A STRATEGIC PLAN FOR THE ROTARY CLUB OF

A STRATEGIC PLAN FOR THE ROTARY CLUB OF JACKSONVILLE 2015 Draft 1

Background • What is”Strategy? ” – strategia: the art of the general – A plan of action that balances ends, means and ways – Making the complex simpler • How do the strategic and tactical work together? • Why do we need a strategy? 2

Developing A Strategic Plan • The Task: develop a Rotary Club of Jacksonville strategic plan that provides a roadmap for our club’s future and enhances the connection of its members to its goals: • Mission (embedded in the founding of Rotary) • Vision • Values (Motto and the 4 -Way Test) • Strategy • Strategic Themes • (The above should drive our programs and projects. ) • Processes • Projects and Programs 3

Dow: A Superb Model of a Strategic Plan Taken together, Dow’s essential elements of mission, vision, values, and strategy describe why the company exists, who we are, what we intend to do, and how we intend to do it. These essential elements provide insight, offer motivation, and point the way forward as we seek to grow and achieve our goals. 4

Dow’s Mission Statement Mission - Why We’re Here To constantly improve what is essential to human progress by mastering science and technology. Dow’s mission represents our greater purpose in society. Constantly improve … This concept is and has been the bedrock of Dow’s culture since H. H. Dow first said, “If you can’t do it better, why do it? ” It underscores our drive to continually seek the best in everything we do, and an unwillingness to settle for anything less. Essential to Human Progress … The products we make find their way into products that provide people the world over with improved lifestyles. All of us at Dow understand take pride in this contribution. We also use this concept to connect Dow with the external markets we serve. When we think in terms of the markets we serve, we become more outside-in focused and we seek growth opportunities. 5 Mastering Science and Technology … We put our science and technology to work to create solutions for our customers and for society.

Dow’s Vision Statement Vision - What We Seek to Become To be the largest, most profitable, most respected chemical company in the world. Dow’s vision describes our aspiration for the future. To be the largest means we have the scale and scope to do things others cannot. Our size allows us to operate more efficiently, and leverage resources and technologies across the globe. It also gives us the global infrastructure to operate in regions that are not accessible to smaller companies, as well as stronger relationships with customers and suppliers. The company’s size gives us competitive advantage. Most profitable begins with offering great shareholder value. Beyond that, for Dow, profitability is achieved by operational intelligence. It means we work safely, grow wisely, maintain our margins through business cycles, and through it all, offer quality products and services to our customers that others cannot. 6 Most respected means our stakeholders see our industry leadership through our focus on economic success, innovation, and environmental, health and safety performance. As the most respected chemical company in the world, our actions will be driven by our values of Integrity and Respect for People. Our commitment to sustainability, transparency and ethical behavior will be clear, as will our long-term commitment to the interests of all of our stakeholders.

Dow’s Values - Who We Are Integrity and Respect for People Our mission and vision will be achieved by living according to values that speak to the economic, social, and environmental responsibilities of business and society. Integrity - We believe our promise is our most vital product - our word is our bond. The relationships that are critical to our success depend entirely on maintaining the highest ethical and moral standards around the world. As a vital measure of integrity, we will ensure the health and safety of our communities, and protect the environment in all we do. Respect for People - We believe in the inherent worth of all people. We, the employees of Dow, are the engine of value creation; our imagination, determination, and dedication are essential to growth. We will work to celebrate and reward the unique backgrounds, viewpoints, skills, and talents of everyone at Dow. Respect for people is measured by how we treat each other, by the contributions that flow from our diversity, by the productivity of our relationships, and by a job well done, no matter what the job. Our communities are our neighbors; their acceptance of us is vital to our ability to operate. Our customers are our partners in creating value; their loyalty is our greatest reward. Our shareholders are the beneficiaries of our success; their on-going commitment to us is based on returning to them superior profits over time. 7 Our respect for people also includes the consumers whose lives we touch. We will strive to answer people’s most vital needs: for food, water, shelter, transportation, communication, health and medicine.

