Insights and Results from Recent Rotary Research
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The presentation summarized recent Rotary research in three key areas: membership experience, programs of scale, and strategic planning. For membership experience, findings showed that most current members were satisfied but resigned members cited lack of involvement and engagement. Research on programs of scale examined success factors for large initiatives and recommended dedicated staff. Strategic planning research involved global focus groups and identified priorities around impact, reach, engagement, and adaptation, but also concerns about potential changes to local clubs.
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Insights and Results from Recent Rotary Research
- 1. Insights and Results from Recent Rotary Research Tusu Tusubira, Trustee Mary Beth Growney Selene & Director-elect Jeffry Cadorette Wednesday, 27 June 2018
- 2. Presenters Tusu Tusubira Trustee Mary Beth Growney Selene Director-elect Jeffry Cadorette
- 3. Introduction & Session overview Membership Experience research Programs of Scale research Strategic Plan research Questions Agenda
- 6. Membership Experience - Purpose Membership experience Membership value & costs Awareness & introduction to Rotary Early involvement Continuing education Satisfaction Leadership Service & club activities
- 7. Membership Experience - Methodology & Sample 32% USA, Canada & Caribbean 12% Latin America 4% RIBI 27% Europe, Africa & Middle East 20% Asia 4% Australia, New Zealand & Pacific Islands
- 8. Membership Experience – Overall Findings
- 9. Membership Experience - Findings Prospective Members
- 10. Membership Experience - Findings Resigned Members
- 11. Membership Experience – Findings & Recommendations Current Members 67% of Rotarians are satisfied with their membership in their most recent club 27% of Rotarians are somewhat satisfied with their membership in their most recent club
- 13. Programs of Scale – Purpose & Process Funding Scope PolioPlus Programs of Scale Global Grants District Grants
- 14. Programs of Scale – Methodology & Sample Success FactorsPartner RolesProject Structure ∆ Research Questions
- 15. Programs of Scale – Findings *graphic from Scaling Up Towards a Rotary-Specific Model, December 2017, Datu Research Structure and Roles ROTARIANS PARTNER ORGANIZATIONS
- 16. Programs of Scale – Findings *graphic from Scaling Up Towards a Rotary-Specific Model, December 2017, Datu Research Structure and Roles LOCAL & NATIONAL GOVERNMENT MONITORING & EVALUATION
- 17. Programs of Scale – Findings Success Factors Previous experience with Global Grants Previous working relationship Support from the local district Dedicated project staff
- 18. Programs of Scale – Recommendations *graphic from Scaling Up Towards a Rotary-Specific Model, December 2017, Datu Research
- 20. 2016 – 2017: Vision Development (Complete) 2017 – 2018: Strategic Plan Development (In progress) 2018 – 2019: Implementation Plan Development (Not started) 2019 – 2020: Launch new strategic plan (Not started) Strategic Plan research – Purpose & Process Rotary Vision Statement: Together, we see a world where people unite and take action to create lasting change – across the globe, in our communities, and in ourselves.
- 21. Strategic Plan research – Methodology Focus Groups & Interviews
- 22. Strategic Plan research – Findings Priority 1: Increase our impact & create lasting change “I think metrics, numbers, data and communication are very, very important in everything we do…If you’re running an organization…people want to see the results.” [Rotarian, Rwanda] “I think it’s a great concept, but unfortunately in some areas of the world, it’s very difficult to assess those kinds of results.” [Rotarian, Bali]
- 23. Strategic Plan research – Findings Priority 2: Expand our reach & unite our participants Priority 3: Enhance engagement for all who participate in Rotary “It’s a big ask for the first time to say, ‘Your initial commitment is going to be every week and this large amount of money.’ Maybe there’s a way to engage people in some of the things, like projects. As they become more aware of Rotary values, they are more likely to slowly commit to that over time.” [Rotarian, New Zealand] “We often see words such as ‘membership increase.’ However, to achieve better membership retention, high quality of membership is important, even if the number is small.” [Rotarian, Japan]
- 24. Strategic Plan research – Findings Priority 4: Increase our speed & ability to adapt “Times have changed. Hierarchical and bureaucratic governance and communication systems need to be changed accordingly.” [Rotarian, Korea] “We have to be adaptable because the world is changing. I mean, we can’t afford to have the same Rotary today that we had back in the 50’s because the realities are different.” [Rotaractor, Brazil] “I can see Rotary becoming more streamlined. However, there is a challenge that not only will we become more streamlined, but rather more dictatorial, which I would not welcome at all, so there’s a balance to be struck by that.” [Rotarian, UK]
- 25. Strategic Plan research – Findings Participants generally support the strategic plan priorities, but are concerned about how the priorities might change their club experience.
