The RIBI Club Workbook

humanity in motion The RIBI Club Workbook (The Way Forward) rotary

Contents: 1 Introduction 2 RIBI Marketing Strategy 3 Key Messages 4 Checklist for Clubs and Points for Discussion 5 Supporting materials available on the RIBI website 6 Glossary of terms To keep printing and distribution costs to a minimum this Workbook refers to other material made available on the RIBI website and t distributed in hardcopy to the Clubs. Throughout this document it is accepted that some of the recommendations will already be implemented in some Clubs. In addition it is expected that future updates will contain recommendations based on experiences shared by Clubs and Districts. Some frequently used terms and abbreviations are explained, at the end, in the Glossary section. In creating this and other publications the RIBI Marketing Advisory Group (MAG) would like to thank the District Marketing Officers (DMOs) and other District representatives who reviewed draft material and gave their valuable and constructive input. Any comments/feedback about this publication can be sent to the RIBI Secretariat by mail or e-mail to marketing@ribi.org. Hardcopy distribution of first release: 1 copy to each Club for use by President, PRO, Secretary, President-Elect, PRO Copies of this and other documentation are downloadable from the RIBI website.

1.0 Introduction Purpose of Document This document, in hardcopy, is being sent to all Clubs for Presidents, Secretaries, President-Elects and/or Club PR Officers to use to promote the marketing of Rotary from their Club in Great Britain and Ireland. Much more background and supporting documentation is available on the web where it will be continuously updated. A checklist is provided of the current key elements that Clubs should be considering, and ensuring they are supporting, to play their part in creating the single corporate image of Rotary in GB&I. This will help all Clubs improve the public s perception of Rotary, create an environment which makes Rotary more attractive and more professional. It will also hopefully encourage others to join. Background Promoting Rotary in local communities, and across GB&I, is essential for the future of Rotary in terms of improving local support but most importantly for attracting and retaining new Rotarians. In general the number of Rotarians in RIBI is declining year-on-year and the recent demographic survey points to this being an increasing trend without significant action by all Rotarians. To be effective such marketing must be consistent and cohesive across the organisation. This Workbook and supporting materials are intended to support the promotional efforts of all Rotarians under the leadership of their Club President. The RIBI Marketing Strategy is the basis for action although the task is much wider in terms of actions that can be taken by all Rotarians in their communities. Rotarians kw what the Rotary wheel means - honesty, ethics, help for others, and so on. Rotarians kw that Rotary means tolerance, volunteering and friendship. However, many members of the general public do t kw what Rotary is and what Rotary does. The MORI survey taught us that, for example, people recognize the Rotary wheel but few kw what Rotary is or does. If they do have an image it is of an elite organisation, people writing cheques and going to lunch. We must change that image and perception to survive and grow and we must make more of our potential members aware of what we do. We must be prepared to examine the way we do things and make sure that Clubs are vibrant and interesting and the sort of Clubs that new members would want to join. We must also be more proactive with regard to our profile in our communities. The development of the Marketing Strategy is the culmination of three years activities. A thorough SWOT analysis was carried out and has been revealing we may have weaknesses but we also have a great many strengths. The Demographic Survey has confirmed the hitherto anecdotal evidence about our ageing profile and the fact that we have yet to truly embrace open membership. All of these things have resulted in a thoughtfully, properly researched proposal to take Rotary forward to ensure its future. There will be a continuing assessment; to ensure that the strategy is a success; to ensure that we improve the strategy as we go along; and to ensure that we take into account the lessons we learn. The workbook and other associated documents will be updated regularly on the RIBI Website. 2

