This document discusses strategies for optimizing Rotary International's membership and impact in the 21st century. It analyzes membership trends in different countries and regions, finding declines in places like Greece but growth in Germany and India. Two causes of declining membership are identified: economic problems and issues within clubs like poor recruitment. The document considers regionalization strategies and whether to maintain a global ethos or allow more localization. It presents examples of practices that increased membership, such as strategic plans, developing Rotaract clubs for youth, and creating festive club environments. The conclusion asks what vision Rotary International wants for its role and approach going forward.

1. Optimization of the contribution of
each country to achieve the RI goals

2. The Rotary Club in the XXI century

3. The Rotary Club in the XXI century:
What do we want for the future?
PIB 2009
PIB 2012
Tx de croiss.
Tx chômage
par hab.
par hab.
Moyen 6 ans
%
Grece
26 734
22 757
-0,5
27,0
Allemagne
44 110
41 167
1,4
6,9
Etats-Unis
45 348
49 802
1,1
7,7
Inde
1 513
1 591
8,3
9,9
(source : www.statistiques-mondiales.com)

4. The Rotary Club in the XXI century:
What do we want for the future?
The impact of the economic situation:
district
30/06/08
30/06/09
30/06/10
30/06/11
difference
30/06/12
%
2470 (Athens)
1935
1910
1713
1675
1611
-324
-16,7
1830 (Stuttgart)
2729
2821
2895
2974
3067
338
12,4
(source : Rotary International)
di

5. The European model
Europe continent of contrasts
Rotarian/population
1 for
Spain
10.698
Romania
6.318
Portugal
3.076
France
1.982
Germany
1.587
Italy
1.414
Belgium
1.051
Netherlands
873
Switzerland
647
Maghreb
49.333

6. Evolution membership: French-speaking countries / Africa
(JUNE 2000-SEPT 2013)

7. The Rotary Club in the XXI century:
what do we want for the future?
Causes of the regression:
the economy and its problems
Rotary average annual growth the last 6 years (2006-2012):
Greece
- 0,5 %
United States
+ 1,1 %
Germany
+ 1,4 %
India
+ 8,3 %
(source : www.statistiques-mondiales.com)

8. The Rotary Club in the XXI century:
what do we want for the future?
Causes of the regression:
the clubs are not aware of the problem:
- a poor method of recruitment (members, classification)
- too little attention to recruiting
- no training for new members
- the resignation of current members (lack of interest)
- a rising average age of the membership

9. The Rotary Club in the XXI century:
what do we want for the future?
- Back to the expansion of the 20th century
- To analyze the causes of the decline:
- The economy and its problems?
- The clubworking?
- Both?
How can we solve this!

10. Europe an example?
How can we improve the situation?
The solution can be:
- the creation of new clubs
- recruitment of corporate members
- taking in account our changing world
(the feminization of professions)

11. Conclusion
Get clear answers on the position of Rotary International
Do we want:
1 - to remain our point of view on the professional world?
2 - to do the same as other humanitarian NGOs and to melt into
the competitive mass?
3 - to become a force with the objective to maintain Peace?

12. Vers le Rotary du XXIème siècle
Vers une régionalisation ?
(RIBI, ROTA)
Coordination internationale?
Gouvernance ?
|

13. Vers le Rotary du XXIème siècle
Optimiser la contribution
de chaque pays, zone, continent
1-Régionaliser ?
2-Conserver la même éthique ?
3-Maintenir des actions à visée
planétaire ?
|

14. Vers le Rotary du XXIème siècle
Optimiser la contribution
Exploiter les particularismes ?
Définir des objectifs spécifiques ?
Utiliser de nouveaux moyens de com?
Imaginer de nouvelles structures ?
|

15. Les bonnes pratiques qui ont permis d’augmenter l’effectif
1)Application dans certains Districts du PLAN STRATEGIQUE EFFECTIF sur trois
ans renouvelables et continuité
2)Jeunesse dynamique et création d’un grand nombre de clubs Rotaract (cout
insignifiant) qui permettent l’amélioration de l’image du Rotary.
3) Creation de Rotary CLUBS NEW GENERATION avec réduction de la taxe de
District les concernant
4) Continuer à développer le Rotary dans les capitales politiques et économiques
(autour de 50% de l’effectif)
5)
Ambiance festive dans les manifestations rotariennes
Mohamed Ghammam PDG District 9010