- 26. Questions? Tusu Tusubira Trustee Mary Beth Growney Selene Director-elect Jeffry Cadorette
- 27. This presentation and others from throughout the convention are available through the convention mobile app and on SlideShare at www.SlideShare.net/Rotary_International.
- 28. Rate this session in the Rotary Events app, available in your Apple or Android app store.
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- Welcome to our breakout session, thank you all for coming. This session is titled “Insights and Results from Recent Rotary Research”.
- Presenters Let me introduce our presenters for this session, “Insight and Results from Recent Rotary Research”. Today we have with us: Tusu Tusubira: PDG Francis “Tusu” Tusubira is currently a member of TRF Cadre of Technical Advisors, TRF Programs Committee and vice-chair of the Strategic Planning Committee. Mary Beth Growney-Selene: Serving on the Finance, Stewardship and Programs Committees of the Rotary Foundation Trustees as well as the RI-USAID Alliance Committed. She is also a past Director of Rotary International. Jeffry Cadorette: Director-elect (2018-2020) Cadorette
- Agenda Here is our agenda for today’s breakout session. We will begin with an introduction and session overview. We will continue by discussing in detail three of the research projects that Rotary International has been engaged in recently. These 3 projects are: Membership Experience research Programs of Scale research Strategic Plan research For each research project we will discuss the research’s purpose and process, the research findings as well as the recommendations and impact on Rotary. At the end of the entire presentation we will have time for questions.
- Session Overview Every year, Rotary conducts dozens of research studies, gathering important information from its members on various topics. Rotary’s research team is a part of the Office of Strategy, Enterprise and Engagement of Rotary International. Their mission is to ensure that Rotary is a forward-thinking organization using current and future trends, research, data and evaluation to help the Secretariat deliver high quality services and resources to Rotarians to have greater impact on the world. In pursuit of strong and valid research outcomes, Rotary occasionally works with outside consultants on certain projects. Today, our presentation will highlight three recent research projects in more detail, including their research purpose and process, findings, recommendations and impacts on Rotary.
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- Membership Experience – Purpose Measuring satisfaction and engagement of Rotary members is essential to understanding their entire Rotary journey and not just a few select points of engagement. Studies show that a single negative experience has four to five times greater relative impact than a positive one. For this reason it is critical to identify and work to correct areas of negative experience. In order to accomplish this, it is essential to track progress and effectiveness, as well as understand opportunities to maximize the potential membership experience. This survey was conducted between June 2017 and January 2018. The purpose was to better inform processes of improvement to the membership experience. By appraising not only membership development but other Rotary business areas and practices that have an impact on members’ experiences, Rotary can utilize informed decision making to improve the overall membership journey. The Membership Experience survey included questions in 8 different categories seen here. By asking questions that cover a broad range of areas that touch on membership, we can better understand and focus resources on improving and creating a consistent overall Rotarian experience.
