district committee manual ENG by sompol siridomseth

DISTRICT COMMITTEE MANUAL

249-EN—(804)

Contents Introduction

1 Roles and Responsibilities

District Committees District Committee Chair Communication Strategies for Achieving Goals Appendix 1: Roles and Responsibilities of District Committees

2 Working with Clubs Communicating with Clubs Tools for Supporting Clubs Your Committeeâ&#x20AC;&#x2122;s Key Message Delivering a Key Message Appendix 2: Developing a Key Message

3 Resources District Resources Club Resources Community Resources RI Resources Appendix 3: Planning Guide for Effective Rotary Clubs Appendix 4: District Team Training Seminar Discussion Questions

4 4 4 6 7

13 13 14 15 15 16

17 17 20 21 22 26 32

Introduction

Rotary International is the association of Rotary clubs. Clubs in a certain geographic area are grouped into districts, which exist to help individual Rotary clubs advance the Object of Rotary. As a member of a district committee, you are responsible for working with district leaders to support specific club and district functions and promote the message of your committee. You have received the District Committee Manual (249-EN) to help make your term as a district committee member successful and rewarding for you, your district, and the clubs you will work with. The manual provides information to help you understand the responsibilities of your position and the many ways in which your committee can help clubs function effectively. You will also receive additional committee-specific information from Rotary International. District committee members are part of the district leadership team, which also includes the governor and assistant governors. At the district team training seminar, you will meet to discuss ways to assist clubs in key areas of their operations. The District Committee Manual is organized to complement the recommended curriculum for district committee members at the seminar; each chapter relates to an important aspect of your role in the district and in relation to clubs. You should review it before attending the seminar, particularly the selected discussion questions in appendix 4, taken from the seminar curriculum. Considering your own answers will help you get the most out of the facilitated discussions. Bring the manual with you to serve as a reference. After you have completed your training, the manual will serve as a functional resource to support you in fulfilling your responsibilities. Comments?

If you have questions or comments about this manual, please submit them to: Leadership Education and Training Division Rotary International One Rotary Center 1560 Sherman Avenue Evanston, IL 60201-3698 USA E-mail: leadershiptraining@rotaryintl.org Phone: (847) 866-3000 Fax: (847) 866-0974

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1 Roles and Responsibilities

See appendix 1 for speciﬁc information on the roles and responsibilities of each district committee.

Your primary responsibility is to work with other Rotary leaders to support speciﬁc club and district functions. In doing so, you promote club effectiveness and, in turn, district effectiveness. Effective clubs are those that • Sustain and increase their membership base • Implement successful projects that address the needs of their communities and communities in other countries • Support The Rotary Foundation through both program participation and ﬁnancial contributions • Develop club leaders capable of serving in Rotary beyond the club level

These elements are related and interdependent. For example, a club with a growing membership base has the resources to increase the size and scope of its service activities. Conversely, if one element is weak or absent, the club’s capacity to develop other elements will also be diminished. As a member of a district committee, you support a specific function within clubs and the district that may only touch on one of these elements, but your activities will ultimately influence the overall effectiveness of the individual clubs. It is important to understand how your expertise in a particular area can influence all aspects of club operations. District Committee Manual 3

District Committees District committees have unique and speciﬁc roles and responsibilities, carrying out functions that contribute to a wide variety of district goals. However, all district committees share the following responsibilities: • Providing support and guidance to clubs • Working with relevant RI and Rotary Foundation committees and task forces • Reporting to the district governor on the status of activities of clubs • Reporting successful club activities to Rotary International for possible inclusion in publications • Working with district leaders to plan strategies to achieve goals • Promoting and attending district training meetings and the district conference

District Committee Chair A district committee chair leads a committee, acting chiefly as an organizer and motivator. The following guidelines can help district committee chairs be successful leaders: • Delegate responsibility for specific tasks and projects among all committee members. • Consult with committee members and district leaders to clarify and understand district goals related to the committee’s function. • Collaborate with committee members to develop a plan of action to achieve committee goals. • Establish and maintain regular communication with committee members, keeping them apprised of relevant developments at both the club and district levels. • Create an information distribution plan to share relevant information from Rotary International and The Rotary Foundation with Rotarians throughout the district. • Work with committee members to ensure that they have the knowledge and skills needed to fulfill their responsibilities. • Communicate with Rotary International and Rotary Foundation staff as necessary.

Communication District committees relay information, communicating with both club and district audiences. Members must work with club presidents, secretaries, and committee members to provide the necessary information and support to help clubs achieve their goals. To do this, district committees must often collaborate with other members of the district leadership team, including the district governor, assistant governors, members of other district committees, and other district leaders. The district communication policy will be discussed at the district team training seminar. The policy will include how and when you communicate with clubs, the district governor, assistant governors, and your fellow district committee members. Following the district’s communication policy will ensure that the appropriate individuals receive the information District Committee Manual 4

they need. In order to foster continuity and ensure consistent support of clubs, committee members should share information with incoming committee members, assistant governors, and governor at the end of the year. Communication within the Committee

Members of the committee must communicate with each other to coordinate their efforts, making the committee’s operation as effective as possible. Committees are encouraged to meet regularly to review and identify available resources, discuss ongoing projects and new initiatives, and develop strategies to achieve committee and district goals. Working with the District Governor

Like assistant governors, district committees often serve as agents of the district governor. While assistant governors can be seen as generalists with a broad knowledge of district activities, district committee members are specialists who focus on particular district goals and club functions. In working with the governor, district committees should • Review the goals formulated by the district leaders and, if necessary, develop secondary goals and objectives speciﬁc to the function of the committee. • Suggest ways in which issues and concerns related to the committee can be addressed at the club and district levels. • Be a source of specialized knowledge, providing the governor with up-to-date information about the committee’s area of expertise. Working with Assistant Governors

