Strategic Plan Update 2012RI Institutes

Resolving Club’s Membership Issues: Retain to Gain

1

2

Objectives

Premise on Club Standpoint

What

Why

How

Resolving Club’s Membership Issues: Retain to Gain

3

District 3790 Membership Growth for the last 12 years

Resolving Club’s Membership Issues: Retain to Gain

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-120

500

1,000

1,500

2,000

2,500

3,000

3,5001 Jul 30 Jun

D3790 MEMBERSHIP FIGURE(From July, 2000 to June, 2012 )

4

Resolving Club’s Membership Issues: Retain to Gain

GROWTH vs ATTRITION

5

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

-400

-200

0

200

400

600

800

1,000

1,200

Gain Attrition

Resolving Club’s Membership Issues: Retain to Gain

D3790 CLUB GROWTH(From July, 2000 to June, 2012 )

62000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-120

10

20

30

40

50

60

70

80

90

100 1 Jul 30 Jun

Resolving Club’s Membership Issues: Retain to Gain

Members leave because they see Rotary not worth their

time! Cebu Multi-district PETS 2013

7

Resolving Club’s Membership Issues: Retain to Gain

Evaluate Ourselves:

Are we providing activities and services the current and future members want?

or

Do we cling to unpopular, tired programs and activities because “we’ve always done it that way”?

8

Resolving Club’s Membership Issues: Retain to Gain

9

The essence of Strategic Planning: Making use of the Planning Guide for Effective Rotary Clubs

• good housekeeping taking cognizance of the club’s culture and mindset in the process;

• environmental scanning to include demographics;• medium and long term strategic process;

Strategic Planning for Membership Retention

Strengths

• maturity of membership base

• depth of brotherhood• geographical locations• competence / capabilities• resources & expertise• reputation • leadership• connections

Weaknesses • laissez faire attitude at times• conservative attitude• lack of occupational diversity

vs community business • lack of organized membership

atttraction and retention policy

S Opportunities• strategic alliances• innumerable needs of community• innovation and openness• women and young professionals• availability of successful leaders• new media associated tactics

W Threats• Aging members• Member’s family

obligations Attendance reqmts

TO

Internal

10

Strategic Planning for Membership Retention

External “Recruiting” Mindset “Retaining” Mindset

• growth in numbers• temporary results• longer term attrition• weaker club

• attracting members through a diverse menuo service, o social, ando professional development

activities and programs• productive long term

members• build stronger club.

11

Strategic Planning for Membership Retention

12Change is healthy but rarely easy!

Strategic Planning for Membership Retention

• giving members the VALUE they seek • keep members interested• top to bottom look

• programs and activities;• schedules & locations; • dues, etc.

Club’s Value Proposition

Engage Rotary

13

Engagement =commitment to club’s

programs or activities

investment of time, talent

or treasure.

+

Strategic Planning for Membership Retention

Membership Minute

14

Strategic Planning for Membership Retention

Four Important Tools on Struggling Attendance. 1. Leaves of absence (board’s discretion);2. Make-ups at another club;3. eClub (online Rotary meetings)4. to count participation in any

club activity, committee meeting, service project etc. as meeting attendance (board’s discretion)

value of membership

Membership Growth Formula

cost of membership

PDG John Adams (D6740)

15

Resolving Club’s Membership Issues: Retain to Gain

16

Resolving Club’s Membership Issues: Retain to Gain

Thank you

Questions and Discussion