president's report 2014-2016

President’s Report: 2014-2016 of 29 23 June 2016

President’s Report: 2014-2016

President Clifford Mushquash

23 June 2016


Table of Contents Introduction .................................................................................................................................................. 4

President’s Profile ........................................................................................................................................ 5

Club Leadership ............................................................................................................................................ 6

Executive Composition .............................................................................................................................. 6

Transition, Succession, and Mentorship ................................................................................................... 6

Recommendation(s) .................................................................................................................................. 7

Investing In Leadership ................................................................................................................................ 8

Business Cards ........................................................................................................................................... 8

President Elect Training Seminar (PETS) ................................................................................................... 8

Rotary Leadership Institute (RLI) .............................................................................................................. 8

Recommendation(s) .................................................................................................................................. 9

Club & Executive Planning ......................................................................................................................... 10

Strategic Planning ................................................................................................................................... 10

Strategic Plan Implementation Guidelines ............................................................................................. 12

Constitution and Bylaws ......................................................................................................................... 12

Succession Planning ................................................................................................................................ 14

Annual Goal Setting ................................................................................................................................ 14

Recommendation(s) ................................................................................................................................ 14

ClubRunner ................................................................................................................................................. 16

Overview ................................................................................................................................................. 16

Email Services .......................................................................................................................................... 16

Executive & Directors .............................................................................................................................. 17

Documents .............................................................................................................................................. 17

Meeting Responsibilities (Duty Roster) .................................................................................................. 18

Attendance 3.0 ........................................................................................................................................ 18

Reports .................................................................................................................................................... 19

Membership ............................................................................................................................................ 19

Dues & Billing .......................................................................................................................................... 19

Event Planner .......................................................................................................................................... 20

Website ................................................................................................................................................... 20

Bulletins ................................................................................................................................................... 20



Portfolios .................................................................................................................................................... 22

Club Administration: President Elect ...................................................................................................... 22

Harassment & Compliance: Vice President ............................................................................................ 23

Executive Affairs: Secretary .................................................................................................................... 24

Finance: Treasurer .................................................................................................................................. 24

Public Relations ....................................................................................................................................... 24

Membership ............................................................................................................................................ 25

Foundation .............................................................................................................................................. 26

Service ..................................................................................................................................................... 27


Conclusion .................................................................................................................................................. 29


Introduction

Against a backdrop of deep global turmoil, a group of Sioux Lookout businessmen chartered the Rotary

Club of Sioux Lookout in September 1942 to uphold high ethical standards in their businesses, promote

peace and understanding, and give back to the community that had supported them. For over 70 years,

its members have made several substantial contributions to its local and international community.

The taste of success and accomplishment is ever the more sweet when experienced after times of

challenge and adversity. While the accomplishments of the club in the last two years may prove difficult

to list from an external perspective, the accomplishments visible internally are numerous. Where

member attrition once stalled the advancement of the club, concerted efforts have been planned to

ensure long-term progress. Where passive leadership led to a succession crisis now stands a team of

dedicated leaders resolved to charting a new path to growth. Indeed, the foundation upon which the

club is built has been restored.

The following report will provide a comprehensive narrative and constructive analysis of the club’s

activities over the last twenty-four months, the first time it has seen a two-year Presidential term since

1981. It will also provide appropriate recommendations to consider going forward. As no template or

previous example of any similar report could be found and replicated, this author will assume carte

blanche in writing this report. Though lengthy, it will provide a reference point for future leaders,

allowing a simplified annual reporting process in the future.


President’s Profile

Clifford Mushquash was asked to join Rotary in March 2009 while

in Sioux Lookout on leave from undergraduate studies at the

University of Ottawa by then-President Elect Ed Linkewich. At the

time, Clifford was a member of the Rotarct Club of Ottawa, serving

as Vice President. As Rotary International regulations prohibit

members from holding membership in multiple clubs, his

induction was deferred to the new Rotary year. Rotarian Clifford

was inducted to the Rotary Club of Sioux Lookout on July 30, 2009

and was sponsored by Rotarian Susan Barclay. His classification at

induction was Public Administration as it has remained since.

Rotarian Clifford returned to Ottawa in September 2009 for one year, again returning to Sioux Lookout

in August 2010 where he has remained. He was asked to serve as the Director of Membership for

President Mariea Spray’s 2011-2012 Rotary year and subsequently served as Director of Club

Administration for President Dean Osmond in 2012-2013 and President Gord Hill in 2013-2014.

