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‘STRATEGIC PLANNING - GLAZING OVER?’

Article by ARC PDG David Egan
Rotary leaders including current RI President Holger Knaack, encourage all clubs to undertake a 5-

year strategic planning process, which is not surprising considering that globally we have inducted
1,375,684 new members in the last 10 years whilst our total membership remains at 1.2 million. A local
reduction of more than 25% in the same period calls for urgent action to do things differently.
Despite this when strategic planning is mentioned one often hears “you can’t use that term because eyes glaze over”.
Why? Is it because in focusing on strategy we fear we'll lose what we intuitively know holds us together; i.e. those
important things like service, fellowship and our values? I believe good strategy does the opposite - it unites us to
find ways to adapt and increase service, fellowship and engagement, ultimately expanding our reach.
In Rotary we face an adaptive change challenge which needs adaptive leaders who can foster diverse perspectives
whilst they mobilise people to do things differently for improved outcomes. They do so through effective listening
and good strategic planning.
Taking a longer-term focus on “what matters most for the future” is critical. Short term thinking is a real no-no with
leaders thinking in “my year” terms falling into a trap to be avoided at all costs.
So, what does “what matters most for the future” mean? A good way to identify it is to ask members three key
questions:
Firstly, what are you most passionate about in Rotary and mustn’t change, but also what should
change? Members invariably say they are passionate about service, fellowship and our common values and, if
serious about “the future”, they realise fostering young leaders, diverse membership and new operating
approaches are needed.
Secondly, what do you think we are best in the world at? Members usually come up with things like
collectively using our talents, time and treasure to do good /make a difference. I would add our networks to that
important list.
Thirdly, what do you think drives our economic engine? Members intuitively know that it is fundraising,
donations and efficiency that are important.
The answers to these questions should help identify three or four areas critical to future success in the new
environment. The next step is to list against each of these the activities necessary to achieve desired outcomes over
time; it is important these activities include what needs to be done differently and how. To help monitor progress,
measures describing quality, quantity and time are then added and the strategic plan is in place.
Implementation and regular review over 5 years minimum is then necessary.

To further demystify the process and provide key learnings, see Rotary Adelaide’s 5-year strategic approach to
embracing change and growing Rotary on the Membership Voice website https://youtu.be/NSbzyGLTQ7Q.

‘ALUMNI – AUTUMNAL THOUGHTS’

Article by ARC PP Damian Leach, Youth Programs, Alumni, and Younger Membership
For many districts, the Autumn season from March through to May could be renamed Learning
Season. As we prepare for the coming Rotary year, each District Governor and supporting team
develop and conduct their schedule of learning opportunities within their districts, one area which is
not considered a great deal is alumni. By engaging with this key segment of our family, I think we have
an opportunity to be stronger for it.
There are many areas of our learning process where we can effectively engage our alumni such as presenters and
facilitators at our events. Our Alumni have incredible skills, both those which they have developed through Rotary’s
input, but also outside of our influence. We should seek to continue their engagement through utilising these skills
in enhancing our own.
But secondly, we should invite them to our learning opportunities. We have exceptional speakers and facilitators in
many facets of project management, public speaking, conflict resolution and many other topics. These sessions,
while applied within a Rotary context, teach and develop skills which are transferable to both an employment and/or
a personal context.
As Rotarians we have exceptional opportunities for engagement with our alumni, let us keep the conversation
continuing. Feel free to email me with innovative ways your district and/or club is facilitating building relationships
with your alumni.

Rotary on the Move March 2021 Page 4