As a member of a district committee, you will work with assistant governors to assist the governor with the administration of designated clubs within the district. During the district team training seminar, you will work with incoming assistant governors and the governor-elect to establish a communication policy that will deﬁne expectations about how to communicate with clubs and each other throughout the year. Once a communication policy has been clearly outlined, work with assistant governors to • Find examples of successful club projects and programs for the governor, assistant governors, and other district committees. • Build support at the club level for district committee initiatives. • Encourage club leaders to consult directly with district committees when dealing with issues and concerns related to a committee’s primary function. • Ensure that a club’s goals complement the goals and objectives developed for the district committee. Communication with Other Committees

Often, the work of one committee complements the work of another, and such overlap requires close communication. While your district may divide committees into various categories, the work of Rotary often extends past these boundaries. For example, the work of the district public relations committee to raise awareness of Rotary within a community may inﬂuence the work of the district membership development committee. Thus, it is imperative that committees work together to coordinate projects and initiatives whenever possible.

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Strategies for Achieving Goals The committee should ensure steady progress is being made toward achievement of district goals related to its work. The following steps can help committee members work together to achieve a goal: • Outline speciﬁc actions needed to achieve this goal. • Determine a time frame for each strategy. • Determine who is responsible for implementing each step. • Establish the criteria for measuring progress and success. • Consider the resources and tools that can help achieve the goal. • Evaluate the success of the strategy to learn how to better achieve subsequent committee goals.

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Appendix 1: Roles and Responsibilities of District Committees The following committees should be appointed to address ongoing administrative functions in the district: • Membership development • Extension • Finance • District programs (such as Rotaract and Interact) • Public relations • District conference • The Rotary Foundation • RI Convention promotion Brief statements describing the purpose of each of these committees and their duties appear below. For additional information about district committees, please refer to the Manual of Procedure (035-EN).

Membership Development This committee will identify, market, and implement membership development strategies within the district that are appropriate for the district and will result in membership growth. Duties and Responsibilities

• Plan, market, and conduct a district membership development seminar. • Work with the district governor and club leaders to ensure that the district achieves its membership goal. • Coordinate districtwide membership development activities. • Encourage clubs to participate in RI or presidential membership development recognition programs. • Maintain communication with other district committees (for example, the district extension committee and district public relations committee) to coordinate activities that will aid membership development efforts. • Inform club membership committee members that members of the district committee are available to help them. • Encourage clubs to develop and implement a membership recruitment plan. • Assist club membership development committee chairs in carrying out their responsibilities. • Visit clubs to speak about effective membership development activities, and share information on successful activities. • Ensure that each club committee has a copy of the Membership Development Resource Guide (417-EN).

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Additional Training Requirements

The chair and as many committee members as possible should attend a zonelevel membership development seminar conducted by the RI membership coordinator or RI membership zone coordinator.

Extension Under the direction of the governor, the district extension committee shall develop and implement a plan to organize new Rotary clubs within the district. Duties and Responsibilities

• Identify communities without Rotary clubs that have a population capable of meeting the requirements for chartering a new club. • Identify communities where additional Rotary clubs could be established without detracting from service provided to the community by existing clubs. • Assist in organizing and establishing new clubs. Additional Training Requirement

The chair and as many committee members as possible should attend a training meeting conducted by the RI membership coordinator or RI membership zone coordinator.

Finance The district ﬁnance committee should supervise the district fund by reviewing and studying the amount of per capita levy and necessary expenses of district administration. This committee prepares annual reports on the status of the district’s ﬁnances. Duties and Responsibilities

• Prepare a budget of district expenditures, in cooperation with the district governor, to be submitted to the clubs at least four weeks before the district assembly and approved at a meeting of incoming club presidents at the assembly. • Review and recommend the amount of per capita levy. Any per capita levy must be approved by at least three-fourths of the incoming club presidents at the district assembly or by a majority of the electors present and voting at a district conference. • Assure that proper records of income and expenditures are kept. • Prepare a yearly ﬁnancial report, to be presented at the district assembly. • A member of the committee, preferably the treasurer, and the district governor should be the authorized signatures for the bank account(s) of the district fund. Both signatures will be necessary for any withdrawal. The bank account should be held in the name of the district.

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District Programs

Consult the RI Resources section on pages 22-25 for publications on each program.

Each program committee at the district level is responsible for promotion and administration of an ongoing activity, project, or RI program. These committees provide support and guidance to the clubs. Rotary International provides guidelines, resources, and support for the following RI structured programs: • Community Service • Interact • Rotaract • Rotary Community Corps • Rotary Fellowships • Rotary Friendship Exchange • Rotary Volunteers • Rotary Youth Leadership Awards (RYLA) • Vocational Service • World Community Service • Youth Exchange Duties and Responsibilities

• Promote an understanding of and effective participation in the program through regular contact with each club in the district and through district and intercity meetings. • Organize exhibits of successful programs at district or zone meetings, and circulate these examples among clubs in the district. • Visit clubs within the district to speak about effective examples of the program and provide information on it to help strengthen club activities. • Encourage and assist club chairs in carrying out their program responsibilities. • Encourage clubs in the district to determine local needs that could beneﬁt from the program. • Identify areas for cooperation between program activities and local, nonRotary service organizations by sharing information and helping clubs set goals. • Administer districtwide efforts related to the program. • Promote the aims and achievements of the district program to appropriate Rotary and non-Rotary media sources.

Public Relations The district public relations committee should promote Rotary to external audiences and foster understanding and appreciation of support for the programs of Rotary. The committee should also promote awareness among Rotarians that effective external publicity, favorable public relations, and a positive image are desirable goals for Rotary.

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Duties and Responsibilities

• Maintain contact with the district governor and the chairs of key committees to stay informed about district projects and activities. • Encourage clubs to make public relations a priority. • Promote Rotary to external audiences, such as the media, community leaders, and beneﬁciaries of Rotary’s programs. • Contact the media with newsworthy stories of district projects and events. • Share RI public relations materials with clubs. • Seek opportunities to speak to individual clubs about the importance of club public relations.

