1. Click to edit Master title style
We need a Movement
for recruiting and retaining members in
D9400, D9370, D9350

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Click to edit Master title style
STRATEGIC PLAN
Establish your
Web of Leadership
and increase the
Rotary movement
Thank you
D9400; D9350; D9370

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