To create step/significant change to enable us to ensure a thriving Rotary and Rotaract for generations to come. A Rotary and Rotaract that suits the needs and circumstances of our region facilitated by decision making and strategies that better support all our clubs to be the best they can.

Falling membership and retention issues have been tracked, analysed, and spoken about for more than 20 years. We’ve taken a variety of approaches to address these challenges, but it hasn’t been enough with our local membership numbers falling 23% in the last 10 years despite significant recruitment.

One of Rotary’s strategic goals is to increase our ability to adapt. What current and future members need and want from Rotary changes quickly and, so far, we have not been able to keep up. Today, people want to be a part of an organisation that welcomes diverse perspectives and provides value. They want opportunities to serve, lead, and network, but not necessarily within a rigid hierarchy. Volunteering trends and expectations have clearly changed and we need to adapt to these. Our current governance structure is 70 years old and unfortunately it has not adapted to the needs of today or tomorrow.

In late 2018, District Governors in our region (Zone 8) petitioned Rotary International for support to develop a plan to adapt. Simultaneously the Board of Directors established the Shaping Rotary’s Future (SRF) Committee to research and develop an innovative plan to enhance the current membership experience, improve our ability to adapt, and create an organisational structure that attracts and engages new participants for generations to come.

The SRF committee started with analysing club needs through focus groups and surveys with Rotary members and looking at what made successful clubs successful. With club and member experience foremost in mind, the SRF committee determined that a more streamlined governance structure could allow Rotary to adapt to the needs of our members, while enhancing the membership experience and provide more doable leadership opportunities to hopefully inspire a new generation of members to join and stay in Rotary. It envisaged a new structure would welcome more diverse voices into leadership roles, and most importantly, allow members and clubs to receive more direct support and access to resources without the layers of hierarchy. More targeted local approaches to community and member needs was a clear aim.

In early 2019 the RI Board approved a unanimous petition by Zone 8’s 2018-19 district governors to address the significant challenges in our region, and since then around 80 Rotarians and Rotaractors from Australia, New Zealand and the Pacific Islands have been working in various teams on this challenge.

The petition sought approval to develop a coordinated regional approach to brand awareness, declining membership, community partnerships, fundraising, and change management in order to better support clubs.

To ensure required expertise and sponsorship, a wide range of respected and experienced Rotary members have been included in the local process. The Zone 8 Regional Pilot Team includes:

A Core Group providing overall leadership and project coordination. These consist of nine AU/NZ Rotarians and Rotaractors. All have change-leadership credentials and meet weekly.

A Regionalisation Group consisting of AU/NZ Rotarians and Rotaractors elected by past, present, and future governor cohorts, providing direct representation to the project.

Five Working Groups consisting of AU/NZ Rotarians and Rotaractors. These are jointly chaired by AU/NZ leaders who were selected for their expertise in the following areas:

• Communication, Engagement, and Supporting Technologies

• Membership Experience

• New Organisation Models, Constitution, and Governance

• Public Image, Media, and Partnering

• Leadership and Development

Regionalisation District Representatives. These are recent appointments by each AU/NZ district governor to be a direct conduit between the project team, the governor train, and clubs in their respective districts. This is an important linkage and feedback loop.

Some 600 Rotarians and Rotaractors participated in the 2020 RDU survey on how Rotary could look in our region and consented to continue to be involved. They have been termed the project’s Reference Group.

In addition, the Regional Pilot Team is partnering with senior Rotary advisors PRID Noel Trevaskis, PDG Juliet Riseley and PRID Stuart Heal. Juliet and Stuart were involved in the 2010-11 Regionalisation initiative.

In April 2020 when the local team became aware of the SRF framework, the emphasis changed to exploring this framework as both groups were seeking to assure Rotary’s future in a contemporary environment.

In February 2022 the RI Board, being aware of the extensive work done in our Zone, considered us pre-qualified to be one of two regions in the world to develop and pilot a new governance solution. They endorsed us as a pilot subject to approval of the Council on Legislation (CoL) and agreement of clubs and districts by 1st October 2022. CoL approved us being a pilot on the 13th April 2022.