- Membership Experience – Methodology & Sample 44,680 invitations were successfully sent out to an equal, random sample of Rotarians from several tenure categories. These groups included those who were members for less than 1 year, 1-2 years, 3-5 years, and 6 or more years. In addition, invites were sent to former members who has left Rotary within the past 6 months and prospective members who submitted a membership inquiry within the past 6 months. A stratified random sample was used based on tenure length because past research shows current members’ experiences vary depending on their tenure with Rotary. This ensures that we gather feedback on experiences from a wide variety of Rotarians with different tenure experiences. Overall response rate to the survey was 23%. (There were 10,483 responses). The map shows where the survey responses came from; this is relatively representative of global membership numbers.
- Membership Experience – Overall Findings 51% of prospective members and 43% of current members anticipate being lifelong Rotary members. What they need and expect from Rotary varies regionally. Indicators of lifelong membership vary from innovation and flexibility to service projects of interest to personal and professional growth. This research shows that there is a huge opportunity to retain larger numbers of Rotarians but also a large risk if Rotary is unable to make changes which will improve their experience in a significant enough way to change their thoughts on lifelong membership. Current members indicate that they often find their expectations unfulfilled and this leads them to leave Rotary. This is a huge opportunity for Rotary to ensure that prospective members’ expectations are fulfilled which will result in longer tenures. Only 33% of resigned members would recommend their Rotary club to someone while 52% of current members would recommend Rotary to family, friends or colleagues. The graph on the slide shows the overall responses from these survey questions in 3 categories. Those considered Promotors are members who would recommend Rotary while Detractors would not recommend Rotary. 29% of resigned members disagree that decisions are made in a timely manner in their clubs. There is a perception that Rotary needs to increase our speed and ability to adapt, shorten the timeframes for approving and implementing policy changes, and build a culture of innovation and willingness to take risks. Development and Training is rated as very important for both current and prospective members. Rotary should provide participants with leadership development, skills training and leadership opportunities, particularly for the next generation of Rotarians as industry research shows a focus on personal development and training as very important for young professionals
- Membership Experience – Findings Prospective members tend to be younger than current and resigned members and generally have different needs and expectations from their membership. This word cloud shows how prospective members respond when asked to think of the advantages and value of being a member of Rotary. After the initial step of submitting their membership interest online, prospective members rated their subsequent experiences of being matched with and invited to local clubs very low. Top 3 ranked benefits and services received from Rotary as listed by prospective members: Participating in Rotary organized and supported service projects to positively impact my community Participating in Rotary organized and supported international service to have a positive impact globally Personal development and training opportunities. Interests for prospective members lean toward global service (#2) ahead of personal connections (Forming lasting friendships ranked 10th among prospects) for prospective members. Prospective members (Rotaractors and alumni) list several causes that fall outside of Rotary’s areas of focus as areas they support. These include human rights, environment, and food scarcity and hunger. This is an important insight when trying to engaging these prospective members. Some clubs have robust onboarding activities for new members. These activities are shown to support a positive club experience as well as increasing retention rates and the likelihood of rejoining for members who had previously terminated. 99% of current members point to the value of their new member orientation as a strong reason for their retention. This is an important insight when welcoming prospective members to join. Having a mentor as a new member is another important aspect of retention.
- Membership Experience – Findings 25% of resigned club members left because of the club environment. This includes unmet friendship expectations, lack of interest in club programs and service projects selected by their club as well as not feeling included in their club The reasons for termination provided by clubs offer less insight than those provided directly by terminated Rotarians. It is critical to understand reasons why Rotarians leave Rotary in order to understand membership risks and to make necessary changes necessary to retain them in the future. 30% of resigned members’ networking expectations are unmet and 24% of resigned members’ leadership development expectations were unmet. These are two categories that are listed as a top priority for prospective members so we see that when that goes unmet, it is a cause for termination. Many former members say that clubs could have better supported them by adapting to member needs, increasing member value and pursuing local initiatives and programs.