2.0 RIBI Marketing Strategy A new Rotary Vision has been agreed for GB&I by General Council and is : Creating a better world by giving you the opportunity to use your passion, energy and professional expertise as part of a global network of friends along with a positioning statement: Rotary is the largest humanitarian service organisation in GB&I for professional and business people who want to make a better world, and who are dedicated to providing friendly help to local and international communities The strategy is to support the above statements and address the Weaknesses, Opportunities and Threats identified in the SWOT. The consultancy work identified a number of points for consideration. Some covered brand images while others covered internal matters for attention by the whole of RIBI or were outward facing. Taking these and the SWOT into account it has been agreed that the initial focus should be to: Recognise the overall goals of the strategy are to enhance the public image, to improve corporate and political contact, to change the public perception of Rotary and to make Rotary more attractive to others. Concentrate on raising awareness at all levels of Rotary in GB&I. Create, and promote the consistent use of, new brand images in all publications, literature and stationery as part of raising awareness, and similarly promote common key messages. Ensure the Club environment is attractive; has an active Club social programme; has all the members involved; helps the community; and has fun as an objective. Recognise that the status quo in most Clubs is t an option. If Clubs don t change or adapt new Clubs should be formed that meet at times, and undertake activities, that suit new members, and represent the community. Develop corporate and business links leading to future relationships. Find opportunities for community partnerships - local groups and businesses, Foundation Alumni, past Rotaractors, past Round Tablers and many others. In order to propose and drive forward activities to support this Strategy (other than the initial brand work already done) it was subsequently agreed by General Council that a new RIBI Committee (the Marketing Advisory Group (MAG)) be established for 2006/7. Districts also agreed to appoint District Marketing Officers (DMOs) for 2006/7 as the prime contact for Clubs and to promote the strategy in the Districts. The MAG is focusing on the bullet points above at present. Clubs are asked to consider their commitment to these efforts and support the image and marketing strategy wholeheartedly. To assist in this a checklist is included with the workbook. 3

To date the new branding has been launched and, coincident with this document and much supporting information, the Branding Guidelines are released. All clubs should w use these brand images on their external publications, documents, websites and publicity adhering to the guidelines at all times. It is already implemented on most RIBI documentation and website. The original points identified by the consultancy for possible action are likely to be changed, modified, or even deleted based on further discussion and review with Rotarians and feedback. Similarly new initiatives will become part of the Strategy but all should be aimed at addressing the perceived weaknesses of, opportunities for, and threats to, Rotary today and in the future while t undermining the many strengths In 2004 the Council on Legislation approved the Rotary International 7-goal Strategic Plan which has defined Goals and Objectives on a wide range of topics. Goals 6 and 7 of the Plan relate to membership and increase of public awareness issues. There is a clear synergy between the RIBI Marketing Strategy and the RI Strategic Goals. The Marketing Strategy is clearly based on a better understanding of our customer and the need to reinforce to Rotarians a requirement for active marketing to attract rather than recruit new members. Clubs are encouraged to feedback to their District Marketing Officer (DMO) and DG their considered and objective thoughts on these matters for the DMO in turn to feedback to the MAG and General Council for decisions as appropriate. 3.0 Key Messages In addition to promoting the Vision in our communications, at least some of the following Key Messages should be included whenever possible to ensure consistent messages are received by the public. Rotary is a global network of community volunteers. Rotary works to improve the quality of life for all people. Rotary exists to do good in the world. Rotary is an international service organisation of 1.2 million business and professional men and women who, as volunteers, address needs of their home and international communities. There are more than 32,000 Rotary Clubs in 200 countries and geographical areas. Rotary initiatives include local and global service projects to promote world understanding and peace and improve life conditions for people of all ages and cultures. An example is PolioPlus through which Rotary is working to eradicate polio. Rotary s strength lies in the volunteer service of its membership, an international network of business and professional leaders implementing a wide range of programmes to meet human needs. Rotarians are men and women of integrity who represent a cross-section of business and professional backgrounds. As volunteers of all ages they work to meet community and international concerns. 4