The plan now is that with districts remaining in place, together with our Governor trains and club members, we will explore, test and develop the SRF “framework” to determine its suitability to our zone. We have a great opportunity to address our challenges in a regional and strategic way that suits us, with RI support. To avail of this opportunity we need 67% of clubs in all districts to vote in favour before 1st October 2022.

The ability to conduct a governance model pilot was approved by the Council on Legislation in April 2022. The next step is for clubs and districts in Australia, New Zealand and the Pacific Islands to vote on whether to be part of the pilot opportunity or not.

If Zone 8 decides to move forward with the pilot, implementation will take place in six stages. The districts will remain in overall control of the direction of the pilot and will work together, within an interim multi-district structure, to gradually transition to areas, working out what works and what doesn’t.

If this pilot is successful, districts will continue to carry out essential functions until decisions are made as to the future structure. Broadly a transition of 6 stages is envisaged as follows:

Stage one is the consultation and voting process (from July 2021 to voting in September 2022)

• Conduct an extensive consultation process with all stakeholders to fully explain the rationale and benefits of the SRF model.

• Seek approval of the clubs and districts to proceed with the pilot (subject to COL approval).

Stage two is the development phase (August 2021 – June 2023)

• Districts continue to function as they do now.

• Select and prepare some special functions (e.g. public image and communication) that can be rolled out regionally almost immediately within the interim structures.

• Implement the management of the special functions regionally.

• Identify at the regional and district level the 10-30 clubs that would form an area.

• Determine Regional Council structure and roles.

• Identify the initial Regional Support Committees.

• Determine role and nature of Regional Support Teams and area leaders.

• Develop selection procedures for all leadership positions.

Stage three is selection and training (January – June 2023)

• Districts continue to function as they do now.

• Select Regional Council members, area leaders, and the start-up Regional Support Committees, with maximum stakeholder involvement in the processes.

• Train the new Regional Council, area leaders, and Regional Support Committees.

Stage four is the partial regionalisation (July 2023 – June 2024)

• Districts function in a condensed mode with some functions delivered by the region

• District Governors and Regional Council share management and leadership with district personnel crucial to ensure continuity and support for clubs.

• Establish and operationalize the Regional Council.

• Establish who will be Area Leaders.

• The start-up Regional Support Committees begin operation and work on regional initiatives; Area leaders begin to work with clubs.

• Select additional Regional Support Committees.

Stage five is the further developed regional model (July 2024 – June 2025)

• Districts continue to exist with Governors and Regional Council sharing management and leadership with some district personnel to ensure continuity and support for clubs

• The Regional Council is fully operational.

• Area leaders work directly with the region and support committees with support of District Governors

• COL decision on initial outcomes of regional pilot, if possible.

  Stage six is the evaluation and assessment (July 2025 – June 2026)

• Districts still exist under the stewardship of the district governor who shares management and leadership with the Regional Council.

• Regional model is in full operation.

• Conduct an extensive assessment of the regional model and report out to RI and all stakeholders.

• Decisions on any permanent change will be the subject of decisions taken by the RI Board in accordance with the RI Constitution and Bylaws, including the requisite consultation with Districts and members at that time.

At its heart, regionalisation is about enabling us to take more responsibility for the way Rotary operates in our region.

It’s also about:

⁃ recognising we can create a stronger future for Rotary if we speak with 'one voice' in marketing and public relations and when dealing with partners

⁃ having the capacity to adapt to meet the particular needs, circumstances and cultural aspects of our part of the world and recent changes in volunteering trends

⁃ moving away from a ‘one size fits all Rotary’ to a Rotary where we take the very best aspects of Rotary and adapt them to suit our region ⁃ improving efficiency by reducing unnecessary duplication and costs, automating many processes and creating economies of scale

⁃ providing clubs with more direct access to the best of the best resources to support them to achieve their goals.

Clubs will benefit from:

⁃ Continuity and consistency of strategy and "one voice" messaging, advertising and marketing across our region.