Dow’s Strategy Corporate Strategy - What We Intend to Do Strengthen our franchise basics businesses and preferentially invest in our performance businesses. Strategic Themes - How We Will Make It Happen Strategy is critical, and Dow looks at the important work of effective strategy implementation in terms of four broad themes: Drive financial discipline and low cost to serve means we will maintain control of our financial destiny at all times, assuring a streamlined company that operates efficiently and cost-effectively. Setting new standards in sustainability includes not only workplace safety and environmental stewardship, but excellence in corporate governance and corporate responsibility, and maintaining the highest ethical standards. Building a people-centric performance culture calls for attracting and retaining the most talented people from throughout the world, developing them, and rewarding them for the results they achieve. This will drive both personal and company success. Invest for strategic growth is an intense focus on growth to effectively manage our businesses, consistently deliver innovation and continuously grow with our customers. We will focus on portfolio management, technology leadership, strategic customers and markets, and emerging geographies. 8

HOW IT FITS TOGETHER VALUES: THE GLUE MISSION VALUES: THE GLUE VISION STRATEGY STRATEGIC THEMES STRATEGIC THEMES PROCESSES PROCESSES PROJECTS/ PROGRAMS PROJECTS/ PROGRAMS 9

A REVISED STRATEGIC PLAN FOR THE ROTARY CLUB OF JACKSONVILLE 2015– 2016 10

MISSION: Why We Are Here "It is the mission of The Rotary Club of Jacksonville to embrace the ideals of Rotary International, contributing to a better Jacksonville and a better world through significant service while providing extraordinary, uplifting and memorable opportunities for networking with community leaders, fellowship, friendship and personal growth. " 11

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? 12

SWOT ANALYSIS • Strengths – History/tradition • Florida’s oldest club • Jacksonville’s lead club; spawned most of the others. • The traditional club of CEOs and senior city leaders. – Downtown location – Size • More opportunity for networking. • More access to revenue and human resources with “gravitas” • More “gravitas” in the district. – Historic project significance • Mercy Ships • St. Vincents Medical Van • Support for a wide variety of needy charities 13

SWOT ANALYSIS • Weaknesses – Age of membership – Decline in size because of failure to recognize changes in culture, business environment, the need to recruit up-andcoming leaders. – Difficulty of creating close bonds due to size. – Lack of hands-on engagement. – Younger/newer members have less flexibility in use of their time. – Too much dependence on Executive Director for activities and management that should be done by members. – Cost of membership compared to smaller clubs. – Attendance requirement. – Increasing geographical dispersion of businesses in the city. 14

SWOT ANALYSIS • 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 visibility and impact can be improved because of potential for greater financial commitment that with smaller clubs. Might demand change of project model and emphasis. – Try new methods of program delivery, such as a once-a-year SKYPE session for a program. Target a high visibility speaker who would cost too much to bring to the club. – Exploit the new generation culture and digital orientation, seeing it as an opportunity, not as a barrier. – Often thought of as the “Downtown Rotary, ” align with opportunities to reinvigorate downtown 15

SWOT ANALYSIS • Threats – Competing venues for networking and fulfillment: e. g. , the World Affairs Council, professional organizations, increasing entertainment venues, greater dispersal of centers of activity, such as the growth of the Town Center. – Overall 21 st Century decline in attractiveness of clubs. – Increased dependence on digital interconnections, as opposed to face-to-face. – Other clubs that have sometimes demonstrated ability to build better, more relevant programs. 16

Vision 17

Vision Criteria • • • Achievable/doable, but a stretch. Focused on results and leads to accountability. Measurable. Simple and clear. Actionable. Lends itself to developing a clear strategy for making the vision possible. • Leads to hard choices. • Worth fighting for. 18

Some Vision Examples 19 • Starbucks: the place between the office and home, an experience, not just a cup of coffee. • GE under Jack Welch: only be in businesses where we can be #1 or #2, shed the others and be just that. • Dallas: a place in the middle of nowhere that became the hub in the middle of the country because a succession of leaders envisioned it to be so. • Leavenworth, Washington: a town that had no future that became “just like Bavaria” because one citizen had that vision and convinced others to join him. • Silver Dollar City: “Create memories worth repeating. ” • Dow: To be the largest, most profitable, most respected chemical company in the world.