While reference cards such as RIBI s What is Rotary are useful to handout for people to read, word of mouth is very powerful and in response to the question What is Rotary? all Rotarians might find it helpful to consider using the following expressions in their answers: Rotarians undertake projects locally, nationally and internationally which help create a better world. They use their professional and business skills voluntarily to help others. Once someone has been invited to join Rotary they are welcome to visit any Club anywhere in the world. A friend in nearly every city! Clubs work together linking countries. Rotary Club membership includes a cross-section of the community s business and professional men and women. Membership is open to all cultures, races, and creeds. Each Rotary Club operates automously within the Rotary family and selects causes it wishes to support each year. Key to the ethos of all Clubs is fellowship and friendship, a social programme and fun! Community service is the traditional and well-kwn face of Rotary. It covers help and advice to all those in need, either directly or through local charitable organisations. Rotary Clubs focus community projects (fighting hunger, environmental concerns, illiteracy, drug abuse prevention, childhood immunisation) and helping the young and the elderly. Rotary also supports programmes for youth, educational opportunities and international exchanges for students, teachers, and other professionals, and vocational and career development. Rotarians use the motto Service Above Self. Rotary projects address critical issues in communities around the world. Rotary s focus areas include: Polio Eradication, International Education, Peace and Literacy. Specifically my Rotary Club. All press releases and similar communications should end with the following statement as a te for the editor; obviously it can be adapted to include local contacts: Rotary is a worldwide organization of business and professional leaders that provides humanitarian service, encourages high ethical standards in all vocations, and helps build goodwill and peace in the world. Approximately 1.2 million Rotarians belong to more than 32,000 clubs in more than 200 countries and geographical areas. Members carry out this work in their community and/or overseas by giving their time and their expertise. A Rotary Club is open to men and women who are business, professional or community leaders who want to use their experience for the benefit of others. Paul Harris formed the world s first service club in Chicago on 23rd February 1905. The name Rotary is derived from the early practice of rotating meetings among members offices. For general information on Rotary in your area, contact the local Rotary Club President, details from the RIBI directory or the RIBI Secretary. See the contact details on the back of this manual cover. 5

4.0 Checklist for Clubs Clubs should review the below items and either tick as having been recently done and te the conclusions or set a date for Club Council and Club to consider these. Your DG will appreciate a copy of the completed sheet. No What Done? By When? Comments 1 Use of new branded headed paper for all Club external communications 2 Use of new brand image on Club website? 3 Use of new brand image on Club newsletter? 4 Consider joint projects with other Clubs. 5 Club review of the balance between local, GB&I and international projects 6 Club review of communications within the club and whether there are bottlenecks or failures. 7 Club review on how new members are mentored, become integrated into the Club and Rotary as a whole. 8 Club review of its meeting format, time, venue, traditions with particular regard to attractiveness to all potential new members and impression created to visitors/speakers. 9 Club review of whether it gets appropriate recognition at the weekly meeting location, for charitable donations and support etc. 10 Club review on what your Club brings to the market place and could bring. 11 Club review of Interact and Rotaract in your communities. 12 Club review of attractiveness of the Club to younger people, those from ethnic mirities and from businesses in your communities. 6

Points for Discussion/Action in support of Checklist Points 1,2,3 (Brand) Has the Club tailored the new headed paper with its name and other details? Do all members kw how to obtain it? Is it being used for all external letters? Are all other club external communications being updated to reflect the new logo, Rotary Mission and key messages? (Club newsletter, Club handouts and flyers etc) If the club has an independent website (t on RIBI system) has that been updated to reflect the new logo and image? Are (appropriately modified) versions of club newsletters left in public places? Does the club have a PRO lead identified and does that PRO attend Council Meetings? (see the recently published Club Leadership Plan) Point 4 (Joint Projects) Is the club already undertaking projects with other Rotary Clubs or, indeed other organisations (Lions, companies etc) in the community, if t why t? If are there opportunities to do more? Should a member of the club be given responsibility for building the links to other organisations and promoting joint working? Point 5 (Review balance of projects) What is the ratio between local, GB&I and international projects in terms of monies raises, spent and time of members? Is this ratio right for the members of this club? Do you advertise this to the local community (as your prime source of charity funds) and would your local community support this ratio and use of funds? Do all members kw about the Opportunities to Serve project library listing many organisations and projects looking for support. Point 6 (Review Communications within the Club) Are all members informed about Club actions and activities? Do communications from RI, RIBI and District get to and get discussed by the membership? Is there a bottleneck with the Secretary or President filtering things? Do all members kw about the RIBI Club mailing? Should they? 7