In January 2013, he was asked to serve as President for the 2014-2015 year, and immediately assumed

the role of Vice President upon his agreement.


Club Leadership

Executive Composition

The makeup of the Executive remained largely the same from what it had been in the 2013-2014 year.

The 2014-2015 Executive was as follow:

President: Clifford Mushquash

President Elect: Kirk Drew (acclaimed March 2015)

Secretary: Lorenzo Durante

Treasurer: Susan Barclay

Club Administration: Susan Barclay

Club Service: Bill Hochstedler

Public Relations: Ryan Brazier

Foundation: Knowles McGill

Membership: Wendy MacDonald

Several changes were made to the Executive composition for the 2015-2016 year. Wendy MacDonald

was transitioned from Membership to Secretary, while Lorenzo Durante transitioned to Club Foundation

Chair with Knowles McGill as his deputy. Kirk Drew was given the Club Administration portfolio, while

President Clifford held the Membership portfolio concurrent to the Presidency. After succession

planning for the 2017-2018 and 2018-2019 years was completed in January 2016, Klaus Knorz joined the

Executive as Vice President Designate, and Susan Barclay transitioned to Vice President in April 2016

when Collin Hochstedler was secured to backfill the Treasurer’s role.

The Executive at year end was as follows:

President: Clifford Mushquash

President Elect: Kirk Drew

Vice President: Susan Barclay

Vice President Designate: Klaus Knorz

Secretary: Wendy MacDonald

Treasurer: Susan Barclay (July – March); Collin Hochstedler (April – June)

Club Administration: Kirk Drew (position dissolved October 29, 2015)

Public Relations: Ryan Brazier

Membership: Clifford Mushquash

Foundation: Lorenzo Durante, Knowles McGill

Service: Bill Hochstedler

Transition, Succession, and Mentorship

Transition into Presidency brought a steep learning curve for President Clifford as little mentoring and

communication had taken place between him and predecessor. Additionally, each of the three


Presidents who preceded him had since left the club at the conclusion of their presidencies.

Consequently, records and resources had been lost. Succession planning also proved to be challenging

through the preceding period, resulting in the 2014-2015 Rotary year beginning without a President for

the 2015-2016 year having been secured.

The seriousness of such situation was discussed at length at the Executive level and with the general

membership. Attempts to fill the position were proving fruitless. In September 2014, a motion was

passed by the club to extend the term of the current President, allowing for a two year term culminating

30 June 2016. This was the first time in over 30 years to have been the case, the last two-year term

President being Rotarian Lew Morgan who continues with the club today. In March 2015, Rotarian Kirk

Drew was approached and asked to serve as President for the 2016-2017 year. He accepted and

immediately assumed the role of President Elect.

Following his acclamation as President Elect, much discussion between President Clifford and President

Elect Kirk took place regarding succession planning, as well as transitioning between the two positions –

a marked change from past practise. Regular dialogue and face-to-face meetings took place between

President Clifford and President Elect Kirk to ensure long-term planning and sufficient mentoring was

occurring. In addition, all electronic files will be passed from President Clifford to President Elect Kirk at

time of changeover.

Recommendation(s)

Institute practise of regular leadership team meetings in order to foster team cohesion, plan

direction, mentor Presidential successors


Investing In Leadership

Business Cards

Rotary branded business cards had been procured by President Clifford through Vista Print in August

2014, with design work being handled by James Brohm, now of Catspaw Printing1. Cards were ordered

for President Elect Kirk in November 2015 through Catspaw Printing and utilized the same design as

President Clifford’s from the previous year2. While President Clifford covered the cost of the cards

himself, the club covered the cost of President Kirk’s. The possession of such cards proved convenient in

exchanging contact information with Rotary colleagues in a professional manner. They also serve as a

unique way of distributing the four way test.

President Elect Training Seminar (PETS)

PETS 2016 was the third time President Clifford attended the training seminar for incoming Presidents.