District Conference Under the direction of the governor, the district conference committee shall plan and promote the district conference and carry out the necessary arrangements to ensure maximum attendance. Duties and Responsibilities

• Select the district conference venue and coordinate all related logistical arrangements. • Coordinate the ﬁnances of the conference to ensure maximum attendance. • Promote conference attendance with particular emphasis on — New Rotarians — New clubs — Representation from every club in the district • Promote the district conference to external audiences, such as the media, community leaders, and beneﬁciaries of Rotary’s programs. • Coordinate, in cooperation with the district trainer, a district leadership seminar to be held in conjunction with the conference.

The Rotary Foundation The district Rotary Foundation committee consists of experienced and dedicated Rotarians who assist the governor in educating, motivating, and inspiring Rotarians to participate in Foundation programs and fundraising activities in the district. The committee serves as the liaison between The Rotary Foundation and club members. Committee Structure

The members of the district Rotary Foundation committee serve as chairs of seven subcommittees: • Alumni • Annual giving • Grants • Group Study Exchange • Permanent Fund • PolioPlus • Scholarships District Committee Manual 10

Duties and Responsibilities

District Rotary Foundation committee members should consult The District Rotary Foundation Committee Manual (300-EN) for detailed information about their duties and responsibilities.

• Assist the district governor in presenting a district Rotary Foundation seminar for club presidents, presidents-elect, club Foundation committees, and other Rotarians. • Assist the district trainer in conducting Foundation sessions at PETS and the district assembly. • Encourage clubs to conduct at least two weekly programs on the Foundation each year, giving special attention in November, which is Rotary Foundation Month. • Encourage high levels of ﬁnancial support for Foundation programs through regular Annual Programs Fund contributions and gifts to the Foundation’s Permanent Fund. • Ensure coordination of all district Foundation fundraising and recognition activities, including the Annual Programs Fund, Permanent Fund, Educational Programs, Humanitarian Grants, and PolioPlus. • Ensure adequate and effective communication with the club Foundation committees to create a sense of ownership of the Foundation by all clubs in the district. • Encourage clubs to access up-to-date information on the RI Web site, www.rotary.org. • Ask the regional Rotary Foundation coordinator for assistance in carrying out committee responsibilities. • Allocate the SHARE District Designated Fund (DDF). The committee should make its SHARE decisions in consultation with the district governor and district governor-elect. Additional Training Requirement

All members of the district Rotary Foundation committee are expected to attend a regional Rotary Foundation seminar conducted by a regional Rotary Foundation coordinator.

RI Convention Promotion The committee promotes attendance at the annual RI Convention to Rotarians throughout the district. Duties and Responsibilities

• Attend club and district meetings to promote the convention. • Serve as a local resource for convention materials and information. • Ensure the district Web site has information on the convention and links to the RI Web site’s section on the convention. • Translate important convention information into local language(s), if necessary. • Identify and target potential registrants by e-mail, letters, or other methods of communication.

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Training The committee is responsible for supporting the district governor and governor-elect in training club and district leaders and overseeing the overall training plan for the district. The district trainer serves as the chair of the training committee and assigns responsibility for training meetings and functions as necessary. Duties and Responsibilities

• Understand the responsibility to the convener of each meeting. • Work with the governor-elect on training needs in the district for the current Rotary year related to — Presidents-elect training seminar (PETS) — District assembly — District team training seminar (which includes assistant governor training) • Work with the governor on training needs in the district for the current Rotary year related to: — District leadership seminar — Rotaract leadership training — Other training events in the district, as appropriate • Consult on training issues for the district Rotary Foundation seminar and the district membership seminar. These meetings are the primary responsibility of other district committees. • Be responsible for, under the direction of the meeting’s convener, one or more of the following aspects: — Program content — Session facilitation — Identiﬁcation of speakers and other volunteers — Training leader preparation — Program evaluation — Logistics

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2 Working with Clubs

Communicating with Clubs One of your responsibilities as a district committee member is to help develop strategies for meeting district goals. District committees work with clubs to achieve these goals by providing information, serving as a resource, and helping club leaders develop skills they can use to reach club goals. Achievement of club goals will contribute to the achievement of district goals. Before working with clubs, committee members should consult with the governor to ensure committee strategies and ideas support district goals. The governor can also provide advice about how the work of your committee could be enhanced through collaboration with other committees. While each district committee has a specific purpose and responsibilities, there are opportunities for committees to work together. Often, district and club initiatives may require input from several different district committees. For example, if Rotary leaders in a district have initiated a districtwide program for increasing membership, the district public relations, membership development, and other committees may be involved in developing the action plan. This potential for interaction among committees also exists at the club level. Encourage club leaders to cultivate relationships among various club committees to strengthen collaboration and cooperation within clubs. Such teamwork can broaden support for projects and activities among club members, increase participation, and make projects more effective. In working with clubs, committees need to understand the needs of each club and the specific challenges it faces. The assistant governor assigned to a club can be particularly helpful in providing information about the club’s specific characteristics and concerns. Assistant governors can also advise your committee on how to tailor information to help clubs achieve their goals. All work with clubs should begin with the club president. Each committee should provide the president with as much information as possible about its work, its goals, and what resources it can provide to the club. Seek the club president’s permission to work directly with relevant club committees for even greater effectiveness.

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When communicating with clubs, make sure that you are acting within the communication policy established by your district. Use of this policy should ensure that club leaders receive appropriate information and that the governor or assistant governor responsible for a particular club and any relevant district committees are aware of what information clubs receive.

