Perception vs. Reality: Club Evaluation and Visioning
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Slides from a webinar held on 8 October 2014. View a recording at https://vimeo.com/108381769. In part two of the Membership Matters! webinar series, PDG Steve Wilcox from the International Vision Facilitation Council and Joe Brownlee, RI’s chief strategy officer, discuss the process of club visioning and the steps to perform this transformational process in your own club.
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Perception vs. Reality: Club Evaluation and Visioning
- 1. Perception vs. Reality: Club Evaluation and Visioning Membership Development Moderator – Sheena Lilly Presenters – PDG Steve Wilcox & RI Chief Strategy Officer, Joe Brownlee 8 October 2014
- 2. Perception vs. Reality | 2 Meet our Moderator Sheena Lilly Coordinator, Regional Membership Plans Rotary International Sheena Lilly
- 3. Perception vs. Reality | 3 Welcome to the Webinar: • Welcome to the second webinar in the Membership Matters! webinar series • 5 part series dedicated to discussing the fundamentals of Rotary club membership • Each webinar focuses on steps you can take in your club to improve and grow members’ experience with Rotary
- 4. What We Will Cover in Today’s Webinar: • Why is a club assessment and vision important? – How does it help clubs and members? – Is there data to support it? – What resources are available to assist your club? • How to create a vision? Perception vs. Reality | 4 – How does the process work best? – How long does the process take? – How long until we see impact in our club?
- 5. Perception vs. Reality | 5 Meet Our First Panelist - Joe Brownlee General Manager/ Chief Strategy Officer Rotary International Joined RI in 2004 Joe Brownlee Rotary Club of Evanston IL, USA, District 6440
- 6. Perception vs. Reality | 6 Club Evaluation:
- 7. Perception vs. Reality | 7 How Would You Evaluate Your Club? A. Everything is going well because… B. My club is struggling because… Engaged, satisfied members Disengaged, dissatisfied members Diverse Not representative of community Growing Stable or declining Positive public interest No interest from public Relevant to community needs What community needs? Community awareness “What do you do?” Trying new things Trying the same things over and over Awesome signature event/program We do nothing significant Great leadership What leadership? Led by the same group Engaged speakers Dry politicians and perceived leaders Having FUN!!!!! I laugh at a meeting or two Having FUN!!!!! Have fun with some members
- 8. Perception vs. Reality | 8
- 9. The Top Three Strategic Issues Today In Ten Years Membership recruitment and retention 68% 68% Membership diversity (age, gender, etc.) 32% 29% Innovation, modernization, flexibility and/or simplification of processes and rules 29% 32% Public awareness of Rotary 27% 21% Maintaining and promoting core values 21% 27% Developing leaders 21% 21% Polio eradication 21% 6% Programs for youth and young leaders 17% 21% Collaborating and connecting within Rotary 11% 8% Rotary's public relations activities 10% 8% Collaborating and connecting with other organizations 8% 11% Fundraising 8% 8% Financial sustainability 8% 17% Areas of focus 6% 10% Strategic planning 6% 6% Club public relations activities 5% 5% Other 3% 3% Perception vs. Reality | 9 Top Strategic Issues: The Top Three Strategic Issues Today In Ten Years Membership recruitment and retention 68% 68% Membership diversity (age, gender, etc.) 32% 29% Innovation, modernization, flexibility and/or simplification of processes and rules 29% 32%
- 10. Perception vs. Reality | 10 Strengthening Clubs: Question Strongly Agree Agree Somewhat Agree Somewhat Disagree Disagree Strongly Disagree Don't Know / Undecided I have the opportunities I want to connect and collaborate with other Rotarians -- across clubs and districts 16% 43% 26% 8% 4% 1% 1% My club does a great job involving new members in our club's activities, projects, and programs 15% 34% 30% 13% 6% 2% 0% Rotary provides members sufficient opportunities for professional networking 12% 37% 30% 12% 6% 2% 2% My club involves each member in activities according to the member's interests, skills, and availability 13% 33% 30% 14% 6% 2% 1%