He found his knowledge base and retention of the overload of corporate information presented grew

substantially, and became less overwhelming with each subsequent visit. As many clubs in the district

send their entire leadership team (President, President Elect, Vice President, Vice President Designate)

multiple years in the lead up to Presidency, President Clifford was able to establish and working

relationships with many of incoming club leaders throughout the district, and build upon them each

year. Additionally, he forged many strong relationships with District Trainers, District Governors, and

Zone Representatives. This was an invaluable investment, as many times throughout his Presidency,

President Clifford would reach out to his contacts throughout the district to exchange ideas and seek

guidance.

Attendance of the entire leadership team at President Elect Training Seminar (PETS) 2016 was strongly

encouraged, however, only President Clifford was available to attend. It is with strong recommendation

this author implores the club to budget for registration fees and travel expenses for the entire

leadership team to attend PETS each year, and that the leadership team allows for themselves to attend.

Rotary Leadership Institute (RLI)

RLI is a multi-district, grassroots leadership development program for member districts organized into

regional divisions in various parts of the world. In District 5550, three modules of the program are

offered annually. While not intended for club leaders only, the modules provide an appropriate

introduction for new members to Rotary as an organization, as well as some formative activities for

future club leaders.

President Clifford and President Elect Kirk both graduated from RLI in November 2015 in Winnipeg,

Manitoba. While President Elect Kirk had complete all RLI modules that fall, President Clifford complete

module 1 as well as the RLI Facilitator’s Training in September 2014 in Portage la Prairie, Manitoba.

1 Appendix 1: Business Card Design Clifford Mushquash

2 Appendix 2: Business Card Design Kirk Drew


Both President Clifford and President Elect Kirk graduated from the Rotary Leadership Institute in

November 2015 after completing Module 3. To date, they are the only Sioux Lookout Rotarians to have

attended any RLI module.

In January 2015, District Trainer and RLI Lead Joanne Misner attended a club meeting in Sioux Lookout

to promote the program and to gage interest of local Rotarians, in hopes a complete session could be

jointly hosted between the three clubs in Northwestern Ontario. While interest was generated among

Sioux Lookout Rotarians, a commitment to sessions in Spring 2015 was unable to be made. As sessions

were already being offered in urban centres throughout the district, a sufficient number of trainers were

unavailable for a Northwestern Ontario session in Fall 2015.

Trilateral discussions were held in January 2016 between the Dryden, Kenora, and Sioux Lookout clubs

around the possibility of hosting a full session in Northwestern Ontario. At present, a session is

tentatively scheduled to begin in Dryden in October 2016. It is the intention of the three clubs to cost

share and home host visiting Rotarians to eliminate as much overhead expense as possible.

Recommendation(s)

Provide each newly secured President with business cards in time for the their Vice Presidential

year, utilizing the same, or similar, design

Ensure all members of the leadership team attend PETS each year

Consider sending Club Secretary to PETS in addition to incoming Presidents

Encourage all members, especially those with less than 5 years’ experience or those on the

Executive, to attend RLI

Budget appropriately in order to reduce as much cost as possible to attending Rotarians


Club & Executive Planning

Strategic Planning

Talks surrounding the development of a strategic plan for the Rotary Club of Sioux Lookout first began,

to this writer’s knowledge, shortly after President Clifford began his term as Director of Membership in

the 2011-2012 Rotary year. With the membership guide document from Rotary International provided

to him, then-Director of Membership Clifford attempted to work through the handbook which made

recommendations for the Membership Chair to look towards their club’s strategic plan to ascertain

specific membership goals. When asked if the club had a strategic plan, then-President Mariea informed

Rotarian Clifford there was not, though she had worked into her year’s objective a goal of developing

one.

In or around the winter months of the same year, Rotarian Joanne Misner from the Rotary Club of

Dryden presented the newly developed strategic plan for the Dryden Club, discussing the process

employed by her club to develop their document. Shortly after this presentation, a subcommittee was

formed to spearhead the process in Sioux Lookout. Chaired by then-Vice President Gord Hill, the

committee included Rotarian Clifford, Rotarian Susan Barclay, and then-Rotarian Kathy Poling.

Unfortunately, little to no progress was made on this initiative for two years hence.

In spring 2014, now-President Elect Clifford took the lead on the strategic planning process on behalf of

the club. It was felt by the members of the subcommittee that an external consultant with institutional

knowledge was most desirable to lead the club in this process, and that the club had some financial

resources it could expend in such interest. President Elect Clifford therefore sought out a Rotarian from

Kenora with a background in professional consultation. A proposal was received after much back and

forth between the consultant and the club. The club respectfully passed on the opportunity to work this

particular consultant, as the quoted costs far exceed the funds the subcommittee was willing to make

available.

