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Effective Rotary club administration involves organizing people and resources to achieve common goals. Clubs must operate efficiently to provide service to the community, attract and retain members, and develop leaders for the club, district, and Rotary International.
In most Rotary clubs, administrative responsibilities include:
- Planning and organizing weekly meetings and programs
- Promoting fellowship among club members
- Keeping members informed through a club newsletter or Web site
- Collecting dues
- Maintaining club membership lists and reporting to Rotary International
- Tracking club attendance
The Standard Rotary Club Constitution (PDF) outlines administrative requirements that every club must satisfy. The Recommended Rotary Club Bylaws (PDF), which can be tailored to suit each club’s needs, also includes administrative procedures. Learn more about RI policies.
The Club Leadership Plan is the recommended administrative structure for Rotary clubs.
A Rotary club can provide service to its community, retain members, and develop leaders for the club, district, and Rotary International only when its operations are efficient.
Club committees are charged with carrying out the club’s long-range and annual goals. Each Rotary club has different needs and will establish committees to suit those needs.
- Based on the best practices of effective Rotary clubs, the recommended standing club committees are:
- Club administration – Conducts activities associated with the effective operation of the club, such as the weekly program and the club bulletin. The club treasurer and secretary are members of this committee.
- Public relations – Develops and implements plans to provide the public with information about Rotary and promotes the club’s service projects and activities.
- Membership – Creates and implements a comprehensive plan for finding and keeping club members.
- Service projects – Plans and conducts projects that address the needs of the community and communities in other countries.
- The Rotary Foundation – Supports the Foundation through both financial contributions and program participation.
Strategic planning helps individuals, clubs, and districts
develop a long-range vision and serves as a framework
for establishing goals. This guide and the accompanying
worksheet provide clubs with a starting point for strategic
planning. These resources can also be easily adapted for
individuals or districts, and the worksheet can be completed
independently or as a group. Facilitators should become
familiar with this resource and prepare an agenda before
conducting a strategic planning meeting. The agenda should
allot the majority of time to the second and third steps of
the process, which focus on the future, and less time to the
current state of the club.
When conducting the strategic planning process, keep the
following tips in mind:
• Include a wide variety of perspectives and consider all
ideas.
• Involve past, current, and incoming club leaders.
• Have an unbiased facilitator or a small group of facilitators
run strategic planning meetings.
• Reflect on how your club’s goals align with those of your
district and the RI Strategic Plan.
Refer to the Strategic Planning Guide for additional resources and ideas.
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