- 11. Perception vs. Reality | 11 Club & District Strategic Planning: Question Year Yes No Don’t Know Does your club have a strategic plan? 2014 45% 34% 21% 2012 41% 33% 27% 2009 44% 50% 7%
- 12. Perception vs. Reality | 12 Club & District Strategic Planning: Level of Importance Year Very Important Important Somewhat Important Somewhat Unimportant Not Important Importance of district having a strategic plan 2014 48% 38% 11% 2% 1% 2012 42% 42% 14% 2% 0% Importance of club having a strategic plan 2014 47% 35% 14% 3% 1% 2012 43% 39% 15% 3% 0% Members in clubs with strategic plans are more satisfied and have a more positive view of their club and Rotary as a whole: Does club have a strategic plan? 2014 average “Strongly Agree / Agree” on questions about members’ experience in club and with Rotary D Yes, club has strategic plan 63% +16 No, club does not have strategic plan 47%
- 13. Re-emergence Perception vs. Reality | 13 Time for Transitional Change? • Transforming our product • Relevant to today’s market and societal needs • Questioning the status quo • Identifying new growth opportunities for Rotary’s future • How can we prosper over the next 100 years? Growth Birth Success Plateau Chaos Wake Up Calls The End?
- 14. Perception vs. Reality | 14 Rotary Resources for Clubs and Districts: • Club Assessment Tools • Be A Vibrant Club: Your Club Leadership Plan • Strategic Planning Guide • Rotary Club Central • Governors, Assistant Governors, and Rotary Coordinators
- 15. Perception vs. Reality | 15 Club Assessment Tools: • Evaluate your club’s strengths • Identify weakness • Obtain feedback from club Members and community • Discuss strategies to address weaknesses and opportunities • Implement new strategies and tactics • Monitor progress Available on rotary.org and shop.rotary.org
- 16. Perception vs. Reality | 16 Your Club Leadership Plan: • Be A Vibrant Club: Your Club Leadership Plan 10 best practices identified Planning worksheet
- 17. Perception vs. Reality | 17 Final Thought… Develop or use something appropriate for your club. But… DO SOMETHING to assess where your club is now!!
- 18. Perception vs. Reality | 18 Meet Our Featured Panelist - • Joined Rotary 1979 • Served as President, DG, GETS Trainer, International Training Leader • Has over 12 years of experience in Club Vision facilitation • Founder of International Club Vision Facilitation Council Steve Wilcox Rotary Club of Hudson Daybreak (Wisconsin, USA) District 5960 (MN/WI USA) PDG Steve Wilcox
- 19. Perception vs. Reality | 19 Club Visioning:
- 20. Perception vs. Reality | 20 Why is a Plan Needed? • Tradition of annual cycles has not been effective • Establishes a multi-year coordinated plan • Need for greater continuity, consistency, and consensus
- 21. Perception vs. Reality | 21 What is a Club Vision? It is a living management tool that: – Defines a shared commitment – Provides long-term direction – Creates a framework to establish goals and objectives – Optimizes use of resources
- 22. Perception vs. Reality | 22 2014 Consensus 2016 2015 Success VISION Annual plans, projects, programs Continuity and Consistency:
- 23. Perception vs. Reality | 23 Effective Clubs are able to… • Sustain and increase membership • Implement successful service projects • Support The Rotary Foundation • Develop leaders beyond the club level District Insert your Gov. picture here
- 24. Club Leadership Plan: Purpose: To strengthen Rotary at the club level by providing the administrative Perception vs. Reality | 24 framework of an effective club.
- 25. Perception vs. Reality | 25 Vision to Plan Process: Actions and Programs Long- Range Plan Vision
- 26. Perception vs. Reality | 26 The Basic Planning Questions: • Who are you? • Where are you? • Where do you want to be? • How will you get there? • How will you know when you have arrived?