- Membership Experience – Findings Overall, 67% of Rotarians are satisfied with their membership in their most recent Rotary club. 27% are somewhat satisfied with their membership in their most recent Rotary club. 52% of current members would recommend Rotary to family, friends, or colleagues. While this is over half of Rotarians, there should be efforts to understand and engage the other half that are passive or would not recommend Rotary. Top 3 ranked benefits and services received from Rotary as listed by current members: Participating in Rotary organized and supported service projects to positively impact my community Enjoying fellowship activities and weekly meetings Connecting with others outside of work and circle of friends Overwhelmingly, current members say they want their money spent on local service projects. This differs significantly from prospective members who put a higher emphasis on interest in international projects. We can see here an example of the differing emphasis by prospective and current members put on certain benefits and services of a Rotary membership. Membership Experience – Recommendations The data collected from the Membership Experience survey is still being further analyzed for insights. We understand that the Rotary journey for members can be very unique but also that there are commonalities in why Rotarians join Rotary, what they are looking for from their membership and why they remain Rotarians. By better understanding these experiences through analysis of this important research, Rotary can: focus resources on better supporting Rotarians in critical experience moments better tailor resources provided to Rotarians make better informed critical decisions that affect the membership experience overall.
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- Programs of Scale – Purpose & Process In 2015-2016 Rotary conducted a grant model evaluation approved by the Trustees to better understand how Rotary clubs and districts had adopted the new grant model as well as to find out if any adjustments or modifications needed to be made to the model. This was the largest and most comprehensive evaluation of the grants program that the Foundation had undertaken to date. The findings were shared with the Trustees at their April 2016 meeting, with additional information provided in early 2016-2017. As a result of the information provided from the 15-16 evaluation, the Trustees approved a research plan and timeline for the program development of an initiative to fill the gap in the grants portfolio left by the terminated Packaged Grants program. In the visual you can see the current Rotary grant portfolio. Packaged Grants used to occupy the space in green, but since that program was terminated, the Foundation has been looking into how to fill that space in grant making. The concept is that this would appeal to experienced grant-makers looking to move their projects to a larger scale. The purpose of recent Programs of Scale research is to better understand how large-scale Rotary efforts are structured, which parties perform best in which roles, and which factors most often lead to success. This research will then be used to inform the development of a scaling up approach to increase the impact and scale of Rotary’s grant efforts. For the purposed of this research, the working definition of scale is: “a consolidated approach to a specific area of intervention in one region over a predetermined period of time.” This research was conducted by RI Research and Evaluation staff in partnership with a consultant, Datu Research. Research took place between 1 July and 1 November 2017 with subsequent discussions and analysis taking place through December 2017.
- Programs of Scale – Methodology & Sample In order to propose a program framework for programs of scale, research was conducted by evaluating current and past projects currently happening in the Rotary world. A non-probability judgement sample was selected in order to identify and evaluate projects which can help us to better understand the successes, challenges as well as the practices and strategies used by Rotary clubs and districts to create and successfully implement projects with the potential to scale. The focus was to understand what Rotarians are already doing at the grassroots level and build a framework to support those activities on a larger scale. Projects in the sample were: 1. Currently being supported through Rotary global grants 2. Working within the auspices of other Rotary initiatives such as “WASH in Schools” 3. Supported by Rotary affinity organizations such as Rotary Action Groups (RAGs) With additional consideration taken for: Areas of Focus Project Types Geographic locations Club and district sizes Partnership arrangements Overall capacity to implement large-scale work The final research methodology was determined through collaboration with RI staff and Datu staff. Research questions included inquiries into the project structure, partner roles and project success factors. Data collection methods that were used in this research included a review of all project documents, observation during site visits, key actor interviews, group interviews, and an online survey. Datu staff traveled to 17 countries (Latin America, Africa, India, Southeast Asia and Oceania) to gather data on 29 large-scale projects. Rotary staff traveled to 2 additional countries to validate Datu’s findings with additional large scale Rotary projects.
