More than a century ago, Rotary pioneered a new model of service leadership grounded in person-to-person connections. Today, those connections are a network that spans the globe — bridging cultural, linguistic, generational, and geographic barriers — and shares the vision of a better world.

"Every so often, certainly every century or so, an organization needs to reach an inflection point," says John Hewko, the general secretary and CEO of Rotary International. "I believe that, for Rotary, this is that point. We need to take a look in the mirror, asking hard questions and making self-assessments."

Like other humanitarian organizations, Rotary is facing its own challenges. Over the past decade, membership has dropped by as much as 18 percent in some parts of the world; during the 2020-21 Rotary year, more than 12,000 members left the organization.

"The world today is not the same as it was when Rotary began in 1905," Hewko explains. "Demographics have shifted, the pace of change has accelerated, and technology has created new opportunities for connection and service. The COVID-19 pandemic has shown that it is possible to change and that Rotary has to adapt."

Hewko says that Rotary’s Action Plan, a strategic road map that will guide the organization over the next few years, honors Rotary’s past and embraces its future, helping Rotary evolve as an organization that’s not only relevant but thriving.

Survey results

One of the multiple global surveys recently commissioned by Rotary involved more than 7,500 people in 15 countries. The survey asked participants if they had heard of Rotary and what would motivate them to join a service organization. The results show that 3 out of every 4 survey participants were aware of Rotary — and among those respondents, only two other service or charitable organizations had comparable levels of awareness. Yet though people knew about Rotary, most had only a vague idea of how club members do good in the world.

Also, only about 40 percent of survey respondents said they knew someone in Rotary — and just 35 percent said they saw Rotary as an organization for people like them.

The feedback from the survey and additional input from Rotary members and the public formed the foundation for the Action Plan.

Progress report

As it began to implement the Action Plan, RI developed several new strategic initiatives to advance the plan’s four priorities. Here are some highlights:

Increase our impact

◼ Working to develop consistent practices and tools for measuring and sharing Rotary’s positive, long-term change. Rotary clubs are encouraged to implement projects based on well-defined community needs and determine how best to measure both the incremental and enduring outcomes of the project and how they would lead to long-term positive change within the community.

◼ Ensuring that clubs and Rotary members are using resources for programs that align with the Action Plan and Rotary’s organizational strategy. Clubs can begin focusing their efforts by reviewing their activities and determining which ones can be streamlined or eliminated.

◼ Implementing Programs of Scale, a grant model that provides measurable and sustainable solutions to issues that affect more people in a large geographic area. The recipient of the second annual Programs of Scale award will be announced in June at the Rotary International Convention.

Expand our reach

◼ Enhancing Rotary’s Diversity, Equity, and Inclusion Statement, which now reflects the organization’s renewed commitment to valuing, respecting, and welcoming everyone who works and interacts with us.

◼ Piloting and evaluating new products and participant models so that people can join Rotary and take action, no matter where they live.

Enhance participant engagement

◼ Working around the walls between "us" and "them" and thinking about "participants" as a word that encompasses all Rotary members and others — such as family members, partners, and alumni — who get involved in Rotary activities.

◼ Exploring new ways to measure member engagement and satisfaction. That information will assist clubs, districts, and RI as they determine how to deliver greater value and give people more reasons to stay involved in Rotary.

Increase our ability to adapt

◼ Using change management strategies throughout Rotary to become more agile and responsive when tackling operational issues.

What can clubs do to advance the Action Plan?

Clubs should develop their own strategic plan that aligns with and reflects the priorities and objectives of Rotary’s Action Plan. Research shows that clubs with strategic plans are more successful in engaging their members. To facilitate that process, use the Strategic Planning Guide and the What Clubs Can Do resource at my.rotary.org/learning-reference/about-rotary/action-plan.