In serving as a committee member, you may encounter initiatives, projects, and activities that have been especially successful. For example, a club may have started a public relations campaign that has greatly increased community awareness of Rotary or found creative ways to increase contributions to The Rotary Foundation’s Annual Programs Fund. Your committee can share such examples with other clubs in the district in a number of ways, including: • District Web site • Governor’s monthly letter • District meetings, such as — District conference — District assembly — Presidents-elect training seminar (PETS) — District Rotary Foundation seminar — District membership seminar Outstanding examples of service projects should also be shared with Rotary International for possible use in The Rotarian, Rotary World, or other RI publications, or inclusion in the WCS Projects Exchange Database on the RI Web site.

Tools for Supporting Clubs As a district committee member, you will work with club leaders to establish goals in your committee’s area of concern and develop strategies to meet those goals. Rotary International offers several tools that help clubs set goals, determine strategies for meeting them, and monitor progress. Using these tools, you can gather information that will help you to tailor your message to each club. Planning Guide for Effective Rotary Clubs

The Planning Guide For Effective Rotary Clubs is a goal-setting tool that allows the governor-elect and incoming assistant governors to work with club leaders to establish goals related to the elements of an effective club as well as club administration. The Planning Guide for Effective Rotary Clubs is first used during the presidents-elect training seminar to establish initial goals. These goals and strategies are further refined at the district assembly and submitted to the district by 1 July. After the Rotary year begins, the planning guide should be seen as a working document through which a club can measure progress toward its goals. As a district committee member, you should consult the sections of the planning guide related to the function of your committee. This information will allow you to understand club goals and determine specific ways your committee can help each club achieve its goals. Memo of Club Visit

Like the Planning Guide for Effective Rotary Clubs, the Memo of Club Visit is based on the elements of an effective club. It helps assistant governors assess a club’s progress toward goals during club visits and allows them to identify ways that district committees and other district leaders can support clubs.

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Consult relevant sections of a club’s Memo of Club Visit to identify areas in which the committee can help the club be more effective. Also, the Memo of Club Visit can help you identify clubs that have been especially successful. Outstanding club projects, ideas, and initiatives should be shared with other clubs in the district.

Your Committee’s Key Message See appendix 2 for more information on developing a key message.

8:1 Ratio. Eight hours of preparation yield one hour of effective presentation.

Your committee’s potential for strengthening club activities and projects increases with a club’s understanding of the function and structure of district committees. Clubs need to understand that district committees serve as resources to help clubs plan, implement, and evaluate their projects and activities. Developing a key message that is publicized throughout the district will ensure that clubs understand your committee’s role and purpose. Developing a key message will give your committee a clear vision of its role. When creating an effective message, keep in mind that adult learners need to understand how the subject matter will beneﬁt them. Thus, you need to demonstrate to the clubs how the practical solutions and knowledge you are providing can be used to overcome speciﬁc challenges. Effective messages often begin with an example or vivid description to inspire interest. Your committee’s message should be brief; avoid jargon and unnecessary details. Conclude your message to clubs by summarizing main points and providing club members with ways to take meaningful action and access additional information.

Delivering a Key Message Consider these suggestions for delivering your committee’s key message to clubs: • Make yourself available as a speaker for weekly club programs. Alternatively, your committee may wish to develop a presentation about its area of expertise that can be adapted by each club. • Meet with club committees that have a function similar to your committee and help them establish strategies to achieve their goals. • Write articles for the governor’s monthly letter, club bulletins, and club and district Web sites. • Consult with other district leaders to ensure that your committee’s key message is included at appropriate district training meetings and the district conference.

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Appendix 2: Developing a Key Message A key message that is delivered consistently throughout the district will ensure that clubs understand how you can support their efforts. Your committee’s message should cover the following points: • Your committee goals and strategies to achieve them • Ways your committee and club-level Rotarians can work together • Examples of how your committee, through discussions and planning with club members, can help clubs reach their goals and improve their operation In developing a key message, your committee may wish to take the following steps: • Develop a general outline, appropriate for both written and oral communication. • Periodically update the outline to reflect adjustments in Rotary policy and changing conditions in the district. • Modify your committee’s message to best suit conditions in individual clubs. Review your message before presenting it to district and club leaders. The following questions may be useful in providing feedback to improve and refine your committee’s message: • Does the message provide club members with the information they need to find out more about the committee and its relevance at the club level? • What main points would a new club member remember about the message? — What points need to be emphasized or modified? • Does the presentation provide ideas about how to increase involvement in Rotary? • Are the responsibilities and activities of the committee linked to the emphases of Rotary International or The Rotary Foundation? • Is the presentation too complex or overly simplified? — How can the introduction be improved to encourage interest in the topic? — What additional information should be included in the presentation? — What information should be removed from the presentation? — What information should be modified or presented differently? • Could the sequence and flow of the presentation be improved? • Does the message include contact information or guidance about how to get more information?

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3 Resources

District committee members relay information between clubs, the district, and RI. Clubs and other district leaders may seek your advice and look to you for guidance on issues relevant to your committee. While you may not necessarily know all the answers, you should know where to ﬁnd them. Many types of resources are available from the district, clubs, the community, and Rotary International to help the district and clubs achieve their objectives. Information resources can be used to explain policies and procedures as well as to promote outstanding activities, while human resources can provide guidance based on their experience. This list provides an overview of the resourses available to district committees.

District Resources The following district resources can help your committee reach its goals: • District governor • District governor-elect • District governor-nominee • Assistant governors • District trainer • Other district committees • Past district leaders • Governor’s monthly letter • District directory • District Web site District Governor

The district governor serves as the district’s liaison to the RI president and Board of Directors and is an ofﬁcer of Rotary International. The governor is responsible for overseeing all the clubs in the district, advising and motivating them and encouraging them to adopt strategies that will make them more effective.

