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What does success look like?

Posted on 6 December 2017
What does success look like?
  • Increasing the membership base and engagement of new and younger Members of Rotary.
  • Offering an 'aspirational' brand for millennials to want to join.
  • Providing altruistically motivated new Members a simple and easy path to join Rotary and start doing good in the world immediately.
  • Creating one digital doorway to the breadth, unity and significance of Rotary across Australia, while also providing multiple entrances through Rotary partners, District and Club websites. AAll websites are interrelated through a sophisticated network of streamlined and well composed architecture.
  • Keeping 'local content' for 'local communities' within each club website.
  • Having the Rotary International brand and style guide consistently applied across all digital assets for the organisation.
  • Having access to a CMS to manage the flow and relevance of content across 1400 websites. A current problem is that if the person responsible for the website in a club leaves (or is deceased) others cannot access the content and the website goes stale unfortunately perpetuating the perception that Rotary is 'old' and 'out of date'. AThis is the current failure in the legacy processes, systems and club management strategies that are having a negative impact on Rotary.
  • Setting up SEO Strategies that are competitive to attract new Members who are relevant to Rotary's core values, thus making them more likely to commit to their membership for the long term.
  • Setting up API's from RI to streamline systems and avoid duplication of data/logins/passwords all of this currently leads to confusion and mismanagement of Club and District information in the public domain.
  • Bringing the business intelligence and website traffic analytics into one system. This will provide the necessary statistics to successfully negotiate with corporate partners on the audience reach and engagement of partnering with Rotary.
  • Being able to manage the return on investment for each dollar spent on the digital communications rather than continued wastage of funds on multiple systems that do not work harmoniously together.
  • Bringing in long-term corporate partnerships where mutual benefits are negotiated and committed to by both parties.
  • Creating a pilot model and digital ecosystem that can be duplicated across other countries.
How is this sustainable?
  • By setting up a funded structure and framework around the One Rotary Communications team and having the support of Rotary International, Rotary Clubs and Districts across Australia buy in to the vision.
  • Corporate sponsors and partners expect professionally managed websites and operations that will enhance their brand in the community. Providing Rotary sets up the CMS and keeps high standards across the editorial and visual content, corporate partners will recognise the social value of being associated with the significant and global brand of Rotary.
  • By ensuring that very important decisions for the long-term future viability of Rotary are not determined by egoas of people appointed to short term positions. It is important that Communications for Rotary in Australia are managed by an experienced digital media team (as it is already done in the RI office in Chicago) and that the right people are appointed with demonstrated media, digital and social experience managing large corporate and global brands.

What is not success?

  • confirmed by the continuing decline in membership statistics and the average age of the current Rotarian.
  • Appointing people not experienced in digital or communications to manage digital and communications of a significantly large, dynamic and global brand.
  • Remaining in the same state as the past 3 years with no strategy or team to move towards success in 2020Remaining on the current path