Are you ready to lead your club in 2017-18? Start thinking
about how you can get the most out of your presidents-elect
training seminar (PETS). Learn what you can do now to set
yourself up for a successful term as president.
9. 2016
Supporting District
and Club Leaders in
Developing Stronger,
more dynamic and
more effective Clubs
KEY RESPONSABILITIES
10. 2016
• Role is to serve as a trainer, motivator, consultant and
subject matter expert for club and district leaders in
your region.
• Assist leaders in sharing Rotary’s success stories to the
community and media, local civic and government
leaders, non-governmental organizations and similar
entities. Sharing the Rotary story will help build a
climate to enhance membership, expand Rotary service
and inspire friends, fans and donors to further support
Rotary and its mission of doing good in the world.
ROLE OF RPIC
11. 2016
Together with the regional Rotary Foundation
coordinators (RRFCs) and Rotary coordinators (RCs),
Rotary public image coordinators communicate with
districts in their regions about Rotary International’s
initiatives. While the RRFCs serve as a resource for
Foundation matters and the RCs for membership
matters, the Rotary public image coordinators help
enhance the organizations public image and raise
awareness of Rotary worldwide.
THE COORDINATOR TEAM
12. 2016
Responsibilities cover a broad spectrum:
• Inform and motivate Rotarians about Rotary’s public
relations efforts.
• Promote the RI Strategic Plan priorities of advancing
internal and external recognition and public image of
Rotary.
• Encourage stronger club-level public relations efforts.
RESPONSABILITIES
13. 2016
• Identify how to connect Rotarians who are finding
innovative ways to enhance public image, participation
in social media with clubs and districts that need
assistance in those areas.
• Work with district leaders to create a plan for meeting
critical district communications needs and providing
relevant resources.
• Promote long-term, club and district communication
planning, assess public relations needs, and identify
ways to increase awareness and understanding of the
organization.
STRATEGIZE
14. 2016
• Share success stories of effective public relations efforts
to inspire and motivate club and district leadership.
• Promote local and RI communications efforts to enhance
Rotary’s public image and external awareness.
• Provide regular communications (via zone website, blog,
newsletter, etc.) that includes news and updates from RI.
COMMUNICATE
15. 2016
• Conduct regional seminars that promote PR resources,
social media participation and Public Image Grants,
collaborating with fellow regional coordinators when
possible.
• Serve on GETS training team when invited by convener,
and assist at Rotary institutes, and other zone-level
meetings, as needed.
• Participate in club and district events, including the
presidents-elect training seminar (PETS) and other
training opportunities.
TRAIN
16. 2016
• Provide guidance to districts relating to Public Image
Grants.
• Foster and share examples of innovative and creative
approaches that support efforts on key dates (such as
World Polio Day and Rotary’s Anniversary).
• Consult on outward-facing outreach efforts, both online
and using traditional media.
• Be sure to work closely with the RI director in your
region to determine your priorities and finalize regional
goals for your term.
ADVISE
17. 2016
• Reach out directly to media in your region, to establish
contacts and share relevant information (press releases,
highlight events).
• Highlight Rotary’s efforts in the regional media around
key dates and events (such as pitching humanitarian-
focused news stories around UN-related days).
OUTREACH
18. 2016
• Rotary public image coordinators are considered experts
in the various areas of communications. RPIC’s are
appointed based on their knowledge and experience with
public relations, marketing, journalism, branding and
public speaking, among others. Assistants have expertise
in topics that can strengthen club and district public
relations efforts and enhance Rotary’s public image. This
support will help raise awareness and understanding of
the organization and what it does.
EXPERTISE
19. 2016
• Conduct public relations training and promote the
resources available at the zone, district and club levels.
• Suggested ways to focus on Public Relations Training
include:
• Conducting/facilitating/supporting a minimum of three
PR training sessions per RPIC, per zone
• Developing training modules on Media Training, Crisis
Management and Social Media
• Assisting in efforts to introduce, explain and coach
districts on Rotary’s current brand initiative
PUBLIC RELATIONS TRAINING
20. 2016
• Serving as a resource for the District governors and
District
• Encouraging the use of Social Media to communicate
with new audiences
• Using Social Media to promote and communicate
Rotary’s work around specific dates (such as World Polio
Day)
PUBLIC RELATIONS TRAINING
21. 2016
• Public Relations Outreach is about ensuring Rotary receives
positive and fair media coverage relating to projects and
efforts (such as the End Polio Now campaign) while
increasing awareness and understanding
• Suggested ways to focus on public relations outreach
include:
• Encourage the use of Rotary Showcase to promote
successful club projects to non-Rotarians through Facebook
• Promoting and supporting Rotary’s End Polio Now Efforts
by inviting members of the media to participate in a
National Immunization Day; identifying and securing the
participation of a celebrity for the “This Close” campaign
PUBLIC RELATIONS OUTREACH
22. 2016
• Supporting Rotary’s Anniversary (23 February) by using
social media to multiply the effects of efforts and identify
a new celebration idea
• Increasing positive media coverage of Rotary by placing
stories in major publications, establishing relationships
with local media and distributing RI produced press
releases
• Working with Rotary leadership to build support for
public image efforts
• Measuring and reporting PR successes
PUBLIC RELATIONS OUTREACH
26. 2016
• Using websites and social media
• Using billboards, radio messages,
television, and print ads
• Working with the media
• Handling a media crisis
• Use of Rotary’s visual identity
and voice
COMMUNICATIONS STRATEGIES SHOULD
COVER . . .