⁃ Strategic decisions which genuinely suit the particular needs and lifestyles of our clubs, members and prospective members in Oceania

⁃ Regional and national partnerships with governments, other similar non government organisations and corporates

⁃ Easy access to global and our region's best specialist resources who can assist clubs to adapt and grow ⁃ Opportunity to be a part of an "affinity' group rather than just a geographical area

⁃ Less cost and more time as we invest in technology, automate tasks and eliminate duplication ⁃ Opportunity to collaborate with each other locally and nationally on larger causes supported by the region.

All answers about the vote are in the Fact Sheet on the website.

The vote will be electronic and be open from 15-29 September.

The level above clubs:

⁃ A regional council to provide overarching strategy, governance and coordination

⁃ Regional committees to deliver support and programs which can be most efficiently and cost-effectively delivered at a regional level ⁃ Possibly national committees to deliver support and programs which can be most efficiently and cost-effectively delivered at a national level

⁃ More direct support to clubs and groupings of clubs that reflect what they have in common

⁃ A team of other specialists (internal Rotary volunteer consultants) available to support clubs who seek assistance in areas such as membership, public image etc

- Governors will advise and guide the development and implementation of the regionalisation pilot initiative

Rotary’s vision, values and objects don’t change — but it is envisaged that our commitment to creating lasting change across the globe, in our communities, and in ourselves will be enhanced by the pilot. Opportunities to help others in need, have fun, and enjoy fellowship will be enhanced, as will leadership development opportunities for those interested in growing personally and professionally.

Members will continue to have access to Rotary resources, such as the Learning Centre, Brand Centre, Grant Centre, My Rotary, online giving, convention registration, and Rotary Club Central, and will continue to apply for and receive global, regional, and disaster response grants.

⁃ We will both monitor progress and evaluate how the pilot is delivering the outcomes we want throughout the pilot

⁃ Key performance indicators (KPIs) will be developed by a Monitoring & Evaluation Team against each of the key objectives and used to measure success.

Specifically these KPIs will focus on measuring if the pilot is:

⁃ Supporting Clubs to provide more relevant and engaging experiences for members to better serve their communities and grow Rotary

⁃ Creating new and more attractive leadership opportunities

⁃ Building a stronger unified Rotary brand and public image for Rotary

⁃ Encouraging clubs to engage in meaningful partnerships with Government, Corporates, other entities and with other clubs

⁃ Improving efficiencies and reducing duplication

⁃ Membership, retention and acquisition, need to be key measures

⁃ Is a club getting the support it needs? (this can be assessed)

⁃ Coordinated and successful public image campaigns

⁃ Number and quality of partnerships

⁃ Collaborative projects and other initiatives

There is Rotaract representation in all the Regional PIlot Team committees and working groups and we are striving to involve them in structural changes. The Chairs of Rotaract Australia (Laura Telford) and Rotaract NZ (Becky Giblin) are involved in the Communication Working Group and Laura Telford is a member of the Core Planning Team.

Several Rotaractors are members of our Reference Group and we will continue engagement with Rotaractors to seek their views and opinions.

It is recommended they be integrated. There needs to be conversation about how this will work and the Rotaractors will be fully involved in that decision. At present, Rotaract has a representative on the Core Team and each of the working groups.

Interact clubs will continue to be supported by their Rotary club via their area leader and, as important members of the Rotary family with potential to develop into our future Rotaract and Rotary leaders, they will be supported by the appropriate Regional Support Committee.

Yes, as evidenced by the extraordinarily long FAQ document (download button above) which has had many changes made to it as the project plan has evolved. The Regionalisation Team continues to work hard to address feedback adapting as appropriate.

The fact the model is seen as a framework to be explored and developed in consultation with G Trains and club members is testament to the desire to listen, work with and adapt it to what is best for our region. The model is not being force-fitted.

This website contains lots of information and will continue to be updated. We recommend that you read the Fact Sheet and the FAQ document in their entirety. They seek to answer questions received to date.

You can also email us at rotaryregionalpilot@gmail.com