- Programs of Scale – Findings The field research conducted identified the roles of project participants, structural components of the sample and evaluated the impact of each. Observed Structure and Roles: Rotarians are most heavily involved in leveraging their global networks for project development and funding. Research showed that Rotarians were most actively involved in the formative stages of projects, contributing most heavily to project development and fundraising. This taps into one of Rotarian’s greatest strengths, leveraging their global networks. There was less direct involvement by Rotarians when it came to the actual implementation phases of the project. 2. Partner organizations are primarily responsible for implementation, strengthening projects with outreach, communication, management, and technical skills. All of the projects in this research sample had at least one type of implementing partner. Partner organizations often include local or international non-profit organizations, government organizations, or community organizations. These partner organizations are most active in implementation phases. They are also often physically closer to the beneficiary community than the Rotarian sponsor leading to more day-to-day oversight and support. Due to this proximity, these partner organizations take on the role of community outreach, human resources, project management, technical skills and communication. These relationships ensure that the project goals and objectives are met.
- Programs of Scale – Findings 3. Local and national government collaboration and support are crucial in the initial project stages and post-project continuation. While the level of government collaboration varied across the sample, the role of government was regarded as the most important in initial project development. In post-project operations, government involvement helped to bolster project sustainability. Rotarians were often able to leverage their contacts to establish government support for projects. 4. Monitoring and evaluation often lacks a person or team dedicated to its oversight. Research showed that Rotarians struggled to understand how to devise and conduct M&E appropriate for each project type. Therefore, current M&E available from projects is largely based on perceptions without any measurable data to support the validity of results. Secondary research on scaling-up initiatives shows that a commitment to constant improvement through evaluation was critical to sustaining a scaling-up process and a well-constructed evaluation is best incorporated into the initial design of a project, built into an ongoing process for M&E, and conducted by a party external to the implementing partner. In this research sample only 6 projects used an independent party to perform M&E In addition, it is also critical that Rotary be able to demonstrate M&E of its projects in order to obtain outside funding.
- Programs of Scale – Findings The analysis of the projects in the research sample identified several critical factors for success that can be incorporated into the development of a new approach to a program of scale. Success Factors Previous experience with global grants or in the specific focus area was cited by almost all the projects as a critical factor for success. The level of previous experience was perceived by all parties to have a substantial impact on project success. Existing working relationship with implementing partners was considered important for internal communication and for understanding of roles. More than 2/3 of projects in the sample were built on long-term partnerships between Rotary club and partner organization. This establishes trust, improves internal communication and fosters agreement on roles and responsibilities. Support from the local district or multiple local Rotary clubs increased capacity to leverage social networks and intellectual resources. The support and involvement from other regional Rotary clubs (other than the host) was perceived to be a top factor for project success. This helps to engage additional networks to extend their reach, bring on additional expertise as well as tap into a larger pool of resources. Dedicated project staff improved project leadership and communication. Across AOFs and geographies, having a full-time project staff person dedicated to the project was identified as a top factor for success. This role aided in project communication, decreased challenges, improved project management and increased the likelihood of project replicability. This can be a challenge to the “volunteer ethic” that many in Rotary adhere to leading some sponsors to prefer not to have paid staff. The dedicated staff role (development and implementation phases) complements the strengths of Rotarians we discussed earlier which are in project development and fundraising phases.
- Programs of Scale – Recommendations Efforts to scale up based on documented successes are more likely to succeed than their counterparts without evidence. Based on the findings from this research, 7 recommendations emerged to best support the development of Rotary’s future Programs of Scale initiative. Adopt a Rotary-specific “contextualist” approach to scaling up. Considering the unique nature of Rotary and the complexity of international development, a one-size fits all approach to scaling up is unlikely to be successful. Success will require a tailor-made framework to address context-specific settings. This approach would enable projects to follow agreed-upon guidelines and performance measures while allowing implementation to be flexible enough to fit appropriately into the context of each country, club, and implementing organization. Establish effective data-driven monitoring and evaluation (M&E) protocols for tracking and achieving impact and sustainability. The research showed that through the current global grant program, data-based M&E was consistently missing or not adequately implemented. In order for scaled projects to ensure the desired impact was achieved, there needs to be appropriate indicators developed for each area of focus and the evaluations need to be conducted by independent technical experts. Require and support significant paid project management time dedicated to overseeing implementation. While Rotarians are very dedicated volunteers, larger projects require full-time staffing to manage things like oversight, communications, and ensuring effective M&E. Implement large-scale projects where there is established government support to ensure long term sustainability. This is one of the key factors related to successful scaling. Regardless of the role of government (casual approval to active collaboration) it is clear that government support is directly tied to the success of a project. Scale up gradually while working with proven long-term Rotary partners. A gradual process with careful planning, a clear understanding of partners’ roles, strong communication, and experience is more likely to be successful and sustainable. Share case studies, success factors and lessons learned, to support the ongoing transfer of knowledge among projects. Not only is there general interest from Rotarians to learn what similar projects are happening in various regions and areas of focus, but the scaling literature documents that dissemination of successful experiences has been a proven method to help efforts to scale up.
