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Tolu2 rota presentation d9400 d9350 d9370 membership doc


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Tolu2 rota presentation d9400 d9350 d9370 membership doc

  1. 1. Click to edit Master title style We need a Movement for recruiting and retaining members in D9400, D9370, D9350
  2. 2. Click to edit Master title styleMobilisation of like-minded Rotarians Accept the premise: “I cannot do this by myself, but if I can find other people to draw them to this movement, together we can make a difference, get something we all want” It is not a mass thing. You don’t need everybody. You need people who care enough who will connect others to the movement. Find the true believers. You only need a few people who care enough to make a difference. STRATEGIC PLAN
  3. 3. Click to edit Master title styleMethodology: Find the Leaders • It takes a It takes a village of leaders……. STRATEGIC PLAN • You do not need permission from people to lead them. They are waiting for you to show them where to go next. • Leadership practices in leading a MOVEMENT: –Leaders Challenge the status quo. –Leaders create a Culture of participation –Leaders demonstrate Curiosity – care for members. People want to be missed when they do not show up. –Leaders have Charisma, but you don’t need charisma to become a leader. Being a leader gives you charisma. Charisma comes from leading –Leaders Commit to the cause, the movement and the people who are there.
  4. 4. Click to edit Master title styleMethodology: Start a Movement A tribe is a group of people connected to one another, connected to a leader, and connected to an idea that inspires their passion. Human beings have a need to belong, "to be part of a tribe, to contribute to (and take from) a group of like-minded people. We are drawn to leaders and to their ideas, and we can't resist the rush of belonging and the thrill of the new". “It’s the possibility of having a dream come true that makes life interesting” STRATEGIC PLAN
  5. 5. Click to edit Master title styleMethodology: Building Tribes Tribes can change our world. Not because you force them against their will, but because they want to connect. Leverage social media platforms to mobilise volunteers / Rotarians i.e. The internet makes creation of interest groups possible. Engage volunteers from their respective areas of competence - vocations. Find something worth changing and then assemble tribes that spread the idea where the idea becomes far bigger than ourselves to become a movement. Collective and Individual Leadership enables to make the difference Enabling organizations to truly live their social strategic intents and values Volunteers or Rotarians using their passion and convictions with moral responsibility and moral boundaries STRATEGIC PLAN
  6. 6. Click to edit Master title styleIs this our dominant paradigm for organisations? STRATEGIC PLAN The Traditional Hierarchy Neat, clear lines of communication and control, clarity of levels of accountability…………… ONE problem, it doesn’t exist as this in a neat and ordered way! – only in annual reports and in diagrams with photos of the Executives
  7. 7. Click to edit Master title styleWhat it takes to build a Tribe STRATEGIC PLAN TELL A STORY to people who want to hear it CONNECT A TRIBE of people who are desperate to connect to each other LEAD A MOVEMENT MAKING CHANGE
  8. 8. Click to edit Master title styleReality of Organizational Life: 3-D Living Webs of Leadership Multiple Relationships Multiple Levels InterconnectedPart of multi Value chains Chaordic ! Cross Boundary
  9. 9. Click to edit Master title styleThe personal web of leadership Energise your personal relationships  "In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.” Understand your interdependence with others who connect you to the cause ME The Rotary Way STRATEGIC PLAN
  10. 10. Click to edit Master title styleEvaluation Public Image 10% Modernize and Simplify 15% Membership 37% • We are not doing well • We are not meeting our club targets • We don’t nurture and appreciate our current members • We don’t invite and ask leaders in business and the community to join us • We have created additional and flexible tools to assist clubs to increase membership Established the 1st Satellite Club in Africa Established an E-Club in D9400 – 4th in Africa • The Rotary Family Health Days create a brilliant platform for your Membership drive • Social media platforms are in place – use the opportunity • Tool kits, training sessions, leadership interactions to equip current members • Target 2014/15 – 2016/17: Increase membership with 200 members over 3 years • Target for 2014/5: Increase membership with 150 members by June 2015 • Current net growth: 50 members at 31 March 2014 STRATEGIC PLAN
  11. 11. Click to edit Master title styleMembership Trends D9400 Current status Membership Retention Date 30 June 2013 Number of Members 1511 1 July 2013 1501 Year to Date 1551 Existing members retained 1352 99% New members retained 183 65% STRATEGIC PLAN
