目標一：根除小兒麻痺

Goal 1: Eradicate Polio

目的：

Objectives

1. 扶輪基金會及全球的夥伴們承諾為根除成果的完成去倡導資金及人力資源。

1.       Advocate for funding and human resources for completion of the eradication effort are committed by The Rotary Foundation and global partners.

2. 在扶輪社員及大眾間維持一種扶輪參與根除小兒麻痺努力之高度體認。

2.       Maintain a high level of awareness of Rotary’s involvement in the polio eradication effort among Rotarians and the general public.

3.參與全球策略規劃儘量早日能達成根除小兒麻痺之証明。

3.       Participate in global strategic planning to achieve certification by the earliest possible date.

目標二：凝聚計畫重點

Goal 2: Sharpen Program Focus

目的：

Objectives

1.設計一種程序以尋找、發展、執行與評估出一個持續多年的服務計劃，並經每次立法會議(COL)通過，而省去國際扶輪社長/或理事會每年計畫重點所帶來的改變。

1. Create a process for identifying, developing, implementing and evaluating a consistent multi-year program of service, for endorsement by each COL, and eliminate the annual change of program focus by the President and/or Board of RI.

2.設計一種計畫重點讓扶輪社於其努力下聯合在一起，並對各自的扶輪社提供機會、彈性與鼓勵而讓該扶輪社對其社區的需求有所反應。

2. Create a program focus that unites clubs in their efforts and provides opportunity, flexibility, and encouragement to individual Rotary clubs to respond to the needs of their communities.

3.尋求與其他組織機構合作的機會以更易達成我們的計劃目標。

3. Pursue opportunities for cooperating with other organizations to better achieve our program objectives.

目標三：選擇新的組織計畫重點

Goal 3: Select New Corporate Program Focus

目的：

Objectives

1.研擬出準則以便用於選出一個未來組織計劃，包含一套成功的標準衡量。

1. Develop the criteria that will be used to select a future corporate program, including a standard measure of success.

2.研擬出一種程序以便尋找一個未來組織計劃。

2. Develop a process to identify a future corporate program.

3.研擬出一個計畫以建立有關選擇組織計劃組織上的共識。

3. Develop a plan to build organizational consensus for the selected corporate program.

目標四：調整管理與領導結構

Goal 4: Refine Governance/Leadership Structure

目的：

Objectives

1.研擬出一個計畫及程序將更有效運用該組織的管理資源以獲得更有效力去對扶輪社服務。

1.       Develop a plan and process that will more effectively utilize the organization’s management resources to achieve greater efficiency in service to Rotary Clubs.

2.針對已通過之組織重點、計畫、方案與費用去準備立法提案以訂定該組織之社長、理事會及領導幹部的權限。

2.       Prepare legislative proposals that define the authority of the organization’s president, Board and leadership in regard to approved organizational focus, plans, programs and expenditures.

3.準備立法提案額外為該組織的計劃提供持續的重點並同樣提供策略規劃委員會每年準備一份理事會的報告，同時在開會時必須依序向立法會議報告。

3.       Prepare legislative proposals that provide sustained focus over time for the organization’s programs and that also provides for the Strategic Planning Committee to prepare a report annually for the Board, which in turn must report to the Council on Legislation (COL) when in session.

4.找出例如有關管理方面的事宜之國際扶輪的核心價值，並將這樣的價值列入扶輪章程文件及政策彙編。

4.       Identify the core values of RI as they pertain to matters of governance, and incorporate such values into the constitution documents and the code of policies.

5.訂定那些參與所有階層管理之各自的角色任務。

5.       Define the respective roles of those involved in governance at all levels.

目標五：改善各層級的訓練與教育

Goal 5: Improve Training and Education at all Levels

目的：

Objectives

1.作一種深入的分析以決定所有扶輪社、地區及資深國際的領導職務所需之知識及技巧並同時要評估目前訓練計劃之效能。

1. Make an in-depth analysis to determine the knowledge and skills necessary for all club, district, and senior international leadership positions and also assess the effectiveness of the current training program.

2.研擬訓練計劃以提供所尋找出來之知識及技能。

2. Develop training programs to provide the knowledge and skills identified.

目標六：擴展全球的社員人數與整合社員

Goal 6: Expand and Integrate Membership Globally

目的：

Objectives

1.設計與實行一種計畫以提供該組織內文化的多元性的表彰及維護。

1. Create and implement a plan that provides for the recognition and preservation of cultural diversity within the organization.

2.根據現行實施的評估研擬出並實行一種廣泛的社員發展及防止社員流失計劃。

2. Develop and implement a comprehensive plan for membership development and retention based on assessment of current practices.

3.研擬出並實行一種廣泛的扶輪擴展計劃至所有的國家及社區使其能支持一個扶輪社。

3. Develop and implement a comprehensive plan for the extension of Rotary to all countries and communities able to sustain a club.

4.強調每週例會的重要性，它會提供社員實業及個人成長的機會。

4. Emphasize the importance of relevant weekly meetings that provide members with opportunities for business and personal development.

目標七：提昇公共形象

Goal 7: Enhance Public Image

目的：

Objectives

1.研擬出一個復審步驟以決定目前公共形象運動的成功。

1. Develop a review process to determine the success of the current public image campaign.

2.有效運用所有機會來與百週紀念的目標及於2004-05年度內在芝加哥區域特別重點強調的事務結合在一起來提昇扶輪的公共形象。

2. Optimize the opportunities to enhance the public image of Rotary in conjunction with centennial objectives, with particular emphasis on the Chicago area in 2004-05.

3.確保一種各種公共關係方法來運用所有媒體及表彰地域之差異。

3. Ensure a diversified approach to public relations utilizing all media and recognizing regional differences.

行動計劃的擬定及實施：

Action Plan development and implementation

立法會議COL通過成立〝策略規劃常務委員會〞(Strategic Planning Standing Committee)長期監督策略規劃過程。理事會已授予該委員會審查所有由行動規劃團隊所規劃之提案在提送交理事會通過前是否與原先指定之目標及目的相符合。每一個目標行動規劃團隊是由每年RI社長所指派之義工及秘書長所指派之職員所組成的。此外，邀請與主要目標相關之任何國際扶輪委員會所有的主委、工作小組或資源小組擔任適當團隊的職務之成員。

COL approved a Strategic Planning Standing Committee to oversee the strategic planning process on a long-term basis. The Board has charged this committee with reviewing all proposals developed by the Action Planning Teams to meet the stated goals and objectives of the plan prior to submitting them for Board action. There is one Action Planning Team for each goal comprised of volunteers appointed on an annual basis by the President and staff members appointed by the General Secretary. In addition, all chairs of any RI committees, task forces or resource groups related to the main goals are invited to participate as ex officio members of the appropriate team.