- 27. Perception vs. Reality | 27 Rotary Happens at the Club Level:
- 28. Perception vs. Reality | 28 Strategic Thinking
- 29. • Understand the passions of fellow members/club • Renewed energy/dynamic • Define focus • New ideas • Hear the voices of new and quiet members • Come up with a PLAN for our club • Engage members who may not be involved • Create EXCITEMENT • Think BIG into the future Perception vs. Reality | 29 Top Benefits as Described by Participants:
- 30. “What the visioning did for us in terms of membership is that we planned a couple of events specifically around finding new members. At this point, we have the 1 new member and at least 2 Perception vs. Reality | 30 more will come on shortly.” Club President with 27 members, Canada Visioning-Impact on Membership:
- 31. “Has increased membership by 3 new members, we are hoping for 2 more” Club Membership Chair, U.S.A. “We’ve not grown simply because people have moved out of the area. We do have 2 new members one of which I will attribute to the Club Visioning exercise” Club President with 23 Members, United Kingdom Perception vs. Reality | 31 “Yes, it’s increased by 10-15 members” Club President with 55 members, Australia Visioning-Impact on Membership:
- 32. Perception vs. Reality | 32 Rotary Club Central: Membership Reports • Membership Growth & Viability -Determine current retention rates for new and existing members • Termination Profile -Illustrates when the majority of a club’s terminations are occurring
- 33. Perception vs. Reality | 33 Rotary Resources for Clubs and Districts: • Club Assessment Tools • Be A Vibrant Club: Your Club Leadership Plan • Strategic Planning Guide • Rotary Club Central • Governors, Assistant Governors, and Rotary Coordinators
- 34. WHAT ARE YOU WAITING FOR? BE A VIBRANT CLUB Perception vs. Reality | 34 Be a Vibrant Club includes: •A club success story from your region •Ideas for your club to try •Resources for your club on My Rotary
- 35. Perception vs. Reality | 35 LLEEAARRNN EEVVEERRYYWWHHEERREE WWIITTHH RROOTTAARRYY’’SS LLEEAARRNNIINNGG CCEENNTTEERR.. • Take courses • Find resources • Connect with an online community • Customize your user profile and track your progress Learn how to tell your Rotary story, set goals in Rotary Club Central, apply for a grant, and much more. Visit the Learning Center at http://learn.rotary.org to learn more.
- 36. Perception vs. Reality | 36 Membership Best Practices Discussion Group: Search for “Membership Best Practices” on Rotary.org
- 37. Perception vs. Reality | 37 Rotary Resources for Clubs and Districts: RESOURCES •Strategic Planning Guide •Be A Vibrant Club: Your Club Leadership Plan •Rotary Coordinators •District Planning Guide •www.rivisionfacilitation.org TOOLS •Rotary Club Central •Showcase •Ideas Platform •My Rotary •Learn •Brand Center
- 38. Perception vs. Reality: Club Evaluation and Visioning | 38
- 39. Perception vs. Reality | 39 Thank you! Register for upcoming webinars and access recordings of past webinars at www.rotary.org/webinars
Editor's Notes
- SHEENA: Welcome to today’s webinar Perception vs. Reality: Club Evaluation and Visioning.
- SHEENA: My name is Sheena Lilly, and I am the Coordinator, Regional Membership Plans in the Membership Development Department and I will be your moderator for today’s presentation. Let me begin by saying that I am so excited to be hosting today’s webinar on Club Assessment and Visioning in the Membership Matters Webinar Series! We have a great presentation lined up for you today with some fantastic speakers.
- SHEENA: Now that you have had a chance to test using the question pod, I want to review the goals of this webinar series. This is a 5 part series that will cover the steps you can take in your club to improve the member experience and to grow your club’s membership. Today’s webinar will introduce you to the club assessment and visioning process which can be used to create a plan of action for your club.
- SHEENA- Today’s presentation will be in three sections. The first part of the webinar will explain why club assessments are valuable to clubs and members, and discuss the resources available from Rotary to assist you. The second section will describe the visioning process and turning a club’s vision into a plan of action. Lastly, We will conclude the webinar by getting feedback from you with an interactive question and answer session.