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It is extremely important to provide the district governor with up-to-date information about your committee’s efforts. In return, the governor should provide the committee with any information that is relevant to its efforts and goals. How and how often you communicate with the governor should be outlined in the district’s communication policy. Governor-elect and Governor-nominee

Before the Rotary year begins, you will work with the governor-elect and incoming assistant governors to develop district goals by reviewing past experiences and the current status of the district. You will also work with the governor-elect at the district assembly, where club committee chairs and members are trained. The governor-nominee may also be involved in the planning process, especially if plans extend into the following Rotary year. Because district committee members are often appointed for more than one term, it is important to include the governor-nominee in your plans as much as possible. Assistant Governors

Each assistant governor works with speciﬁc clubs within the district, assigned by the governor. In this capacity, assistant governors assume the following responsibilities: • Meet with and assist club presidents-elect to discuss club goals and viable strategies to achieve them. • Visit each club regularly (at least once per quarter) to discuss progress toward goals and available resources to help with meeting them. • Work with club leaders to schedule and plan for the governor’s ofﬁcial visit. • Update the governor regularly on each club’s progress and the challenges each faces. • Encourage clubs to follow through on the recommendations and requests of the governor. • Identify and encourage the development of district leaders. Because of the important role assistant governors play at the club level, working closely with these district leaders can help increase your effectiveness in working with clubs. Assistant governors can alert you to clubs that need your committee’s help or suggest that clubs support the work of your committee. Keep in mind your district’s communication policy so that club leaders aren’t overwhelmed by communication from both an assistant governor and district committees. District Trainer

Training meetings held throughout the year provide Rotarians with the knowledge and skills necessary to carry out their responsibilities effectively. The district trainer helps the governor and governor-elect train club and district leaders for a successful term of ofﬁce. Under the direction and supervision of the governor or governor-elect (depending on the meeting), the trainer is responsible for conducting training for the following events:

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• • • • • • •

District team training seminar Presidents-elect training seminar (PETS) District assembly District leadership seminar District membership seminar Rotaract leadership training Other training events as appropriate

At the district assembly, district committee chairs will work with club leaders to formulate club goals and strategies related to their committee’s functional area. Before the district assembly, committee members should consult with the district trainer about the agenda and the role they will play at the meeting. Use your time with club leaders to ensure that your committee’s goals reﬂect the interests and needs of the clubs. At the district leadership seminar, committee chairs may be asked to lead sessions on particular RI or Rotary Foundation programs. Use this opportunity to ensure that participants understand the program and will support your committee’s goals. Also take the opportunity to learn how to improve your committee’s presentations by soliciting feedback from participants. Other District Committees

It may be helpful to coordinate your efforts with other committees, since the work of one committee may complement that of another. It is also important to communicate regularly with other committees to ensure that you are not duplicating efforts. Past District Leaders

Past district leaders are often active in district and club affairs. Their knowledge of the clubs in the district and leadership experience can provide district committee members and chairs with insightful ideas and successful strategies to reach goals. Seek their input when planning and implementing goals. Governor’s Monthly Letter

The governor’s monthly letter is sent to club presidents and secretaries. Its purpose is to inform, inspire, and recognize Rotarians in the district. Use the governor’s monthly letter to get your key message to all clubs in the district. Share relevant information with the governor that should be included in the monthly letter. For example, you might share information about an initiative your committee is undertaking that requires participation or cooperation from every club. District Directory

A district directory lists meeting information for the clubs, as well as contact information for the governor, governor-elect, assistant governors, district committees, club ofﬁcers, and other Rotary leaders. Use the directory to contact club leaders directly. Include your committee’s contact information and purpose in the directory so that Rotarians can contact you when they need the support of your committee.

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District Web Site

Many districts have Web sites that provide an overview of district organization and activities as well as news and information about the activities of its clubs. You may wish to consult with the governor or other appropriate district leaders to ensure that information about your committee — its goals and role in the district — is included on your district’s Web site. Consider creating a discussion board for your committee to solicit feedback and adjust goals and activities to be more responsive to Rotarians in the district.

Club Resources District committees may help club leaders plan and implement projects and programs related to your committee’s area of specialization. The following summaries describe key club-leadership positions: • Club president • Club committees • Club members Club President

Club presidents are responsible for guiding their clubs toward goals that are based on the elements of an effective Rotary club. In this role, club presidents function primarily as leaders and motivators, rather than administrators. The club president must work with other club leaders to • Develop a set of realistic yet challenging goals for the club. • Set strategies to achieve those goals. • Assess the success of those strategies. • Make any necessary changes to improve the plans and procedures being implemented to achieve club goals. A club president regularly confers with other club leaders to assess progress and receive input. In this role, the club president is in a unique position to let you know if the club needs the support of your committee. The club president can direct you to the appropriate club members for information and action. The club president can also help motivate Rotarians to support the work of your committee. Club Committees

Similar to the role of district committees, club committees plan, promote, and implement activities and projects that sustain the club and provide service to the local community and communities around the world. If a club’s committees do not function effectively, the club will be unable to reach many of its goals. To make club committees as effective as possible, encourage club presidents to work with other club leaders to do the following: • Deﬁne the purpose of each committee. • Consolidate, eliminate, expand, or add committees as necessary. • Appoint committee members based on their personal interests and talents. • Limit membership to the actual number of people required to fulﬁll the committee’s purpose.

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• Establish a concrete assignment for each committee. • Encourage committees to record meetings, plans, decisions, and results. • Participate in committee meetings when requested or when the situation requires. Club Members

It is important that you encourage clubs to look within and take advantage of their own members’ knowledge and experience. Clubs should strive to have all members as active participants in service and fellowship activities. The spouses and families of club members can also participate in club activities, increasing a club’s capacity for service and its ability to support district goals and projects. Many clubs overlook another important resource: Rotarians in neighboring clubs. As a district committee member, your contact with other clubs in the district can help facilitate interclub contacts and meetings that encourage clubs to share effective practices with one another.