Immediately afterward, a second consultant was secured having submitted a proposal to the

subcommittee which was accepted. Though not a Rotarian, this consultant resided in Sioux Lookout and

was quite familiar with the work of the Rotary Club. Plans were made for consultative sessions to take

place through the summer of 2014, however before sessions started, the consultant reneged

themselves from the process, as they had secured employment causing them to no longer be available

for this project.

At his first Executive meeting in July 2014, President Clifford tabled a proposal for consideration of

allowing him to lead the club through the strategic planning progress, through a series of facilitated

group sessions. In the interest of time and meeting program availability, the Executive requested

President Clifford develop a survey for members to complete, which would replicate the conversations

had within planning sessions.


After extensive research into the strategic planning process with review of various formats, President

Clifford placed a survey into the field on August 21, 2014 via Google Forms3. The survey remained open

and available for seven days. In such time, ten responses were received, from a total membership of

204.

Heart and Soul: A Strategic Plan for the Rotary Club of Sioux Lookout5 was presented to the Executive on

at their scheduled meeting on Tuesday, September 2, 2014. The plan was approved with only one

change being made to the net gain goal in membership. The plan was subsequently presented to the

general membership on September 4, 2014.

The strategic plan was developed by referencing similar plans of both the Rotary Club of Dryden and the

Rotary Club of Kenora. The strategic plan of the Rotary Club of Sioux Lookout presented an

environmental assessment of the club’s strengths, weaknesses, opportunities, and threats; newly

developed mission and vision statements; two strategic priorities; eight areas of focus; 19 strategic

goals; and 62 actions for implementation. The strategic plan set a completion date of June 2017, giving

the club slightly less than three years to complete.

Shortly after its approval, the Executive broke the document down, assigning a lead Executive member

responsibility to ensure continuous work towards accomplishing the actions for implementation was

happening. The Reports section of the Executive Meeting Agenda lent itself to officers taking the

opportunity to report on progress within their portfolios. This has proven to be a moderately successful

way of ensuring strategic plan efforts progress rather than stall, though there remains to be room for

improvement, as often officers had nothing to report some months. Requiring a monthly report also

allows for accountability of Executive officers.

A formal review of the strategic plan and an evaluation of the club’s progress is completed on a semi-

annual basis6.

As the current strategic plan is scheduled to sunset at the end of the next Presidential term, it is

recommended that the club undergo the planning process again, beginning in January 2017 as to ensure

a timely completion and seamless implementation in July of that year.

The strategic plan, while extremely thorough, failed to address the need for action in regards to the

Public Relations portfolio of the club. Though it discussed Brand Recognition which was de facto the

responsibility of the Public Relations Director, the club lost an opportunity to have specific measures

regarding its public relations prescribed within the context of the strategic plan. Despite this, significant

work in regards to this portfolio was completed and continues to proceed.

3 Appendix 3: Rotary Strat Plan Survey

4 Appendix 4: Strat Plan Survey Responses

5 Appendix 5: Heart and Soul: A Strategic Plan for the Rotary Club of Sioux Lookout

6 Appendix 6: Semi-Annual Review April 2016


Strategic Plan Implementation Guidelines

At the time the Executive divided responsibility of the actions for implementation, they each were

charged with developing a work plan to implement in order to ensure steady progress was made in their

pursuits. Two directors submitted such plans.

The Public Relations Director presented his work plan in January 2015 as it related to the Brand

Recognition section of the strategic plan.

In April 2015, the Director of Membership submitted A Membership Strategy for the Rotary Club of Sioux

Lookout to the Executive for review7. Essentially the implementation guideline for the membership

section of the strategic plan, this separate strategy document reviewed past trends and tendencies of

membership, offered a retention analysis with a member termination profile, produced a strategy

model to use going forward, and listed 27 actions for implementation. Progress relative to this strategy

document is reported monthly to the Executive meeting, and is included in the semi-annual review of

the strategic goals.

Constitution and Bylaws

It has long been a recommendation from the District that clubs review their bylaws annually in order to

ensure bylaws accurately reflect the common practise of their clubs, and that clubs are governed

accordingly by their leadership. Attempts to review bylaws proved to be more involved than had been

anticipated.