- SHEENA: – Now I would like to introduce our first panelist for today’s presentation. Joe Brownlee has been with Rotary International for 10 years and is the General Manager and Chief Strategy Officer here at Rotary. Joe is also a member of the Rotary club of Evanston and also a recurring presenter on the topic of strategy and club assessments as well as other topics. Joe, and our featured speaker PDG Steve Wilcox presented on the topic of club assessment and visioning at the 2014 RI Convention in Sydney Australia and we have asked them to recapture some of that well received presentation here today. Joe, thank you for joining us today! JOE: It’s a pleasure to be here and I look forward to exchanging ideas with all of you. I recognize there are some major successes and challenges Rotarians and clubs are seeing. I hope I can show you some of the things RI is trying to do to help you and other clubs around the world.
- JOE: Everyone understands the importance of assessing one’s performance and progress towards their individual or collective goals—in life, business, and even our volunteer efforts. Like many individuals and organizations, Rotary clubs should evaluate what they do well, what they could improve on, and what they need to stop doing. In my opinion, Winston Churchill summarizes evaluation best. Evaluation is not easy nor free from conflict, but it helps create a lens for considering change for the good.
- JOE: So, let’s stop and reflect. How would you evaluate your Rotary club experience today? Would you say everything is going well—you have engaged, satisfied members who are diverse in every way, impacting the community in positive ways with great leaders, events, and programs that are well known in the community. You are having FUN! Or, is your club struggling where it’s just not fun, nothing has really changed, you have very little interest from the public and membership is declining in growth, satisfaction, and representation. No matter where you fall—A, B or somewhere in between—it is so important to think about the club’s future, to imagine ambitiously, to push the innovative spirit of your members, and to create an environment where every mover and shaker in the community wants to be a part of our organization. Steve and I would like to get a sense of where you feel your club is in comparison to these two categories so in just a moment we will be launching a poll question for you to answer to get some feedback from you. Which of these two categories does your Rotary club most closely resemble? Column A. Column B. Somewhere in between.
- JOE: Rotary International is here to support you. We are focused on supporting you and all the clubs throughout the world. Rotary International’s strategic plan is focused on three key priorities based on input from over 20,000 Rotarians in the past 5 years of research: Supporting and strengthening clubs through strategies to create innovation, flexibility, growth, diversity, and more Providing support and resources to focus and increase our service efforts around polio eradication, Rotary’s six areas of focus, and programs supporting youth and young leaders And, helping our 1.2 million member sales force to enhance the image of Rotary and promote the value of being part of the Rotary movement You can get a high-level summary in the Strategic Plan progress report which we publish semi-annually on Rotary.org. We know many clubs are doing so much – We hope, through the implementation of RI’s strategic plan, we can help clubs be even better and do so much more.
- JOE: In the March 2014 survey about the future of Rotary, a representative sample of Rotarians told us that membership recruitment, retention, and diversity are all top strategic issues for their clubs today and in ten years. In addition, a fairly significant group of respondents felt that innovation, modernization, flexibility and simplification of rules and processes in Rotary and our clubs are major obstacles in furthering the Rotary cause. One might conclude we have a product issue. Is our product—the Rotary club experience—meeting the needs of our members, prospective members, and our surrounding communities? What we want to offer today are ways to explore what is working or not working in your clubs, and how best to adjust your activities and approaches in delivering the Rotary experience.
- JOE: The March 2014 survey further explored feedback from club members around involvement, networking, and matching of skills. Any trend of 20% or greater in the negative needs some attention. We realize that membership retention is our greatest challenge—we lose roughly 100,000 members per year. And, getting members engaged early and often around what matches their skillsets or interests is the key to retaining members. The data shows that roughly 20% of our members are not involved or engaged to the level that meets their needs.
- JOE: The March 2014 data also shows that less than half of our clubs have some form of a longer-term strategic plan. While a long-term plan in itself doesn’t lead to success, it does help ensure clarity of direction and continuity from one year to the next. Steve Wilcox will talk about how the annual cycle of Rotary doesn’t lend itself to continuity and commitment to a focused success.
