WiFi and A/V infrastructure. Equipment storage onsite not ideal.
• Room size limits the number of Rotary members
• Finding a better location has been difficult
Page 9SWOT ANALYSIS
Reality Check
Age of 56 people undefined b/c members have not revealed it
Page 10SWOT ANALYSIS
Reality Check
Profession # Members % Membership
General Mixed Professionals 45 34%
Finance & Insurance 32 24%
Healthcare 22 16%
Law 11 8%
Real Estate 10 8%
Non-Profit 9 7%
Media 5 3%
------------------------------------------------------------------------------------------------------------
TOTAL 134 100%
Page 11The Rotary Club of Ponte Vedra Beach Strategy
How We Will Make It Happen
– Develop innovative programs and actions that enhance relationships among members.
– Concentrate meetings around the themes of educating our members on community, state and local
issues through a variety of formats, including opposing viewpoints, demonstrations and panel
discussions. Include presentations that enhance members’ lives.
– Focus major local projects and resources within the five district themes: Club Service, Vocational
Service, Community Service, International Service, and Youth Service. This is not intended to
preclude a continuation of important club contributions to community welfare and care of the poor
and disadvantaged, such as the Salvation Army bell-ringing, Migrant workers dinner, and grants to
other local needy charities. These priorities fit within Rotary International’s six areas of priority*,
but permit, until a future strategic plan review, concentration of the Rotary Club of Ponte Vedra
Beaches efforts and resources.
– * 6 Priorities of RI: Promoting Peace, Fighting Disease, Providing Clean Water, Saving Mothers and Children, Supporting
Education, and Growing Local Economies
Page 12Ponte Vedra Beach - 5 Avenues of Service
Page 13Method:
Using S.M.A.R.T.
• Specific, achievable & doable, but stretch a little.
• Measurable, using tools we already possess.
• Attainable, focused on results and leads to accountability. Simple and clear.
• Relevant, actionable. May lead to hard choices that are worth fighting for.
• Time-Bound, lends itself to developing a clear strategy for making the vision possible
within a Rotary year and beyond.
Page 14BREAKOUT SESSIONS
~5 Minutes
• Breakout group #1 – Strengths
• Question: What is missing from strengths? Name 2.
• How do we use these strengths to better engage members?
• Idea #1: Rotaract mentorship program is strong. RYE strong. Promote and engage.
• Idea #2: Survey more often to “take the temperature” and verify member satisfaction
• Breakout group #2 – Weaknesses
• Question: What is missing from weaknesses? Name 2.
• How do we correct these weaknesses to improve?
• Idea #1: Personal connection missing. More time before and after meetings to
interact. Open Zoom 15 mins. and keep open 15 mins. after.
• Idea #2: Large number of members. Get to know each other better by changing
where we sit. Purposely change seats (when we can again).
Page 15The Rotary Club of Ponte Vedra Beach Strategy
How We Will Make It Happen
– Sustain the club’s vitality through balanced membership recruitment. Incorporate strategies that
will keep new members engaged. Increase membership to 137 members by the end of the 2020-21
Rotary Year.
– Better connect our membership to active projects to increase the sense of ownership
– Participate in District 6970 and Rotary International programs to enhance our club’s visibility
and reputation as a leader in our region.
Page 16Goals for 2020-21
• Building better bonds among members
– The President’s Challenge: By the end of the Rotary Year, 50% of members will reach out and
arrange a breakfast, lunch, or dinner (spouses included, where appropriate) with another
Rotarian they’d like to know better.
– The club will promote and register numbers of attendees at a variety of social gatherings
throughout the year. The club will host one or more “introduction parties” for prospective new
members. Participation will be encouraged for individual events, such as Jaguar’s game day,
Symphony Night, wine socials, Ecology Day, etc. High concentration will be focused on
participation in the annual Mineral City Celebration fundraising event.
– Enhance the use of digital technology such as the Rote, Facebook, Instagram, SnapChat,
LinkedIn, Zoom, and club’s website to record and recognize member events. By the end of 2020-
21, ensure that at least 50% of members are connected to the club Facebook page, can easily
navigate the club website. Consider the use Ptext (DACdb feature) to remind members of the
weekly meeting and the speaker.
Page 17Goals for 2020-21
• Increase engagement of members in club activities
– Special attention on committee activity of newer members.
– Signal higher energy expectations by:
• Re-designation of committee chairs as “Committee Champions.”
• Encouraging group attendance at key district events and training sessions.
