Why do we need to update how we do things?
Our membership numbers are not keeping pace with a population that’s growing in number and diversity. In fact, we’re declining. Not only do we not have enough volunteers, we don’t have enough volunteers from across our community. Yet three in 10 Australians volunteer. Our consultation and evaluation suggest we can improve our membership experience to connect with more of these volunteers and retain them as members, and that the structure that supports our clubs is an effective way to begin.
How did this project come about? Why does Rotary need to change?
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.
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.
Our current governance structure is 70 years old. It has not adapted to the needs of today or tomorrow. In 2018, the Rotary Board of Directors tasked the Shaping Rotary’s Future (SRF) Committee with developing 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.
It started with analysing club needs through focus groups and surveys with Rotary members and looking at what made successful clubs successful. With clubs and the member experience foremost in mind, the committee determined that a more streamlined governance structure could allow Rotary to adapt to the needs of our members, while enhancing the membership experience. It would provide members additional opportunities to increase their impact and expand their reach through service, which may inspire a new generation of members to join Rotary. It would also welcome more diverse voices into leadership roles by creating positions that are more manageable. Most importantly, it will allow members to receive more direct support and access to resources without the layers of hierarchy. And, through regionalization, allow for more targeted, local approaches that can be used to meet community and member needs.
The time has come to test the efficacy of this new governance model and Zone 8 was chosen to potentially be a part of the pilot. We have established a Regional Team and the plan is that, together and in consultation with Governor trains and club members, the framework will be explored and developed to determine its efficacy and suitability in our zone. This pilot will allow our entire zone to work together to address membership, public image and fundraising challenges in a regional and strategic way.
What is the Zone 8 Regional Pilot Team and how did it come about?
Around 80 Rotarians and Rotaractors from Australia, New Zealand and the Pacific Islands have been working in various teams since early 2019 after the RI Board approved a unanimous petition by the 2018-19 district governors to address the significant challenges in our region.
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.
In April 2020 the emphasis of the project changed to exploring the SRF proposal once the team became aware of this model, which aims to assure Rotary’s future in a contemporary environment.
To ensure required expertise and sponsorship, a wide range of respected and experienced Rotary members have been included in the process. The 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.
How do we know the proposed changes will reverse the membership decline and improve gender balance?
There are no guarantees that a new governance structure will improve member engagement, increase membership, or welcome more women into our clubs, but we have to try. The pilot provides us with an opportunity to align the product we offer (a valuable club and membership experience) with structure and a regionally-focused strategy that will result in better outcomes.
By participating in the pilot, and working together, we will see what works, what doesn’t, and have a say in Rotary’s future (also see answer to next question about change management).
How will the new governance model drive change management and thinking at club level?
The aim is to support clubs with change whilst protecting and enhancing what is great about Rotary. Section leaders, as guides and coaches, will be trained in adaptive leadership skills to assist clubs with innovation to improve the membership experience, club effectiveness and impact in their communities.
Being more suited to a contemporary environment, it is expected this will help grow Rotary in all key areas and increase the satisfaction and pride that comes from being a Rotarian in a vibrant club environment.
How will success be measured?
Success metrics are still being determined, but are expected to include:
The number of new clubs chartered
The number of clubs that adopt an innovative club model
Membership growth throughout the zone
Member retention and engagement
Club participation in Rotary Foundation grants
Fundraising
Public image
Increased diversity, including gender balance and those taking on leadership roles at club level and beyond
Member satisfaction surveys could also be used to gather data.
Many clubs continue to exist hanging on whilst there is a district to support them. How might this model be more effective for them?
It’s important these clubs continue to be supported throughout the pilot. By providing clubs with more direct support via better trained local leaders who offer motivation and guidance, their potential for survival and growth will be enhanced. Flexibility and support are key issues that we hope this new governance model will address.
