District 5690 - Strategic Plan

1. Devote the highest priority to the recruitment and retention of new Rotarians and the establishment of new Clubs, emphasizing as appropriate, diversity of membership and leadership.

2. Provide motivation and resources to the Clubs as they work towards the accomplishment of RI goals.

3. Assist the Clubs in accomplishing their goals by obtaining and making use of the resources available through the District and RI.

4. Improve communication between and among Clubs, District and District leadership through improved use of technology.

5. Encourage participation of Rotarians in fellowship functions while seeking additional opportunities for face-to-face meetings and activities.

6. Improve the effectiveness of District leadership by encouraging a larger number of candidates for office, attendance at training and increased emphasis on the role of the AG.

7. Support the implementation of "Visioning" or strategic planning at the Club level.

Notes:

This plan was developed incorporating the combined viewpoints of a number of District leaders in assessing Strengths, Weaknesses, Opportunities, and Threats as they relate to District 5690.

STRENGTHS

1. A well organized District with traditionally strong, involved and committted leadership and committees.

2. High level of support for the DG, DGE, and DGN from current leaders and committees.

3. An active and supportive large Club (DT Wichita) which also supplies vital administrative support to the District.

4. A strong core group of Rotarians in most Clubs.

5. A diverse group of Clubs and projects stemming from a wide variety of size and membership makeup.

WEAKNESSES

1. A very large geographic area with extremely low population density which is shrinking in most rural areas.

2. Little understanding at the Club level of the role of the District and lack of two-way communication between District and Clubs and Club to Club.

3. Lack of diversity in District leadership, under utilization of Assistant Governors and inefficient transitioning of committee leadership.

4. General apathy in society towards service clubs and a similar attitude among many Rotarians.

5. Too few candidates for District leadership.

OPPORTUNITIES

1. Respond positively to the changes in demography in society by encouraging and supporting the acquisition and retention of new members, with special emphasis on youth, women, and minorities.

2. Employ technology effectively to improve communication between and among Clubs and the District.

3. Encourage attendance at the District Conference and other District, Zone, and RI activities.

4. Increase interaction between Clubs and increase in understanding of Rotary's benefits by developing District-wide projects.

5. Encourage and support the development of new Clubs.

THREATS

1. Loss of membership, especially in rural areas as well as among older members not being replaced by younger, more diverse members and leaders.

2. Competition from other activities often supported by businesses which no longer support Rotary.

3. Frustration on the part of leaders.

4. Lack of fellowship opportunities created by the move towards greater efficiency through electronic communication and the great geographic dispersion of Clubs.

5. Relatively high cost of membership, especially as it affects younger current and potential members.