• Appointment of newer and younger members to more significant positions.
– Seek broader member participation in hands-on activities
– Encourage member participation in a broad range of activities to ascertain where improvements
can be made, either by personal encouragement, revision of activities to make them more
attractive, or by adoption of new activities. e.g., does the same 20% of members attend 80% of the
events (Health Jam, Habitat build, boxing food, Beach Cleanup, Ecology Day)?
Page 18Goals for 2020-21
• Sustain and expand the club’s RYE, Rotaract, Interact, and EarlyAct Support
– Continue strong commitment to the Rotary Youth Exchange program
• Support 2 or more OB (out bound) and 2 or more IB (in bound) exchange students
– Maintain Rotaract sponsors (mentors) each year.
– Encourage club member attendance at Rotaract meetings
• As speakers, by attending and encouraging Rotaracts to become Rotarians
– Remind members that Rotaract should be a feeder for our Rotary Club. Pursue the established
Rotaract-to-Rotary transition plan.
– Integrate Rotaract, Interact, and EarlyAct into Rotary Club life by encouraging:
• All members encouraged to attend and support their activities. Provide certain Rotary branded items as recognition
of their involvement and successes for Interact and EarlyAct students.
• Invite / encourage Rotaract members, Interact, and EarlyAct teachers/sponsors to participate in one or more weekly
club meeting, social or charity event or other activity during the Rotary Year.
• Promote Rotaract to Rotary reduced fee program already in place.
Page 19Goals for 2020-21
• Maintain or increase RI Foundation and local Rotary Charity Foundation giving
– Seek to have 95% of members contributing the full requested amount.
– Increase Paul Harris Society membership by 5 members during the 2020-21 Rotary Year.
– Continue monitoring foundation donors to the end of the 2020-21 Rotary Year. Contacting all
who are “within reach” ($2,000 short) and asking them to become major donors before the RI
International Conference 2021. Recognize and celebrate the effort.
– Encourage an increase in Bequest Society members, stressing a possible $10,000 pledge by 5%
of members.
– Maintain or increase donations to our local Rotary Charity Foundation by continuing our
major fundraising event, Mineral City Celebration.
Page 20Goals for 2020-21
• Increase average attendance at weekly meetings
– Continue great weekly programs.
– Track those who are missing meetings. Membership Champion reach out to get them back.
– Average 70% or greater attendance throughout the Rotary Year.
– Promote digital resource (Zoom or FB Live) for those that cannot attend
• Maintain Weekly Programs
– Most programs, except Club Assemblies and dedicated days, such as Veterans Day, annual
Christmas Party, etc., should be issue oriented.
• Don’t invite speakers just for “who they are,” but for what they will say. Give them guidance. Make it issue oriented.
• Seek some “creative tension”: objective, but looking at various sides of any issue, without advocacy.
• Three levels of programs, interleaved throughout the year: 1) significant community issues that are important
enough to be interesting to the press; 2) significant national/international issues; 3) issues of importance to
individual members, such as the latest research on Alzheimer’s disease, dementia, heart disease, diabetes, law
enforcement, local government, civic activities, cultural activities, sports, environment, and other.
– Seek 95% satisfaction rating from members on weekly programs measured by regular polling.
Page 21Goals for 2020-21
• Recognize our club and its members in all media
– Appoint a Recognition Champion to:
• Recognize individual member accomplishments in the club and community, in the Rote, on the club website, on
Facebook, in the local newspapers, and at meetings.
• Ascertain all district and RI awards for which the club should compete. Brief the criteria to the board and embed
important measurements in this plan.
• Track club progress toward achievement of recognition goals.
• Periodically (usually quarterly) brief the board and members of progress.
– Earn at least two District or RI awards during the Rotary Year.
Page 22Goals for 2020-21
SUMMARY
• Find great speakers – fit closely to the 5 avenues of service
• Grow membership by 3-5 new members, aim for 70% weekly attendance
• Achieve 95% satisfaction among members. Determine by surveying (quarterly)
• Use Zoom or other technology to keep engagement high
• Continue major fundraising (MCC-2021) and continue funding International Water Project
• Maintain giving to PHS, Bequest Society and End Polio Now campaign
• Continue strong support of RYE, Rotaract, Interact, and EarlyAct
• Continue fun social events
• Maintain Public Image by using all media
• Go for awards! Win 2 or more major awards. Track and report quarterly.
Page 23Ponte Vedra Beach
July 11, 2020
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