Why Organization's Fail

Organization failure begins at the top. Rotary did not stop growing because people were not interested in joining local Rotary clubs. The number of people joining Rotary clubs proves that. It stopped growing because its leaders assumed it was in the business of supplying humanitarian services rather than in the business of creating Rotarians; they were product oriented instead of member oriented.

Red Text Note

==============Red text has a link to a previous Rotatorial or referenced document.==============

Sunday, March 1, 2015

RIPE Ravi's 1% - Visionary? How will it be applied and calculated? Posting Membership Information.

     Readers have voiced opinions about RIPE Ravi's goal to increase retention rates by 1% and my repeated comments about Rotary posting membership retention information.  Posting membership information is the simplest to address.  Yes - this Rotatorialist is aware that Rotary publishes membership reports.  Membership and many other reports can be viewed and downloaded by going to the Rotary website and log onto My Rotary.  Scroll down and click on Rotary Club Central - View Goals.  A page ultimately appears.  On the left menu, select Reports.  This Rotatorial references Club Reports - Member Viability and Growth.
  The second more frequent and important topic related to the Presidential Citation's 1% retention increase, and it being visionary.  It is visionary because it communicates the importance of creating Rotarians, without whom Rotary has no future.  Actions now affect Rotary's future, and RIPE Ravi is communicating that by prioritizing membership.  That, for Rotary, is visionary.
   About the 1% - how it will be calculated and applied was a common concern and has been answered.  See Every Measure is described on the Presidential Citation FAQ page: bit.ly/1RiQepW
 
One district's past governor sent me copies of his district's July, 2011 - June 2014 Member Viability and Growth report.  On July 1, 2011, District XXXX had 3,010 members. During the three-year period, its clubs inducted 1,059 new members.  On June 30, 2014, the district had 2,822* members. Its new member three-year retention percentage was 67.52% and its existing member retention percentage was 70%.  *Under the regressive 'net gain' system, this district's three-year loss would be reported as 188 members when was actual 1,247 members. 


Calculated as demonstrated in the labeled graphic, its three-year combined retention was, 58.57%; growth was, -6.25%; and its RG Index, 52.33%.





  Converting this to combined annual information, its one-year (annual) average percentages are: retention, 86%; growth, - 2.2%; RG Index, 83.8%.



  To return to a growth state at its present rate of new members inducted, its estimated combined retention percentage should be 88.31%. 

     

Rotary is beginning to center on creating Rotarians and realistically addressing its future.  Many new, more difficult questions will arise as Rotary, regions, zones, districts, and clubs more clearly identify their markets and create Membership Development and Retention Strategic Plans.  Two universal questions likely to surface rather quickly will no doubt be:

·       "What are realistic annual retention and growth rates?"
·       "What retention rates are needed to return to a growth state?"

The pictured Excel spreadsheets are available upon request.  Email jrhjr@jimhenrybooks.com.  Be sure to put Retention Rate Index in the subject line or your email will get lost in my SPAM filter.  In the spreadsheet, the user can change the aqua cell values and dates.  All calculations are built in.