This page contains a Flash digital edition of a book.
consistent strategic vision


Continued


e) Utilize a three-year assessment model without interim changes for all Foundation programs


3. INCREASE PARTICIPATION AND SENSE OF OWNERSHIP AT DISTRICT AND CLUB LEVELS


a) Implement a simple and cost-effective program administration model


b) Keep responsibility for program administration as local as possible


c) Educate Rotarians at every level about program and fundraising opportunities


d) Establish a streamlined and cost- effective recognition program that increases donor participation


4. PROVIDE SUFFICIENT RESOURCES TO ACHIEVE THE PROGRAM GOALS


a) Broaden and solidify our base of donors b) Increase quality partnerships/alliances


c) Ensure the timely use of the District Designated Fund


5. AND INTERNALLY WE WILL DEVELOP A BUSINESS MODEL THAT SUPPORTS THE FUTURE VISION PLAN


a) Implement and regularly assess a business model that includes efficiency indicators b) Build and maintain the technological infrastructure to support the mission c) Stay informed about the standards and best practices for nonprofit organizations


d) Actively develop innovations to ensure the reputation of The Rotary Foundation as a premiere foundation


A monthly feature of the Rotary Global History Fellowship (RGHF). Page 6


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36