Stewardship, Qualification and
Strategic Planning
PDG Usama Barghouthi
DRFC 2013/14
TRF Seminar, Dubai, UAE
8 December 2012
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Stewardship
Stewardship is the responsible management
and oversight of grant funds, which ensures
that funds are used properly and benefit
populations in need.
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Stewardship Practices
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Have Rotarians supervise project
Implement projects as approved
Follow standard business practice
Report irregularities
Submit reports
Retain documents
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Stewardship Activities
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Report tracking
Routine monitoring
Random and targeted audits
Investigating allegations
Stewardship seminars
Qualification
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Stewardship
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Financial Review of Projects
Timely and Complete Reporting
4-Way Test
Rotary Code of conduct (previously known
as) Declaration of Rotarians in
Businesses & Professions
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Stewardship
The trustees rely on the Integrity of the
Clubs and Rotarians engaged in Project
Implementation to ensure that funds are
used effectively for the purpose for which
they were given.
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Qualification
• Qualification provides clubs with financial
and stewardship controls for meeting
Foundation requirements and managing
grant-funded activities.
• Clubs need to qualify before applying for
global and packaged grants.
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Qualification Requirements
• Attend a grant management seminar
• Read, sign, and submit club MOU to the
district
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Club Memorandum of Understanding
• The club MOU is a binding agreement
between the club and its district, outlining
Foundation requirements.
• By signing the MOU, the club agrees to
comply with the requirements.
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• A. Upon successful completion of the qualification
requirements, the club will be qualified for one Rotary
year.
• B. To maintain qualified status, the club must comply
with this MOU, any additional district requirements,
and all applicable TRF policies.
• C. The club is responsible for the use of funds for
club-sponsored grants, regardless of who controls the
funds.
• D. Qualification may be suspended or revoked for
misuse or mismanagement of grant funds
• E. The club must cooperate with any financial, grant,
or operational audits.
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Misuse or Mismanagement
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fraud
forgery
membership falsification
Gross negligence
endangerment of health,
welfare, or safety of
beneficiaries
• Ineligible contributions
• use of funds for personal
gain
• undisclosed conflicts of
interest
• monopolization of grant
funds by individuals
• report falsification
• overpricing
• acceptance of payments
from beneficiaries
• illegal activities
• use of grant funds for
ineligible purposes.
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Club Officer Responsibilities
• A. Appointing at least one club member to
implement, manage, and maintain Club
qualification
• B. Ensuring that all TRF grants adhere to
stewardship measures and proper grant
management practices
• C. Ensuring that all individuals involved in a
grant conduct their activities in a way that
avoids any actual or perceived conflict of
interest
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Written Financial Management Plan
The financial management plan must include
procedures to
• A. Maintain a standard set of accounts, a complete record of
all receipts and disbursements of grant funds
• B. Disburse grant funds, as appropriate
• C. Maintain segregation of duties for handling funds
• D. Establish an inventory system for equipment and other
assets purchased with grant funds, and maintain records for
items that are purchased, produced, or distributed through
grant activities
• E. Ensure that all grant activities, including the conversion of
funds, comply with local law
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Bank Account Requirements
• In order to receive grant funds, the club must
have a dedicated bank account that is used
solely for receiving and disbursing TRF grant
funds.
• A. The club bank account must
– 1. Have a minimum of two Rotarian signatories
from the club for disbursements
– 2. Be a low- or noninterest-bearing account
• B. Any interest earned must be documented
and used for eligible, approved grant
activities, or returned to TRF.
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Bank Account Requirements
• C. A separate account should be opened for each
club-sponsored grant, and the name of the
account should clearly identify its use for grant
funds.
• D. Grant funds may not be deposited in
investment accounts such as mutual funds,
certificates of deposit, bonds, and stocks.
• E. Bank statements must be available to support
receipt and use of TRF grant funds.
• F. The club must maintain a written plan for
transferring custody of the bank accounts in the
event of a change in signatories.
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Strategic Planning
• Identify your club’s strengths and
weaknesses.
• Set goals to capitalize on your club’s
strengths and address the weaknesses.
• Create an action plan for each goal.
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Goal Setting
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Creating an Action Plan
For each goal, identify:
– Actions needed
– Person responsible
– Timeline
– How progress will be measured
– Available resources
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Strategic Planning
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Strategic Planning Steps
1. Create a vision.
2. Develop long-range goals that support
your vision.
3. Set annual goals that support your
long-range goals.
4. Evaluate your plan regularly and adjust
as needed.
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Strategic Planning Best Practices
Past, current, and incoming club officers should
work together to customize a leadership plan that
incorporates current club strengths and best
practices, such as these:
• Develop long-range goals that address the
elements of an effective club.
• Set annual goals that support long-range goals.
• Keep all members informed by holding club
assemblies.
• Communicate effectively with club leaders, club
members, and district leaders.
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Strategic Planning Best Practices
• Ensure continuity in leadership and service
projects from year to year.
• Customize club bylaws to reflect club operations
and practices.
• Provide opportunities to develop stronger
relationships among members.
• Ensure that every member is active in a club
project or function.
• Offer regular, consistent training.
• Assign committees that support your club’s
needs.
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Strategic Planning Best Practices
• Review your practices with your fellow club leaders annually to
ensure that they continue to meet your club’s goals and reflect
your club’s identity.
• Ask your assistant governor for assistance.
• You can also consult your Club and District Support
representative, immediate past president, or Rotary coordinator
to connect you to resources.
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Strategic Planning Process
1. Vision Mission/Purpose
Values
7. Monitor
Evaluate
2. Assess where
we are?
3. Strengths
Weaknesses
Opportunities
Threats
(SWOT)
6. Implement
District/Club
5. Goals
Objectives
Tasks
4. Decide
Strategic
Directions
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On Club Level
Define
Vision/Mission
Objective/Values
Identify
Expectations
Supervise Evaluate
Identify key
players and
resources to
allocate them
Identify the
club strength
& weaknesses
Identify
tactics and
actions
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Define
strategic
priorities
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Strategic Priorities & Objectives
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Support and Strengthen Clubs
• Foster club innovation and flexibility
• Encourage clubs to participate in a variety of
service activities
• Promote membership diversity
• Improve member recruitment and retention
• Develop leaders
• Start new, dynamic clubs
• Encourage strategic planning at club and
district levels
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Focus and Increase Humanitarian Service
• Eradicate polio
• Increase sustainable service focused on
– New Generations/Youth programs
– The six areas of focus
• Increase collaboration and connection
with other organizations
• Create significant projects both locally
and internationally
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Enhance Public Image and Awareness
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Unify image and brand awareness
Publicize action-oriented service
Promote core values
Emphasize vocational service
Encourage clubs to promote their
networking opportunities and signature
activities
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Thank you
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