Community Resources Successful Rotary clubs are an active force in their communities. By maintaining close ties to important community members and institutions, clubs can determine what types of service projects are most appropriate and relevant to actual community needs. Furthermore, close contact with community members can generate interest in Rotary, attracting new members and facilitating cooperative relationships with community organizations and leaders. As leading members of their own communities, Rotarians often have access to key information about the community. Encourage club leaders to take advantage of this existing knowledge base. Community information that can be instrumental in helping clubs plan projects and activities include: • Economic situation • Geographical setting • Educational strengths and weaknesses • Political conditions • Health-care systems • Demographic status To obtain this information, club members need to contact other institutions, including: • Service organizations and nonproﬁt groups • Local schools • Government ofﬁces • Community vocational programs • Hospitals and other health-care organizations • Chamber of commerce and other local business groups • Religious organizations

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RI Resources Rotary International offers many resources on Rotary policies, procedures, programs, and training meetings, as well as information on the projects and activities of Rotarians and clubs around the world. The list of resources below is categorized by content to support clubs either by ﬁnding the information yourself or directing clubs to the correct resource. Please note that it is not comprehensive. For a complete list of available resources, consult the RI Catalog (019-EN) or use the Shop section or the Download Center of the RI Web site, www.rotary.org. The Download Center includes many publications available for free download. General Reference

Catalog (019-EN) — A list of RI publications, audiovisual programs, forms, and supplies, updated annually. Available in print and online. Club Officers’ Kit (225-EN) — A set of manuals that includes an overview of the responsibilities of the club president, secretary, treasurer, and club committees, as well as information on the operational areas of a Rotary club including membership development, service projects, The Rotary Foundation, public relations, and fundraising. The kit includes: Club Committee Manual (226-EN) Club President’s Manual (222-EN) Club Secretary’s Manual (229-EN) The Rotary Foundation Quick Reference Guide (219-EN) Manual of Procedure (035-EN) — Policies and procedures established by legislative action, the RI Board of Directors, and the Trustees of The Rotary Foundation, issued every three years following each meeting of the Council on Legislation. Contains the Standard Rotary Club Constitution and Recommended Rotary Club Bylaws. Official Directory (007-EN) — Contact information for RI officers, committees, task forces, and Secretariat personnel; worldwide listing of districts and governors; alphabetical listing of clubswithin districts of, including contact information for presidents and secretaries and meeting times and places. District Conference

District Conference Manual (800-EN) — Includes guidelines required and recommended by the RI Board of Directors and information on promotion, program planning, logistical arrangements, and district business, such as conference resolutions. Convention Promotion

Convention E-bulletin — E-mail bulletin of convention updates. Subscribe through Member Access on the RI Web site. Convention Hotel Reservation Form (994-EN) — Used for individual hotel reservations. Includes a map of property locations. Convention Promotion Brochures (996-EN and 997-EN) — Colorful brochures with information and highlights.

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Convention Registration Form (995-EN) — Used for registration, including preconvention events such as the International Institute. Membership

The ABCs of Rotary (363-EN) — Compilation of short articles about Rotary history and programs. How to Propose a New Member (254-EN) — Brochure outlining the procedure for the selection and election of members. Membership Development Resource Guide (417-EN) — Publication outlining basic procedures for building club membership and suggestions for retaining members. New Member Orientation (414-EN) — Resource for Rotarians responsible for creating or updating their club’s new member education program. Organizing New Clubs (808-EN) — Policies and procedures for organizing new clubs. Rotary Basics (595-EN) — Member education publication that contains the information that every Rotarian should know. This Is Rotary (001-EN) — Colorful brochure providing a brief overview of Rotary for prospective Rotarians and the public. This Is Rotary (449-EN) — A six-minute video that provides a general overview of Rotary and The Rotary Foundation. Ideal for Rotary information programs and new member orientation. What’s Rotary? (419-EN) — Answers frequently asked questions about the organization and scope of Rotary, printed on wallet-size card. Popular handout to non-Rotarians. RI Programs

Communities in Action: A Guide to Effective Projects (605A-EN) — Booklet of instructions for planning, conducting, and evaluating a service project. Interact Handbook (654-EN) — Complete guide for organizing and administering an Interact club, for both sponsoring Rotary clubs and Interact club leadership. A Menu of Service Opportunities (605B-EN) — Information packet on RI’s recommended service priorities for clubs and districts. Rotaract Handbook (562-EN) — Guide to organizing and developing a Rotaract club, and conducting service projects and professional development projects. Rotary Community Corps Handbook (770-EN) — Basic steps for organizing a corps. Rotary Fellowships Handbook (729-EN) — Guidelines and suggestions for starting, operating, and promoting a Rotary Fellowship. Rotary Friendship Exchange Handbook (Web only) — Guidelines for hosts and guests, information on arranging exchanges, sample itineraries, and more. Rotary Volunteers Handbook (263-EN) — Guidelines for volunteering at the club, district, and international levels.

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Rotary Youth Leadership Awards Handbook (694-EN) — Guide to organizing a RYLA event that develops leadership among young people. World Community Service Handbook: A Guide to Action (742-EN) — Information on how clubs and districts can become involved in international service projects. Youth Exchange Handbook (746-EN) — Information for organizing a district Youth Exchange program. The Rotary Foundation

The District Rotary Foundation Committee Manual (300-EN) — Overview of the committee’s program and fundraising responsibilities. District Rotary Foundation Seminar Manual (438-EN) — Resources for conducting a Foundation seminar for club-level Rotarians. Every Rotarian, Every Year Club Success Kit (958-EN) — Brochures, stickers, and instructions to help Rotary clubs promote contributions to the Annual Programs Fund. Humanitarian Grants Program (130-EN) — Comprehensive information and guidelines for humanitarian grants. The Rotary Foundation Annual Report (187B-EN) — Year-end financial figures and notable program achievements. Rotary Foundation Facts (159-EN) — Pocket-size leaflet of the most recent Foundation statistics. Public Relations

Effective Public Relations: A Guide for Rotary Clubs (257-EN) — Tools and tips for promoting club activities to attract positive attention from the community and potential members. PR Tips — A biweekly newsletter that offers innovative ideas for clubs and districts to promote Rotary in their communities (subscription sign-up through the Effective Public Relations section of the RI Web site). Public Relations: Make It Work for You (269-EN) — Video showing the importance of communication for Rotary clubs in the information age. The Rotarian — RI’s ofﬁcial magazine, published monthly. It is a resource on club and district projects, RI Board action, and RI conventions. In addition to The Rotarian, 31 regional magazines in 24 languages also serve Rotarians around the world. Rotary public service announcements (PSAs) — Available for print, radio, and television. PSAs can be used by clubs to promote Rotary in their community. Rotary World — Newspaper published quarterly for Rotary club, district, and international leaders that can be used for club bulletins and other newsletters.