VISION: Who We Seek To Become The Rotary Club of Jacksonville will continue to strengthen its brand as the civic club of choice for Jacksonville’s 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 Jacksonville will be acknowledged continuously as a key leader in Jacksonville, Rotary District 6970, and Rotary International. 20

The Rotary Club of Jacksonville Strategy: What We Intend To Do Strengthen the bonds among members and focus our local and global projects on a few themes that clearly identify our club’s direction to the community and Rotary International. Build a sustainable membership that grows each year and comprises both recognized community leaders and younger members who have shown the potential to be leaders in their respective fields. 21

The Rotary Club of Jacksonville Strategy Strategic themes: How We Will Make It Happen – Develop innovative programs and actions that enhance relationships among members. – Concentrate luncheon presentations around 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 on the two themes: health and education. 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, Thanksgiving baskets, and grants to 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 Jacksonville’s efforts and resources. 22

The Rotary Club of Jacksonville Strategy Strategic themes: How We Will Make It Happen – Participate in district and Rotary International programs to enhance our club’s visibility and reputation as a leader in our region. – Encourage deepening of member Rotary knowledge through participation in Rotary Leadership Institute sessions and other district and Rotary International training programs. – Sustain the club’s vitality through aggressive and balanced membership recruitment. Incorporate strategies that will keep new members engaged. Increase membership to 250 members by the end of the 2015 -16 Rotary Year. – Better connect our membership to active projects to increase the sense of ownership. 23

Goals for 2015 -16 • Building better bonds among members – The President’s Challenge: By the end of the Rotary Year, 60% of members will reach out and arrange a no-host family dinner family (i. e. , 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 “rush party” for prospective new members and one all-club social gathering. Participation will be encouraged for individual events, like Jaguar Night, Symphony Night, golf tournaments, etc. – Enhance the use of Facebook to record member events. By the end of 2015 -16, ensure that at least 80% of members have Facebook pages and are connected to the club Facebook page. 24

Goals for 2015 -16 • Increase engagement of members in club activities – Special attention on committee activity of newer members. Review with Board. – 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 – Measure 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. 25

Goals for 2015 -16 • Sustain and expand the club’s Rotaract Club – Maintain at least two Rotaract sponsors each year. – Encourage club member attendance at Rotaract meetings> • As speakers • By simply attending. Remember, it counts as a Rotary meeting attendance. • Keep track of member attendance and seek to have at least 38 members (approximately 15%) attend throughout the year. – Remind members that Rotaract should be a feeder for our Rotary Club. Develop a Rotaract-to-Rotary transition plan. – Integrate Rotaract members into Rotary Club life by encouraging: • All Rotaract members to attend at least one regular Rotary meeting during the Rotary. Year. • Rotaract members to participate in one or more social or charity events during the Rotary Year. 26

Goals for 2015 -16 • Increase RI Foundation and local Rotary Charity Foundation giving. – Seek to have 95% of members contributing the full requested amount of funds listed on each quarterly bill. – Increase Paul Harris Society (sustained) membership by 25 members during the 2015 -16 Rotary Year. – Encourage an increase in major donors to “# TBD” by the end of the 2015 -16 Rotary Year and “#TBD” by the end of the 2016 -17 Rotary Year by contacting all who are “within reach” ($2, 000 short) and asking them to become major donors before the RI International Conference in Atlanta in 2017. The goal will be to have the most club major donors at the Major Donor Dinner in Atlanta. – Encourage an increase in Bequest Society members, stressing a possible $1, 000 pledge by 15% of members, or approximately 38. – Increase donations to our local Rotary Charity Foundation by hosting a major fundraising event, such as a silent auction. 27

Goals for 2015 -16 • Increase attendance at weekly meetings – Primarily depends on building great weekly programs. – Track those who are missing many meetings and reach out to get them back. – Average 60% or greater attendance throughout the Rotary Year. • Improve Weekly Programs through improved program guidance. – Most programs, except Club Assemblies and dedicated days, such as Boy Scout Day, 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 and it should be 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 alzheimers. – Seek at 95% satisfaction rating from members on weekly programs. 28

Goals for 2015 -16 • Review and recertify Club Articles of Incorporation, by-Laws and Local Charity Foundation By-Laws by end of March, 2016. – Start with side-by-side comparison of Club documents and Rotary International guidelines – Board discussion, review and approval of changes. – Recommend adoption to the membership. • Improve recognition for our club and its members – Appoint a Recognition Champion to: • 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 brief the board an members of progress. • Recognize individual member accomplishments in the club and community, on the club Facebook and at meetings. – Earn at least two District or RI awards for performance during the Rotary Year. 29

Goals for 2015 -16 • Improve Public Image and recognition of the club through aggressive use of all media – Criteria to be written by Public Image Champion • Establish a club “dashboard” on the Web site to record progress toward goals. 30