- Programs of Scale – Recommendations Continued Improve administrative processes and allow for flexible implementation timelines to ensure a strong foundation for project sustainability. Scaling up projects will require longer timelines in order to allow adequate time for preparation, planning, implementation and monitoring. This will also help to alleviate the administrative stress of applying for multiple smaller grants rather than rolling it into a larger project. These recommendations are being used to create a systemic, Rotary-specific approach to scaling up. This research report is currently with a multidisciplinary working group that is considering the scaling-up criteria and Rotary-specific requirements as they would relate to program of scale proposal. This proposed concept framework is anticipated to be presented to the Trustees in September.
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- Strategic Plan research – Purpose & Process The Strategic Plan research enterprise project is a multiphase project. The overall purpose of the project is to develop and implement a new organizational vision and accompanying strategic plan. The research is being conducted by RI staff with consultant Grant Thornton. Vision Development: This phase of research concluded in 2016-2017 with the adoption of vision statement, seen below. Strategic Plan Development: The testing of strategic themes and analysis of results. This phase has just concluded and is the focus of this section of the presentation. Implementation Plan Development: This phase is anticipated to take place in 2018-2019, concluding with a new Strategic Plan for Rotary. Launch: This phase will oversee the launch and support of the new strategic plan to the Rotary world in 2019-2020. Rotary’s vision statement is: Together, we see a world where people unite and take action to create lasting change – across the globe, in our communities, and in ourselves.
- Strategic Plan research – Methodology The strategic plan development phase included focus groups & interviews which were conducted between January – April 2018 to gauge reactions to the four strategic priorities. We will go through the findings on each priority in detail. These focus groups were conducted at: District Conferences, PETS, Rotary and Rotaract club meetings and International Offices The focus group sessions were audio recorded and/or notes were taken to record qualitative data. The recordings were then transcribed and the transcripts & facilitator notes were analyzed for themes. There were 74 focus groups or interviews conducted with 582 people across 28 countries. These were conducted with Rotarians, Rotaractors and RI Staff.