30. 2016
• Download our guidelines
• Create your own club logo
• Use templates as a starting
point
• Use images to inspire your own
photos
1. ADOPT THE NEW VOICE AND VISUAL IDENTITY
31. 2016
• Real people,
real stories
• Tug the heartstrings
• Focus on the WHY, not
the HOW
• Define your impact
2. TELL COMPELLING STORIES WITH
CONSISTENT MESSAGES
161. 2016
• Plan how you will use communications
strategies to achieve your public image goals
• Create an external communications plan for
your district
• Use the public image resources available to
you to enhance your communications efforts
REVIEW OF LEARNING OBJECTIVES
183. 2016
Consult more
effectively
Offer new
perspectives
Provide support for
identified needs
Build foundation
for training
Initiate
communications
Result: stronger and more effective clubs & districts
ROTARY CLUB CENTRAL
Julia
Welcome remarks:
Introduce yourself and your role as moderator.
I’m joined by three panelists who each have a different perspective to share with you as you prepare for your year. I will introduce them as they are called up to speak.
Relay a story about your year as President or President-elect.
Julia
Our three panelists will each focus on one of the areas of the strategic plan in hopes that you will understand how you can support Rotary’s strategic plan during your year as president.
After all of the presenters are finished, we will have some time for questions at the podium microphones located in the aisles.
Let’s get started.
Julia
Our first panelist, Ian Scott has been a Rotarian for 13 years. He is a past district governor D9685 from RC of Central Blue Mountains, Wentworth Falls N.S.W., Australia. He is currently serving as the Club Executive Secretary/Director of his club.
Ian
In my time as District Governor, and as a trainer, I have seen many vibrant clubs, clubs that are attracting and retaining members. I have noted vibrant clubs have three characteristics that stand out:
They have good leadership
They do robust planning, and
They deliver a good Rotarian experience - what we would call a good customer experience in business. Let me touch briefly on those:
Contemporary leadership has some elements that have endured, and some that have developed as leaders adapt to a changing world.
Some that have endured are; consistency and fairness in dealing with people, good communication, caring for your people, and celebrating success - thanking and acknowledging good work.
What has evolved, and I have seen this in my military career, is values-based leadership. In the military it is called "mission command" and it is what allows a commander to send a ship, aircraft or ground troops on a mission lasting from days to months, where communication may not be good and reliable, and yet be assured the task will be done, within the laws of armed conflict, no matter what happens and how circumstances change. There are three key elements to this - they understand the objective, they are given the training and the skills, and they hold and operate by the values of the organisation. Their leaders champion the vision, turn that into action plans, develop their people and model the values that will guide how people react to changes, threats and opportunities in the field of action. The leadership is vested in the forces - people know what to do, and they do the right thing.
How is this relevant to Rotary? Today, things that were the domain of leaders and managers are now available to multiple layers in organisations and to individuals - mostly due to technology and our understanding of human behaviour; things like access to information and knowledge, authority for decision making, and responsibility for career pathways. Importantly, in a complex environment no leader can keep on top of everything – micromanagement is dead - and leadership is thus distributed throughout organisations, and especially volunteer organisations like Rotary.
Clear objectives, good planning – that is – turning your vision into action, proper resources and training, and values, are what makes distributed leadership work in rotary.
All of this is wasted however, if the folks who consume our Rotary output are not happy, if they do not have a good customer experience. We have at least two sets of customers in Rotary; firstly our service recipients those we help, and secondly, our Rotary club members. In terms of strong and vibrant clubs, the Rotarian experience is the most important.
We need to understand the fundamental wants and needs that our Rotarians have, we need to know the gaps between those needs and what we provide, and we need to act to bridge that gap.
Ian
Let us now turn to some practical tips on strengthening clubs. Firstly, what are vibrant clubs doing that we can learn from?
Projects that engage members and the community
Fellowship that pervades and extends beyond the club
Contemporary meeting format that is adaptable
Embrace new members and their ideas
Have good administration that is transparent and deals swiftly with issues
Ian
Secondly, what membership strategies are these clubs using that work?