- JOE: I promise…the last slide with data. A club with a strategic plan doesn’t automatically mean that the club is strong. Nor, a strong club doesn’t necessarily succeed solely because it has a plan. But, there are some interesting comparisons here. We found that a club with a strategic plan has a 16 point higher rating of the members’ experiences in the club than those that don’t have one. Now, you can interpret this data many ways, but the strategist in me concludes there is a positive correlation—but I know I am biased!
- JOE: We all recognized that any business or organization has a lifecycle. Those who grow from their origination at some point in time are likely to hit a plateau of growth or success. The strong organizations proactively anticipate those plateaus and reinvent their products and services before they begin to flatten. Some don’t and have to react to chaos or wake-up calls before the re-emerge. While others don’t do anything and meet their ultimate demise. Rotary has grown significantly in the last 50 years—in expansion, members, donations, service efforts, and recognition. We continue today to provide value to our members—but has the time come to transform our product because we’ve hit a bit of a plateau in our ability to demonstrate value to those who want it the most—the soon to be or recently retired and the next generations. The competitive landscape in the volunteer, civic service arena is overloaded with supply. It’s not the same as it was 20 or 50 years ago. What is the best way for you to understand your club’s future? Transform your product, if need be? Stay relevant to today’s market and societal needs? Question the status quo? Or identify ways to continue to grow Rotary and help it prosper another 100 years? It’s important to reflect on what is working and what is not. Evaluate your club’s performance. I know my club is going through these same challenges. We’ve looked in the mirror and said we need to change. We are making progress, but it is not easy.
- JOE: Rotary International wants to help you with this difficult task We’ve provided a set of tools to help evaluate your club and set some longer-term goals. Through the club assessment tools or the club leadership plan or the strategic planning guide or Rotary Club Central on Rotary.org…we’ve provided resources to help guide you through the process in collaboration with your district and/or regional leadership teams.
- The Club Assessment Tool is getting a new look and a new name in Spring 2015. Be on the lookout for it. But, the same concepts are included; •Evaluate your club •Identify your weaknesses and opportunities for improvement •Get feedback—from members and community •Discuss how to correct the weaknesses and take advantage of the opportunities •Implement a few key initiatives to address what you can change •And monitor how it is going…check in regularly.
- Joe: Be A Vibrant Club—Rotary depends on our clubs to shine the light on everything Rotary does. Implement some or all of the best practices Use the planning worksheet to help put a plan into place. We need your help.
- JOE: We know that being a Rotarian isn’t supposed to be a job—being a Rotarian is supposed to be FUN and ENJOYABLE. Giving your time to give back. We don’t want this to be work, we want it to be a fulfilling experience in volunteering your time. So, while we’ve emphasized the benefits of evaluation and shown you some tools Rotary International has provided, it’s more important that you use something that fits the needs of your club. But it is more important, especially if you fit into Column B at the beginning of this, that you do something, and you do something now to assess where your club stands. If not now, when? Thank you, and I hope I have provided you some valuable information.
- SHEENA: At this time, I would like to bring out our next panelist, Past District Governor Steve Wilcox. Steve has over 40 years of experience as a Serial Entrepreneur with first hand experience owning, growing, and exiting businesses. 25 years serving and leading non-profit boards, 15 years of experience as a Strategic Execution specialist … and over 12 years of experience in training and facilitating visioning exercises with Rotary clubs.
- STEVE: Rotary is a collection of 34,558 clubs and 1.2M Rotarians. EACH of these clubs represents an individual culture of community, people and circumstances. For over a dozen years we have focused on the vision planning process that celebrates the unique culture of each club facilitated. When a club’s leaders and members understand who they are and why they are different from every other Rotary and service club in their geographical area they can be very specific in their delivery to their members, their community and the wonderful world of Rotary. Today’s webinar speaks to this club level event…
- STEVE: Why is a Plan Needed? Annual Cycles, Multi-Year Coordinated Plan resulting in Continuity, Consistency and Consensus. Efficiency is also a critical outcome of the planning process…the concept that having a plan (and statement of purpose) allows the opportunity for all club members to say who the club is and what they stand for in their community. When this is relevant to the community and communicated (both inside the club and outside-public image), retention and recruiting will become easier.
