Increase our Ability to Adapt

As People of Action we seek new perspectives and new ideas that can strengthen Rotary and create lasting change.

Let’s work to create a culture of research, innovation, and willingness to take risks in your club to better serve your community.

To increase our ability to adapt we will:

Build a Culture of Research, Innovation and Willingness to Take Risks

We will achieve this by:

• Implementing a cultural shift to One Region One Rotary

• Maintaining a new strategic board, with the right people in the right roles

• Strongly encouraging district adoption of the cluster approach to facilitate district and club collaboration, bigger and more impactful projects and a consistent cluster wide image to attract and engage new and existing members

• Integrating Specialist Adviser Teams across all disciplines at the cluster level for a unified district and club support approach

• Creating an environment where Rotarians and Rotaractors are encouraged and want to take on leadership roles

• Further enhancing of the Rotary digital space as an innovative self-directed platform

• Supporting and encouraging the use of virtual connectivity to optimise in-person meeting, leadership development, fundraising and service projects

Streamline Governance, Structure and Process

We will achieve this by:

• Recalibrating the volunteer/staff relationship to define clear expectations for accountabilities and behaviours as part of the Board, Specialist Adviser Team and District Governor orientation

• Maintaining effective District Governor (Elect and Nominee) Forums

• Bringing specialist support closer to club level through cluster culture

• Revisiting budgeting process and profit and loss accountability

• Upgrading IT support systems

• Optimising the use of excess reserves to support the Action Plan.

Review Governance to Foster More Diverse Perspectives in Decision-Making

We will achieve this by:

• Enhancing transparency of Association processes and volunteer roles expectations

• Clearly defining process and expectations for the appointment process

• Recommending best practices for club and district appointments

• Revising district and club Standing Orders through an internal campaign

• Making training available for Council on Resolutions and Legislation recommendations

• Improving processes to evaluate why we do what we do, and what value it adds.