Rotary
International's future depends on chartered clubs successfully creating and
retaining Rotarians. Some present and potential Rotary International (RI)
leaders understand this reality. Do they
have the foresight and fortitude to weather necessary changes and overcome outdated
corporate practices and mindsets?
If anyone studies available membership statistics, past RI presidential
citations, educational materials, and public information, including the
Rotarian magazine, they probably would notice something that may be more than a coincidence. The drop in dues-paying
Rotarians, particularly in mature legacy markets, appears to have begun near the time RI leaders started actively promoting diversity and prioritizing The Rotary Foundation (TRF) and polio eradication.
So think about each element, starting with diversity. RI really should be more diverse. Diversity further advances
the Object of Rotary. But RI began
promoting diversity by pressuring clubs to go on amateurish recruiting binges. The result was Rotary's Recruiting Death Dance. In hindsight, RI should have, through its districts,
identified and explored various ways to serve underserved genders, generations,
ethnicities, and geographic areas. But
RI leaders self-imposed a major obstacle; they ignored RI's by-laws. Back then RI By-laws stated, and Section 15.090 still states, that the first responsibility of district governors is organizing new clubs; the second is strengthening existing clubs; and the third is promoting membership growth. Instead, past RI leaders encouraged and educated zone and district leaders to
prioritize TRF. Promoting and supporting
TRF and polio eradication, particularly in North America, quickly became the path to higher recognitions, accolades, and directorships.
TRF is a wonderful
organization. The eradication of polio is a project of unimaginable value. Rotarians have supported both and continue to do so*. In the 1980s, many North
American clubs even began spending resources to serve TRF by being
local collection agencies. An unintended consequence evolved: RI and its administrative district leaders began approaching
this service as a obligation. Many
districts resorted to pressuring clubs to meet targets. Some have gone so far as to require clubs to meet annual fund donation quotas before they can even apply to use district designated funds. Since most Rotarians are attracted to and remain in clubs because of
the friendships they develop and good things they do locally, how do such actions help start new clubs, strengthen weak clubs, or promote membership growth?
RI is making a sincere attempt to brighten its
future. It has established membership
development as its priority and is reorganizing operations. Necessary changes will be painful and will
take time to implement. Some sacred cows, out-dated thought processes, and misdirected practices must
drop by the wayside. New leaders are surfacing; leaders who realize that RI's
future depends on having a worldwide network of successful clubs; leaders who
know that RI must return to centering its resources on creating and supporting
local clubs because 
*The author of this Rotatorial is a major donor and has administered the polio vaccine to Nigerian children.