- STEVE: Club vision is a living management tool, it defines a shared commitment among those present. Simply stated, as club and district leaders, our organization will benefit when clubs “see themselves not as they are but as they can become.” Your resources are your people and your people need to be pulling in the same direction….
- STEVE: Continuity from year to year in our programs and services is what makes our organization strong. This stair step of leadership represents more than just “your” year it represents all that came before you and the legacy that follows. This is about YOUR leadership toward Club Planning. You want clubs to capitalize on their unique history, to develop during this year, and to anticipate the future. When clubs internalize this “staircase,” club presidents realize they don’t have to “do it all in their year.” The implementation of specific visions will often exceed the 12 months they are in office. They can be comfortable in knowing they have ascended another step on the staircase that built on the past, emphasized the present, and was a precursor of the future.
- STEVE: The Club Leadership Plan is vital to the stability, growth, and success of Rotary during our second century of service. The Club Leadership Plan is based on the practices of successful Rotary clubs. Its purpose is to strengthen Rotary at the club level by providing the administrative framework of an effective club.
- STEVE: Successful organizations employ these steps to a solid action plan… The Vision To Plan Process starts out the cycle with solidifying a Club’s Vision and builds toward a long range plan that your club can put into Actions and Programs for a number of years. The clarity that will come from this process will provide the alignment within your club of activities and direction promoting membership strength in retention and growth.
- STEVE: In the Planning Process these are the questions you will want to consider as you work with club planning. To celebrate the individual culture of your club often a mission/passion/vision statement is produced like…Enhancing Opportunities For Youth, Creating a Better Community For All
- STEVE: Rotary Happens At The Club, all service is Rotarian and Club generated. Rotary International and all Districts support this outcome. District culture is based on the culture of clubs that the district represents. The District supports the clubs in their thinking, keeping the RI Strategic plan as their marker
- STEVE: An element of Strategic focus and thinking related to the Strategic Plan… a reference of tie back to the RI Strategic Plan. The Board has agreed to simplify the strategies into three specific priorities effective 1 July 2010. The Board reaffirmed these priorities in June 2013: Focus RI’s activities on supporting, strengthening, and developing clubs to fulfill Rotary’s mission. Clearly, membership grows from strong and viable clubs, and the appeal of Rotary continues to lie in Rotary service and networking initiated through our clubs. Rotary has to promote the benefits of the “NETWORK” Align RI and TRF’s program focus with the most popular humanitarian service interests of Rotarians. Polio eradication remains the clear humanitarian priority. It was evident from the surveys and research that Rotarians demanded focus from RI to support clubs’ service efforts in other key humanitarian projects. The RI Strategic Planning Committee and Board agreed that focus on the Rotary Foundation’s six areas of focus and youth and young adults should yield significant outcomes with focused approaches. In addition, it aligns with what Rotarians already identify as their primary humanitarian service interests. Portray a clear message to the world about Rotary’s actions and successes both locally and internationally. Unifying our brand image is a big challenge globally. <TRF’s six areas of focus are: peace and conflict prevention/resolution, disease prevention and treatment, water and sanitation, maternal and child health, basic education and literacy, and economic and community devel.
- STEVE: Top Benefits As Described By Participants
- STEVE: Visioning-IMPACT on Membership
- STEVE: Visioning-IMPACT on Membership
- STEVE: Rotary Club Central continues to evolve into our collective HUB of reporting and success analysis. Each club has the opportunity to track basic measurements that support the vitality of their club. Membership Growth and Viability along with the Termination Profile assist club leaders in executing their plan for Membership….the result is always an elevated ability to deliver service to your communities.
- STEVE: Once again I reference these tools that clubs find so helpful in their membership efforts. Each of these resources assist club leadership in their journey toward framing their unique culture, planning their collective future resulting in service delivery…every Rotarians ultimate goal.
- A Summary of our Resources and Tools offered today….
- Remember – if you enjoyed today’s webinar, you can register for upcoming webinars and check out the recordings of past webinars on the Rotary website at www.rotary.org/webinars.