- Strategic Plan research - Findings Rotary is currently supporting a range of activities at the local, regional, and global level to increase the impact of programs and build capacity to monitor and evaluate the outcomes of our projects. These activities allow Rotary to better communicate the influence of its work. AGREEMENT Rotarians expressed agreement that systematic measurement and evaluation will help Rotary design and implement more impactful projects. READ QUOTE ONE Communicating our impact will engage more people with Rotary Rotarians preferred to increase the visibility of Rotary’s accomplishments and supported broader use of performance data as a way to share local, regional, and global success stories. M&E has become more important in humanitarian and international development sectors It is an important factor in the international humanitarian development sector and helps to demonstrate progress, strength, and sustainability. Fellowship can grow when people serve together Rotarians preferred their freedom to choose the direction and focus of their individual clubs as a way to create lasting change. RESISTANCE Additional M&E activities may place a burden on clubs Rotarians support benchmarking and measurable objectives so long as the burden of collecting data is reduced for clubs. Collecting M&E data is challenging in some contexts READ QUOTE TWO Validity of data is questionable as it will be collected by people without M&E expertise Rotarians expressed concern over the reliability of data collected given the general lack of expertise among most Rotarians. Some concerns that Rotary is prioritizing service over fellowship Rotarians have concerns that these activities would interfere with service and fellowship activities that take precedence among many Rotarians
- Strategic Plan research - Findings Rotary is examining ways to expand our reach, unite our participants, and enhance engagement. The analysis of the feedback from Priorities 2 & 3 have been combined as there was considerable overlap in the comments and themes. AGREEMENT Participants mostly agree that Rotary must expand its reach & diversify in order to survive. Rotary’s membership numbers are relatively stagnant bringing many Rotarians to see it as imperative for Rotary to consider new ways of engaging people. This includes understanding that the traditional club model might not appeal to certain people, particularly young people. Many Rotarians expressed the difficulties they have had recruiting new members. READ QUOTE ONE There are people who want to support the work of Rotary in ways that do not involve club membership Many Rotarians are enthusiastic about exploring ways that Rotary can go beyond the club-based model. They have lots of ideas for ways that Rotary can engage people in service, skill sharing, networking, through other methods. By enhancing engagement with participants, Rotary will have more impact, which will attract more people to participate RESISTANCE Some Rotarians expressed the opinion that RI focuses too much on increasing membership numbers The quantity vs. quality of membership was a consistent concern among participants. Some Rotarians shared their belief that recruiting “non-traditional” Rotary club members and designing new models for engaging them has become the focus. These Rotarians believed the organization should focus more on retaining current members by enhancing their club experience. READ QUOTE TWO Other concerns included that the prestige of being a Rotarian could be diminished and that Rotary’s traditions could be jeopardized in the face of too much change. In addition, Rotarians expressed concern that their club will have to change too much as a result of these priorities. These priorities have the biggest implications for what it means to be a Rotarian and thus elicited lots of discussion and feedback. While there was some resistance, overall, Rotarians and Rotaractors were optimistic about the opportunities that these changes could offer.
- Strategic Plan research - Findings Changes in the global context require more agile and responsive international and humanitarian organizations with technical expertise and proven experience. This establishes credibility, but also helps to ensure long-term impact and success. AGREEMENT Many participants liked the possibility of structural change which better supports the purposes of Rotary and that also supports Rotary’s speed and ability to adapt moving into the future. Rotary’s hierarchy can be cumbersome and large hierarchies are perceived as obsolete Most Rotarians see value in streamlining in order to restructure what they view as a cumbersome hierarchy Streamlining the organization will also improve communication across Rotary Messaging will be more clear, consistent & timely and reduce the current administrative burdens that Rotarians feel consumes much of their time. Rotarians also provided feedback that Rotary should ensure clear, consistent, and culturally sensitive communication that will unify Rotary clubs across the world. RESISTANCE While Rotarians are open to structural change, there are concerns that a more streamlined organization could decrease mechanisms for clubs to affect decision-making. Will club autonomy be negatively affected? This is one of the questions Rotarian have about exactly what and how these changes will effect their clubs. READ QUOTE 2 There is a need for additional groundwork to inform and define what organizational changes would be and ensure that these changes will increase transparency and communication, empower Rotarians to make decisions, while still maintaining their autonomy.
- Strategic Plan research – Findings The overarching findings show general support for the vision statement and the four strategic plan priorities. Questions remain about how the priorities will be operationalized. This will be undertaken in the upcoming phase: Implementation Plan Development. AGREEMENT The 4 priorities are the right direction for Rotary Acknowledgement that Rotary has to evolve with the times RESISTANCE How will this affect me and my club experience? How will this impact Rotary’s reputation and traditions? For the last 2 years, a robust set of research activities have been underway to inform the development of Rotary’s vision and a new strategic plan. The research covered here will be used to continue the work towards operationalizing and refining the priorities and creating a new strategic plan which will allow Rotary to increase its impact as we move into the future.
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