Plan and set goals
Champions take action
Raise awareness
Grow and use networks
Embrace diversity
Adapt your club
Ian
Finally, what can you do to inspire and motivate your board and members to support and strengthen clubs
Foster innovation
Set the tone and lead
Adopt best practice in place of stale and outdated
Create a membership plan
Pull together strategies that suit your club
Action the plan - put energy into it
Julia
Introduce TBD
Nancy
Why the areas of focus are important
When the Future Vision Committee began to restructure and review the goals of the Rotary Foundation, they realized that all existing and past projects fell into the categories that could be put into 6 Broad Areas of Focus and they addressed all the critical needs of basic humanity in our communities.
Additionally, all projects both District and Global projects would fit into at least one of these areas and most times multiple areas. This would make it easy for Rotarians to fill the needs of the people they were trying to help. In other words, helping us focus our efforts in the most effective ways.
And lastly but the most critical factor, it built into the plan, measurability and sustainability. In other words, we are now teaching people to help themselves for the long term.
TBD
Example of a great service project
There are two types of Grants funded by the Rotary Foundation. District Grants and Global Grants. District Grants can be either used for local projects or international ones but are short term. Your District will determine the amount of funding your club will receive.
One successful District Grant that started years ago and has continued through club support is Happy Feet. One Rotary Club in South Carolina developed a relation with a local school system and starting buying shoes for underprivileged children twice a year. Since then, other clubs in the area have joined the project and more than 500 children are being served with new shoes twice a year.
Nancy
RC of Maysville in North Carolina, USA, a club of 12 Rotarians and RC of Giridhi of India, a RC of 60 joined to provide a two-bed Dialysis Center to this town of ½ million that had no Dialysis facility. Patients needing Dialysis had to travel to a neighboring town for treatment. The trip was at least 5 hours one way creating a hardship on the patient and family. Now patients can receive treatment right in their own town.
Diabetes is a major issue in the United States and in India, especially juvenile Diabetes so we sent a VTT (Vocational Training Team) consisting of a Hospital Administrator, Nurse Nutritionist, and Doctor.
Nancy
Call to action: ensure your club is ready to apply for district and global grants
In order to participate in Grants and receive funding your club must complete the following requirements:
Send at least one club member to a Grants Management Seminar held by your District.
Agree and sign the Memoradum of Understanding for Clubs
And meet any other requirements set by your District.
You may want to contact other clubs in your District, OR in other Districts and join them in projects already in process OR have them to join yours.
Additionally, it is important to review all District and Global Grant requirements before you begin the application process and be sure your club completes all final reports on time. This is critical since funding for Districts for the following year is based on all reports being completed by all clubs.
There are many resources available to assist you so don’t hesitate to ask for help if you need it.
You have your District Chairs, Zone RRFC and Assistants, TRF staff, and Rotary.org those who have done grants before.
Julia
Our final panelist, Joe Otin has been a Rotarian for 14 years. He is a past regional public image coordinator from RC of Nairobi Lavington, Kenya. He is currently serves on several RI committees including the communications committee, the 2016 Convention promotion committee, and the membership committee.
Joe
Importance of public image
Initially we believed that good work would speak for itself
But today we are competing for peoples time because urban life if full of activtities.
Those activities that have the most visibility with the relevant target audiences get the most participation
Rotary is no different - not only are we competing with other volunteer and social organisations but we are also competing with social, wellbeing, family and work time.
Have you ever noticed that people tend to join Rotary when they truly understand who we are and what we do?
Rotary doesn't have the type of budgets that multinational corporations like Coca-Cola, Samsung and Toyota have to build their brands, but we have 1.2 million people who believe in our purpose and who set the tone for our organisation for the general public.
Through public image we can attract new membership, gain donor support for our community programmes and build the publics trust when we implement our projects, building sustainability.
Joe
Example of a successful public image campaign
The Rotary Club of Nairobi-East sent a record breaking number of people up Mt. Kilimanjaro to raise money for their projects.
They raised $35,000 from Rotarians, friends and corporations
They gained publicity in all major newspapers in the country, in Pan-African media, through social media globally, and internationally through Rotary magazine.
They also gained 15 new members in that year alone.
So the initiative did a number of things: -
It showed people who Rotarians are
It explained that we care for the community and are ready to work to improve the lives of the needy
It helped people understand that we think big and are ready to follow through
It helped the sponsors know how they can get involved with our programmes
It increased the visibility of Rotary in Kenya
It made Rotarians proud
Joe
Call to action: Have a plan for telling your Rotary club’s story
Build a team of experienced media, advertising and marketing people
Develop a long term plan with annual mile stones
Work with the overall club strategic plan and the membership, service projects and fundraising teams
Prepare a budget and have it passed by the Club’s Board of Directors
Ensure that the plan covers internal communication as well
Include public image, public speaking and presentation training in you annual calendar
Build relationships with the media, local and national
Activate you social media profiles and engage your audiences with content that is relevant to them
Julia
Thank Joe.
Now that you have heard from all three panelists, we have some time to take questions. Please form a line behind each microphone, state:
Your name
Rotary Club
Country
Number of years as a Rotarian