CHAPTER I

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Rotary Code of Policies 134 January 2013 26.010.2. Mission Statement We provide service to others, promote integrity, and advance world understanding, goodwill, and peace through our fellowship of business, professional, and community leaders. (November 2009 Mtg., Bd. Dec. 42) Source: June 2007 Mtg., Bd. Dec. 228; Amended by November 2009 Mtg., Bd. Dec. 42 26.010.3. Core Values The Board has adopted “core values” as part of the strategic plan of Rotary International: Service, Fellowship, Diversity, Integrity, and Leadership (November 2010 Mtg., Bd. Dec. 38) Source: June 2007 Mtg., Bd. Dec. 228; November 2009 Mtg., Bd. Dec. 42 26.010.4. Strategic Priorities and Goals Priority—Support and Strengthen Clubs Goals • Foster club innovation and flexibility • Encourage clubs to participate in a variety of service activities • Promote membership diversity • Improve member recruitment and retention • Develop leaders • Start new, dynamic clubs • Encourage strategic planning at club and district levels Priority—Focus and Increase Humanitarian Service Goals • Eradicate polio • Increase sustainable service focused on --New Generations programs --The Rotary Foundation’s six areas of focus • Increase collaboration and connection with other organizations • Create significant projects both locally and internationally Priority—Enhance Public Image and Awareness Goals • Unify image and brand awareness • Publicize action-oriented service • Promote core values • Emphasize vocational service • Encourage clubs to promote their networking opportunities and signature activities (November 2010 Mtg., Bd. Dec. 46) Source: November 2009 Mtg., Bd. Dec. 42; Amended by January 2010 Mtg., Bd. Dec. 118; November 2010 Mtg., Bd. Dec. 46
Rotary Code of Policies 135 January 2013 26.010.5. RI Board Performance Goals and Annual Strategic Alignment The Board establishes annual and bi-annual RI Board performance goals, to be aligned with the RI Strategic Plan and the presidential vision. The general secretary shall develop a mechanism to ensure annual strategic alignment between the RI president, president-elect, president-nominee, and the Board, for review by the Board at its first meeting each year. (January 2012 Mtg., Bd. Dec. 158) Source: September 2011 Mtg., Bd. Dec. 43; Amended by January 2012 Mtg., Bd. Dec. 158 26.020. The Object of Rotary The four explanatory statements in the “Object of Rotary” (RIC Art. 4) are of great and equal significance and they are actions that must be taken simultaneously. (June 1998 Mtg., Bd. Dec. 348) Source: November 1996 Mtg., Bd. Dec. 62 26.020.1. Corporate Social Responsibility Practices The RI Board has adopted the following statement to relate the Object of Rotary to corporate social responsibility practices: “From its origins, Rotary has built a philosophy based upon integrity in businesses and professions. Rotary clubs and individual Rotarians are committed to Vocational Service and high ethical standards in all of their interactions. These are summed up in the Object of Rotary, our core values (Service, Fellowship, Diversity, Integrity, Leadership), The Four-Way Test, and the Rotary Code of Conduct, carried out through our worldwide network of Rotary clubs and Rotarians. For Rotary International, as a corporate entity, its social responsibility philosophy can be summed up by our commitment to transparency in governance, stewardship of financial resources and the environment, and fair labor practices.” (January 2012 Mtg., Bd. Dec. 158) Source: September 2011 Mtg., Bd. Dec. 87 26.030. RI Administration The administration of RI is important only in so far as it advances the Object of Rotary through the application of the ideal of service by member clubs and individual Rotarians. A fundamental principle underlying the administration of RI is the substantial autonomy of the member clubs. The constitutional and procedural restrictions on the administration are kept to a minimum necessary to preserve the fundamental and unique features of Rotary. Within that provision there is the maximum flexibility in interpretation and implementation of RI policy, especially at the local level.
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CHAPTER I

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