Point 7 (New Member introduction) Are all new members given a mentor, even transfers in from other Rotary clubs? Are all members quickly involved and integrated into activities so they feel committed? Do all new members get a New Members Pack as available from RIBI? Are mentees clear about their role? Are new (and longer serving) members informed about the wider Rotary - eg Foundation, International projects, role of District and RIBI etc.? Is this education and development on an ongoing basis? Point 8 (Club Meeting format /venue etc) The only requirement of Rotary is that there is a regular (rmally weekly) meeting. Is your club s meeting style conducive to encouraging & retaining membership? Do you want/need to have grace, the loyal toast and/or the final toast? Do you need to have banners on display, does this add value? Do the men need to wear jackets and ties? Would this stop a person who does t wear a suit in their professional or business capacity being able to join? Is the meeting venue welcoming to visitors and potential members? What do speakers and visitors say about your meetings to their friends and colleagues, and will it encourage people to think of joining? Point 9 (Club Recognition) Does the club get as much recognition as it should? In your meeting venue(s)? By organisations you support? Do you make clear what recognition is expected of Rotary when you make a donation? Point 10 What is the domain of the club? (Town(s), Village(s), Borough(s).etc.) Are you covering that domain in your actions and activities? Are you representative of that domain? There is a perception that Rotary is more successful in smaller domains - how does this sit with your club? What does your club bring to the domain you operate in? Point 11 Does your club have an associated Interact and/or Rotaract Club? If t why t and would either be appropriate and an opportunity particularly to reach young people and ethnic mirities? 8

Point 12 (Attractiveness of Club) Taking all the above into account (and more) is your club attractive and welcoming to potential new members including younger people and those from ethnic mirities? Can you improve the liaison with schools & colleges and would that help? Can you improve the liaison with local authorities and local employers Other Any comments and feedback from Clubs having considered the above should be made to your DG, District Marketing Officer (or District Communications Chairman). During the Consultancy work many points were raised and a status document has been put on the web which clubs may also find helpful to encourage debate and discussion. Clubs should be aware that the work of the RIBI MAG is far from done and more ideas will be considered whether they originated from the consultancy work or from input from Rotarians direct. They will all be considered though against the SWOT analysis and the conclusions of the various reports commissioned by RIBI. 5.0 Supporting Materials available on website This document (Workbook) Branding Guidelines A series of points from the consultancy work with status and comments. RIBI Marketing Advisory Group membership Rotary figures at a glance SWOT analysis results 10 ways to promote Rotary PR recommendations from RIt Linkage to ROSS Catalogue PR basics Marketing basics Rotarian s Pocketbook List of DMOs by District DMO and DCO Job DescriptionsI Strategy with Corporates Some other useful references All the above publications or links are or will be accessible from the RIBI Marketing homepage at www.rotary-ribi.org/marketing. Other items will be added over time. 9

6.0 Glossary The Brand The visible parts of the brand are the new visual images in terms of logos, corporate colours and slogan. In addition the term is used to cover the other aspects of the brand in terms of new initiatives within RIBI in terms of promoting our image. The Brand Images/Identity This term is used to describe the portrait/landscape corporate identity images, the headers and footers for stationery and the corporate style templates for publication covers. MAG The Marketing Advisory Group. The MAG was set up by General Council and is currently chaired by a Past President of RIBI. The remainder of the membership is made up of a number of Rotarians experienced in various fields of marketing and includes some past, present and future DGs, the current Chairman of the RIBI Communications Committee, a DCO and a DMO to represent their colleagues in the Districts. DCO The District Communications Officer. The chairman of the District Communications team that usually consists of the DMO, District Public Relations Officer (DPRO), District Magazine Editor and the District Webmaster. Ideally such a committee structure is replicated at Clubs. It is t uncommon for the DCO to also cover at least one of the committee roles. DMO The District Marketing Officer. The DMO is the marketing lead in the District. It is desirable that the role is filled by a person with the necessary professional skills and experience. Their experience within Rotary is secondary. They will be the advisor to the District Goverr, the DCO and the Rotarians in the District. The prime objective is to promote the RIBI Marketing Strategy. General Council The current year s District Goverrs and officers of the Association form the General Council of RIBI for the Rotary year. They are the ultimate decision making body for RIBI and give executive direction to the RIBI Secretariat. The RIBI President chairs the meetings and the director of RI who is elected by the membership of the Clubs in one of the zones of RIBI is also ex-officio member. 10

a: rotary international in great britain and ireland kinwarton road alcester warwickshire B49 6PB t: 01789 765411 f: 01789 765570 e: secretary@ribi.org w: www.rotary-ribi.org D25 - ribi club workbook October 2006