Resolving Club’s Membership Issues:
Strategic Plan Update 2012
Retain to Gain
RI Institutes
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Resolving Club’s Membership Issues:
Retain to Gain
Objectives
Premise on Club Standpoint
What
Why
How
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Resolving Club’s Membership Issues:
Retain to Gain
District 3790
Membership Growth
for the last 12 years
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Resolving Club’s Membership Issues:
Retain to Gain
D3790 MEMBERSHIP FIGURE
(From July, 2000 to June, 2012 )
3,500
1 Jul
30 Jun
3,000
2,500
2,000
1,500
1,000
500
0
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
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Resolving Club’s Membership Issues:
Retain to Gain
GROWTH vs ATTRITION
1,200
Gain
Attrition
1,000
800
600
400
200
0
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
-200
-400
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Resolving Club’s Membership Issues:
Retain to Gain
D3790 CLUB GROWTH
(From July, 2000 to June, 2012 )
1 Jul
30 Jun
100
90
80
70
60
50
40
30
20
10
0
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
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Resolving Club’s Membership Issues:
Retain to Gain
Members leave because
they see Rotary not worth
their time!
Cebu Multi-district PETS 2013
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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”?
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Strategic Planning for Membership Retention
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;
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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
Opportunities
•
• strategic alliances
•
• innumerable needs
of community
• innovation and openness
• women and young professionals
• availability of successful leaders
• new media associated tactics
Internal
Threats
Aging members
Member’s family
obligations
Attendance reqmts
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Strategic Planning for Membership Retention
External
•
•
•
•
“Recruiting” Mindset
growth in numbers
temporary results
longer term attrition
weaker club
“Retaining” Mindset
• attracting members through
a diverse menu
o service,
o social, and
o professional development
activities and programs
• productive long term
members
• build stronger club.
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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.
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Strategic Planning for Membership Retention
Engagement = commitment + investment
to club’s
of time,
programs
talent
or activities
or treasure.
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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)
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Resolving Club’s Membership Issues:
Retain to Gain
Membership Growth Formula
value of
membership
cost of
membership
PDG John Adams (D6740)
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Resolving Club’s Membership Issues:
Retain to Gain
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Thank you
Questions and Discussion