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RI Web Site

Information on many areas essential to the effective operation of clubs can also be found on the RI Web site, www.rotary.org. The site is updated regularly and features information about all aspects of Rotary, including membership, The Rotary Foundation, RI programs, news, events, club and district support, training, and downloads. Many of Rotary’s publications, including program application forms, are available in the Download Center. The Member Access area allows Rotarians to make contributions to The Rotary Foundation, manage their e-mail subscriptions from RI, register for meetings, download administrative software, and access member benefits. Club and district officers have access to additional reports and records. The Rotary E-Learning Center is designed for the independent study of Rotary information by club-level Rotarians. Brief modules for new members and club officers can be viewed online or downloaded. The learning modules are not intended to replace district training meetings but should be used when supplemental training is appropriate. The Rotary E-Learning Center can be accessed from the Training section of the RI Web site. RI Human Resources

RI committees — The RI Board determines the purpose of each of the international-level committees, which are made up of Rotarians appointed by the RI president. Committees advise the Board on policy affecting Rotary International, districts, and clubs. RI task forces — A task force is a group of Rotarians appointed by the RI president to assist Rotary clubs and districts to carry out specific tasks. Regional Rotary Foundation coordinators (RRFCs) — Rotarians appointed to serve as the primary Rotary Foundation resource for a specific region. Rotary International membership coordinators (RIMCs) and zone membership coordinators (RIMZCs) — Rotarians appointed to serve as the primary membership development resource for clubs and districts in a specific region or zone. Contact information for committee and task force members can be found in the front section of the Official Directory (007-EN). The Secretariat

The Secretariat of Rotary International acts as the administrative body for Rotary clubs worldwide, gathering, analyzing, translating, and publicizing Rotary information. It includes RI World Headquarters in Evanston, Illinois, USA, and seven international offices. It serves Rotarians, Rotary clubs, and the leaders of the association, helping them to attain the objectives of Rotary International and implement the policies of the RI Board of Directors and The Rotary Foundation Trustees. Club and District Administration representatives at international offices and RI World Headquarters can answer many administrative questions and direct other inquiries to appropriate RI staff. Contact information for the Secretariat staff can be found in the Official Directory (007-EN) and on the RI Web site.

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PLANNING GUIDE FOR Appendix EFFECTIVE ROTARY CLUBS 3: Planning

Guide for Effective Rotary Clubs

The Planning Guide for Effective Rotary Clubs is a tool to help clubs establish goals for the coming year. The form can be used to track general club trends in membership and club administration. The Planning Guide for Effective Rotary Clubs is based on the concept of an effective club. An effective club is able to � �

�

Sustain and increase its membership base Implement successful projects that address the needs of its community and communities in other countries Support The Rotary Foundation through both program participation and financial contributions Develop leaders capable of serving Rotary beyond the club level

The strategies listed in each section are common ways clubs might choose to pursue goals. Clubs are encouraged to develop alternative strategies to achieve their goals when appropriate. Presidents-elect are encouraged to complete this form in cooperation with their club and submit a copy of it to their governor-elect or assistant governor by 1 July. Please type or print legibly ROTARY CLUB OF Name of president:

Rotary year of office

Mailing address: Telephone

Fax

E-mail

DEMOGRAPHIC INFORMATION (as of 30 June) Current number of members: Number of members as of 30 June last year:

Number of members five years ago:

Number of male members:

Number of female members:

Average age of members: Number of Rotarians who have been members for: Less than 1 year:

1-3 years:

3-5 years:

5-10 years:

10-25 years:

More than 25 years:

Number of members who have proposed a new member in the previous two years: Does club membership reflect the diversity of the community? Our classification survey was updated on of which

(number)

(date)

and contains

Yes (number)

are unfilled.

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No classifications,

Our club has sponsored a new club within the last 24 months.

Yes

If yes, has your club implemented a plan to provide follow-up orientation for members of the sponsored club? Yes No MEMBERSHIP DEVELOPMENT (Recruitment, Retention, and Organizing New Clubs) Our club has established the following membership goal for the upcoming Rotary year: Our club will strive to have

(number)

members by 30 June

(year)

We have identified the following sources of potential members within the community:

How does the club plan to achieve its membership goals? (check all that apply) Develop a retention plan that focuses on maintaining high levels of enthusiasm through participation in interesting programs, projects, continuing education, and fellowship activities Appoint a committee of club members who have been trained in effective recruitment techniques Develop a recruitment plan that focuses on a true representation of the business and professional leadership in the community Develop a recruitment plan that focuses on a true representation of the diversity of the community Develop a recruitment plan that clearly explains the expectations of membership to potential Rotarians Implement an orientation program for new members to support their successful assimilation into the club Create a brochure that provides general information about Rotary as well as specific information about the club for prospective members Assign an experienced Rotarian mentor for every new club member Recognize those Rotarians who sponsor new members Conduct a public awareness program targeted at the business and professional community to increase awareness about what Rotary is and what it does Encourage members to join a Rotary Fellowship to experience the internationality and friendship of RI Participate in the RI Membership Development award programs Seek opportunities to organize a new club Other (please describe):

What makes this a good club to attract new members?