  12. 12. Click to edit Master title styleMembership Trends D9400 Gender 2011 – 12 Total 2012 – 13 Total 2013 – 14 Year to Date Male 73% (1111) 70% (1066) 69% (1071) Female 27% (415) 30% (454) 31% (473) Unreported 0% (0) 0% (1) 0% (6) STRATEGIC PLAN A slow uptake of women joining Rotary
  13. 13. Click to edit Master title styleMembership Trends D9400 Age 2011 – 12 Total 2012 – 13 Total 2013 – 14 Total 29 and under 0% (4) 0% (6) 0% (6) 30 - 39 2% (34) 2% (34) 2% (35) 40 - 49 2% (32) 2% (36) 3% (39) 50 - 59 5% (82) 5% (80) 5% (73) 60 - 69 8% (123) 7% (114) 7% (108) 70 and over 5% (70) 4% (66) 4% (65) Unreported 77% (1181) 78% (1185) 79% (1224) STRATEGIC PLAN The majority of Rotarians are not reporting on their age
  14. 14. Click to edit Master title styleMembership Trends D9400 • Rotarian Engagements An average of 10% of all members are engaged in service projects • Club Communication 7% of clubs implement strategic goals and social activities • Public Relations Less than 6% of the Rotarians are talking about Rotary! STRATEGIC PLAN
  15. 15. Click to edit Master title styleMEMBERSHIP REPORT DISTRICT 9370 – March 2014 • Membership Numbers (District 9370) • 1 July 2010 2185 Figures based on semi-annual dues paid to RI • 1 July 2011 2118 “ • 1 July 2012 2105 “ • 1 July 2013 2048 “ STRATEGIC PLAN
  16. 16. Click to edit Master title styleBelow is the trend to date for 31 July 2013 to 31st March 2014 (current), Based on District Website Figures and Correlated with RI figures – D9370 • 30 June 2065 • 31 July 2038 • 31 August 2030 • 30 September 2036 • 31 October 2020 • 30 November 2027 • 31 December 2008 • 31 January 2000 • 28 February 1997 • Current (31st March 2014) 2006(1392 male (69.6%); 607 female(30.4%)) STRATEGIC PLAN
  17. 17. Click to edit Master title style • New members 1 Nov to date 90 • Members left 1 Nov to date 124 • Net Loss 42 • Membership goal set 2013/2014 2215 This will not happen These figures stress the importance of Member retention. Clubs have done well in recruiting new members, but not enough to offset the loss of members. STRATEGIC PLAN Membership Numbers District 9370
  18. 18. Click to edit Master title stylePOINTS TO NOTE : D9370 • Figures 31 July to date are based on ClubRunner, the District website and confirmed on RI Website @ 31March,2014 • During July and, in fact up to at least 30 September, there was a purging/correction of the District Club Runner Website which is now being used by District 9370. A lot of time and effort was spent in synchronising the two sites and this exercise is now largely complete, although one or two anomalies still exist. In essence the info on the district site is the same or very similar to RI, so for ease of reporting, the stats for the current year have been drawn from the district site. • The big dip in numbers from 1 July (2048) to 31 July (2038) was largely due to clubs carrying members or not deleting members who resigned prior to the SAR semi-annual report being published. STRATEGIC PLAN
  19. 19. Click to edit Master title style Western & Northern Cape Namibia Angola Total No of clubs 51 6 3 60 Membership 1132 94 80 1306 MEMBERSHIP REPORT DISTRICT 9350 – 31st March 2014 These figures are taken from the RI website This shows an increase in membership of 20 from 1 July 2013: 1286 to 1306 Satellite clubs set up: Nil New clubs chartered: Nil STRATEGIC PLAN
  20. 20. Click to edit Master title styleDISTRICT 9350 Innovative ways used to increase membership: During the DG’s Club addresses, he stated that each person was there because they were invited to join Rotary – he extended a challenge to each member to share this experience. Obstacles to growth: The smaller the club, the more difficult it is for them to invite new members. They are aware of this, but are unfortunately complacent. This has been ongoing for a number of years in some of these clubs STRATEGIC PLAN
  21. 21. Click to edit Master title style Transformation successes and failures: Some of the clubs in Namibia reflect the demographics of the country, while none in the South African portion of the district reflect the local demographics. Our district has tried over many years to establish new clubs in areas of different race groups without success. However, there are many clubs with a racial mix Youth Service: Earlyact and Interact are flourishing, and there has been a small growth in Rotaract during the past few years. One of our clubs has established 18 Earlyact clubs in a black township in Cape Town DISTRICT 9350 STRATEGIC PLAN
  22. 22. Click to edit Master title style STRATEGIC PLAN Establish your Web of Leadership and increase the Rotary movement Thank you D9400; D9350; D9370
  23. 23. Click to edit Master title style “I would like to think that the pioneering days of Rotary have only just begun. What’s 40 (109) years in the life of a great movement? There are just as many new things to be done as ever there were.” Paul Harris, The Rotarian, February 1945