As part of an ongoing report on long-range planning efforts, we turn this month to The Rotary Foundation and its Future Vision Plan. Steve Brown, a member of the Future Vision Committee, talked with Editor in Chief Vince Aversano about why the Foundation needs to focus its efforts more strategically. A member of the Rotary Club of La Jolla Golden Triangle, Calif., USA, and past governor of District 5340, Brown also serves as vice chair of the Scholarships Fund Pool for Low-Income Countries Selection Committee. He is a Major Donor, a Bequest Society member, and an active participant in the Foundation’s educational and humanitarian programs.

Why is the Future Vision Plan necessary for the success of The Rotary Foundation?

The Rotary Foundation has been in existence for many years, and it’s been growing, particularly over the last decade. We just passed the US$100 million mark for contributions to the Annual Programs Fund. There are a lot of programs out there, and we’re doing a lot of good in the world. But with a more strategic focus, we will be able to better realize the goals of The Rotary Foundation. 

How was the Future Vision Plan formulated? Was there any emphasis on why we needed it at this time?

The Rotary Foundation Trustees felt that there should be some fundamental rethinking about how the Foundation was working. Some potential inefficiencies were identified, and there were some thoughts that the funds might be used with a sharper focus. So the Trustees appointed the Future Vision Committee, made up of eight members who have been meeting for approximately two years. We first surveyed grassroots Rotarians and senior leaders to get their input so that the plan would not just be the thoughts and ideas of the committee or the Trustees. Then we sharpened the definition of the Foundation mission statement, which has been approved by the Trustees, the Rotary International Board, and the Council on Legislation. We also identified priorities and goals to carry out to fulfill the mission.

Can you provide a summary of the priorities and goals?

Yes, there are five priorities relative to the Future Vision Plan. The first one is to simplify all the programs and their operations. The second is to align the programs and their outcomes with the vision of the Future Vision Plan. The third is to increase the participation and sense of ownership by the clubs and the districts. The fourth is to provide sufficient resources to achieve the program goals. And the fifth one is to develop a business model that supports the plan.

Is there any one priority that will affect clubs the most?

What will probably affect clubs most will be the simplicity with which they can access  Rotary Foundation funds. The objective is to have a lot more decision making and administration done at the district level. The districts working with the clubs will have quite a bit of flexibility as to how they can use the funds, and I think that will make a very big difference. 

What can Rotarians do at the grassroots level to help achieve the strategic priorities and goals?

I think the plan will generate even more enthusiasm for contributing to The Rotary Foundation because Rotarians will be able to see how their dollars will work and how they can access them with greater flexibility. But beyond that, we’re looking to develop strategic programs and cooperative relationships with other organizations with whom we will combine resources. Rotary has something to offer other organizations: We have a group of 1.2 million business leaders in most countries in the world who can help implement projects. And we have a brand name that’s recognized throughout the world.  Other organizations may have a good brand name, but they don’t have this group of human resources around the world. We think that we’ll be able to access funds, share resources, and get involved in many large strategic projects that aren’t necessarily funded exclusively by Rotarian dollars.

How do you feel the plan will be viewed by Rotary’s many diverse cultures? Is this a challenge for the committee?

It’s a challenge to make sure that all aspects of The Rotary Foundation are culturally sensitive – from fundraising all the way to how the monies are deployed. Our committee is made up of people from six countries. So we have the diversity to test cultural sensitivity to the various recommendations that we’re making. 

Talking about the make-up of the committee, why do you think you were chosen to serve on it?  

I believe I was chosen because I’ve used the resources of The Rotary Foundation for many years and implemented programs at the local level. I’ve been involved in every program that the Foundation presently has on the books, and I’ve spent a very considerable amount of my waking hours working on those programs. Our trustees, directors, and other Rotary senior leaders have so many responsibilities that it’s unlikely they’ve been involved recently in finding a Matching Grant, filling out the forms, and interacting in the process. They have tremendous knowledge about how the programs work because of all the contact they have with Rotarians. I assume my participation in this initiative is, in part, because of my experiences, and sometimes vocal frustrations, with the existing programs.

Given all the background you’ve had with Foundation programs, what have you learned that you can best apply in your role on the committee now?

I’ve learned of the difficulties involved in implementing the programs when working in different cultures and countries and interacting with different Rotarians. Things have become easier over the years. Communications are much easier now because most Rotarians have e-mail. But no project that I’ve been involved in has been a simple one that goes 100 percent according to plan. 

What’s the role of the Future Vision Committee members versus the role of the Foundation Trustees?

We are a recommending body; we do not make final decisions. We gather a lot of information and go through the laborious process of analyzing that information and doing the strategic planning. When our recommendations go to the Trustees, they test them and ask lots of questions. They may not accept all of the recommendations, but they respect the tremendous effort that has gone into the committee’s work.

How do you feel Rotary as an organization, both at the international and local levels, can be successful in long-term planning, and what would success look like?

I think Rotary, at all levels, understands the need for strategic planning. The RI Board charged a committee to recommend a strategic plan, and there’s talk now about assisting the clubs and districts in strategic planning. So I think it’s recognized that, given the magnitude of our organization and the success we’re enjoying, we need to continue to build on that success and we can do that best through strategic planning.

There will be different ways to measure success. One way will be the level of contributions to The Rotary Foundation, not only from Rotarians but from third parties as well. Another example we all point to right now is polio. We’re on the verge of eradicating polio. We are recognized by the World Health Organization, UNICEF, and the Centers for Disease Control and Prevention as a major partner in the success of that effort. And I believe that as we have other major programs – and not only corporate programs – we will be recognized as a premier foundation based on the outcomes that we’re able to provide through our new plan. 

Have you seen how clubs are addressing the need for long-range planning?

I can only speak with respect to my club. We have a member who used to work for IBM in long-range planning. She held several sessions with our club to go through a long-range planning process. But it never ends. You reach objectives and you have to test how you’re doing, you go back, you modify. But we’re definitely doing that, and it’s a new experience.

Do you think there’s been enough focus on strategic planning at the club level?

In our club’s case, I’d say yes. I guess the beauty of Rotary is that one size does not fit all. So for one club, it could be a tremendous advantage; other clubs may not be able to put it to good use.  But I think every club, regardless of size or location, should try to do some planning – perhaps not the way strategic planning is done in the United States, but some planning that goes beyond the one-year cycle. 

How do we work with the clubs to make sure they are aligning their strategic plans with both the Future Vision Plan and the RI Strategic Plan 2007-10?

It needs to be done through communication. As these plans are rolled out, there will be an education piece that helps clubs understand how they fit in with the plans that are being set forth.