What aspects of this club could pose a barrier to attracting new members?

Action steps:

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SERVICE PROJECTS Our club has established the following service goals for the upcoming Rotary year: For our local community:

For communities in other countries (international service):

How does the club plan to achieve its service goals? (check all that apply) Appoint a committee of club members who have been trained in how to plan and conduct a successful service project Review the club’s current and ongoing service projects to determine whether they are relevant, needed, and of interest to club members Identify the social issues in the community that the club wants to address through its service goals Assess the club’s fundraising activities to determine if they meet the club’s project funding needs Involve each club member in the club’s service projects Conduct or obtain a needs assessment of the community or communities in other countries Recognize club members who participate in and provide leadership to the club’s service projects Identify a partner club with which to carry out an international service project Participate in: Interact

Rotary Friendship Exchange

World Community Service

Rotaract

Rotary Volunteers

Youth Exchange

Rotary Community Corps

Rotary Youth Leadership Awards

Use the resources of The Rotary Foundation to support a project identified by the club Other (please describe):

Action steps:

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THE ROTARY FOUNDATION Our club has established the following Rotary Foundation goals for the upcoming Rotary year: Our club will strive to achieve an annual giving goal of US$

Our club will participate in Rotary Foundation programs by:

How does the club plan to achieve its Rotary Foundation goals? (check all that apply) Appoint a committee of club members who understand the programs of The Rotary Foundation and who are committed to promoting financial support of the Foundation Help club members understand the relationship between Foundation giving and Foundation programs Schedule presentations that inform club members about the international service opportunities available through the programs of The Rotary Foundation Send a representative to the district Rotary Foundation seminar Use the resources of The Rotary Foundation to support the clubâ&#x20AC;&#x2122;s international projects Recognize club membersâ&#x20AC;&#x2122; financial contributions to The Rotary Foundation and their participation in Foundation programs Encourage each club member to make a gift to the Annual Programs Fund Participate in: Group Study Exchange

PolioPlus/PolioPlus Partners

Matching Grants

Host/Sponsor an Ambassadorial Scholar(s)

District Simplified Grants

Sponsor a Rotary World Peace Scholar

Individual Grants

Sponsor a University Teacher

Invite Foundation program participants and alumni to participate in club programs and activities Other (please describe):

Action steps:

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FUTURE ROTARY LEADERS Our club has established the following goal for developing future Rotary leaders for the upcoming Rotary year: Our club will identify

(number)

members as potential future leaders and notify the district by 30 June

(year)

How does the club plan to build future Rotary leaders? (check all that apply) Encourage committee chairs to attend the district assembly Encourage interested past presidents to attend the district leadership seminar held in conjunction with the district conference Use the expertise of the clubâ&#x20AC;&#x2122;s assistant governor Arrange for district committees to make presentations to club members Have club leaders work with the district governor and assistant governor to maximize the effectiveness of the governorâ&#x20AC;&#x2122;s official visit Encourage new members to assume positions of leadership through participation in club committees Have club members visit other clubs to exchange ideas and share the knowledge they gain with the rest of the club Other (please describe):

Action steps:

GENERAL ADMINISTRATION What plans have you made to carry out the administrative tasks required for the effective operation of the club? (check all that apply) Board meetings have been scheduled on a regular basis. ________ club assemblies have been scheduled. (number)

Club elections will be held on _____________. (date)

Our club will send at least ________ delegates to the district conference. (number)

A club bulletin editor has been appointed to provide information that is beneficial to club members. The club Web site will be updated ________ times per year. (number)

A committee of motivated club members has been appointed to develop interesting and relevant weekly club programs. A committee of motivated club members has been appointed to plan a variety of fellowship events. Monthly attendance figures will be reported to the district leadership by the ________ day of the following month. (number)

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Our club will use the Rotary Business Portal to maintain RI club records. Membership changes will be reported to RI within ________ days. (number)

Reports to RI, including the semiannual report, will be returned within ________ weeks of receipt. (number)

Other (please describe):

Action steps:

Our club would like assistance from the assistant governor or governor with the following:

What issues would you like to discuss with your governor or assistant governor during a visit to your club?

Club President

Date

Rotary Year

Assistant Governor

Date

862-ENâ&#x20AC;&#x201D;(203)

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Appendix 4: District Team Training Seminar Discussion Questions Please review the following discussion questions. Advance review of the District Committee Manual and thought regarding these questions will help you prepare for your training and maximize the effectiveness of your time spent with your fellow district leaders. Communication within the District Who is part of your districtâ&#x20AC;&#x2122;s team?

When and how often should members of the district team communicate with each other?

What information should be communicated to clubs? What information should be communicated to district leaders?

How will information be communicated?

What is the optimum method to ensure that all parties remain fully informed?

Roles and Responsibilities of District Committees What are the common responsibilities of district committees?

With whom do district committees work?

In working with the governor, what are your responsibilities?

In working with the clubs, what are your responsibilities?

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Elements of an Effective Club What are the elements of an effective Rotary club?

What is the role of the district in supporting effective clubs?

Achieving Goals How do district committees support the achievement of club and district goals?

Where will you ďŹ nd information about the goals that clubs have established?

Working with Clubs In what ways can different committees cooperate to support clubs?

Why is it important for your committee to develop a message for clubs?

For those of you who have already served as a district committee member or chair, what have been some ways that you have successfully conveyed your message to clubs?

What successful strategies have you used that you would like to share with your fellow district committee members?

Resources Who are key resources for clubs at the district level?

How will you collaborate with assistant governors to serve clubs effectively?

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What resources are available at the club and community levels?

What resources are available from Rotary International?

Problem Solving How do district leaders determine that a club needs additional support?

How can the Planning Guide for Effective Rotary Clubs be used to identify issues?

How can you help clubs that need additional support?

What successful strategies have you used that you would like to share with your fellow district committee members?

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