After the strategic planning document and corresponding membership strategy had been put into place,

President Clifford embarked to review the club bylaws. An older electronic copy of the club bylaws was

located, and stated the bylaws therein had been approved March 20, 2008 by President Deb Sider. No

other internal documentation stating the date of last review of bylaws was able to be obtained.

Likewise, no current Executive member could definitively recall when such a review would have taken

place. Given that no other documentation was able to be located that would have given any indication

when the bylaws would have had an annual review since the 2008 date, it had to be assumed that the

bylaws were most recently scrutinized seven years prior.

Upon review of the 2008 bylaw document, a number of articles were found to be unaligned with what

had become the common practise of the club. It became apparent that many sections required major

revision including but not limited to Duties of Club Officers, Fees & Dues, Method of Voting, Finances,

and Amendments as they had respectively appeared in the 2008 document. A complete overhaul of

the club bylaws was therefore carried out, and with it, presented several opportunities to improve

efficacy in club structure.

Because Rotary International had made revisions to the way in which it collects member dues, clubs are

now invoiced based on their membership roster as it appears in the RI database on 30 June each year,

with no course for remediation such as there had previously been. It has therefore become imperative

7 Appendix 7: A Membership Strategy for the Rotary Club of Sioux Lookout


that membership records be accurate on these dates. Previously the Rotary Club of Sioux Lookout had

rarely approved a budget for the forthcoming year prior to the start of the new Rotary year, essentially

delaying receipt of member dues. It was not uncommon for the first quarter to pass, and members to

still be paying their dues. This is not to discount the option of members paying dues in semi-annual

installments. Articles were written into the revised bylaws requiring the Executive set dues by 31 May,

which would then require a budget be approved prior to this date. This was done to allow dues for the

new Rotary year to be collected prior to the end of the current, and for membership records to be

updated and provided to RI prior to the 30 June deadline.

Duties of Officers was another area that received substantial attention in the bylaw revision. At the time

of revision, neither the President Elect nor Vice President positions were attached to a portfolio of

responsibilities, yet Club Administration was being doubled up by another Executive member while the

Harassment Officer positions remained vacant. As a way to cover off vacancies and ensure work of the

club was being handled, the President Elect position was given all duties previously assigned to the Club

Administration Chair, thereby dissolving that position while at the same time making sure the duties

were still handled. The Vice President duties were rewritten essentially making the Vice President the

Club Harassment Officer, with the added responsibility of club compliance to all legislation, annual

review of bylaws with necessary revisions, and review and/or development of stemming policy. Such

changes would allow for the positions of Vice President and President Elect to be cumulatively

formative: the first year provides familiarization with the club legislation; the second year requires

taking a more active role in the weekly business of the club. This change ould therefore provide a two-

year orientation prior to assuming the position of President.

The bylaw review process also provided an opportunity for the club to redefine both its organizational

structure and committee structure. Both structures were redeveloped in a way that reflected the

current function of the club while keeping future growth and expansion of the club in mind. The Bylaws

of the Rotary Club of Sioux Lookout8 were presented to Executive at their September 2015 meeting, and

circulated to the general membership for consideration with a notice of vote given in accordance with

such articles within the bylaws. The bylaws were approved on October 29, 2015 by the general

membership, concurrently with the revised board structure9 and committee structure10 documents.

To assist Executive and club members with the numerous changes to the bylaws, a document outlining

the recommended changes was developed and presented to each the Executive in September and the

general membership in October11.

While Rotary Clubs have control over their respective bylaws, their constitution is set by Rotary

International, and the only articles they have control over are limited to the name, date, and locale of

the Club. Though the Rotary Club of Sioux Lookout has no control over its constitution, the constitution

document was retyped so as to be formatted in a manner consistent with the club bylaws document.

8 Appendix 8: Bylaws of the Rotary Club of Sioux Lookout

9 Appendix 9: Board Structure 2015

10 Appendix 10: Committee Structure 2015

11 Appendix 11: Recommended Changes to Bylaws


Succession Planning

As membership numbers aren’t as large as the club committee structure provides for, succession

planning throughout the club remains to be a challenge. Often times, Rotarians take on multiple

commitments within the club. Though this may typically be the case, it is still encouraged that

fundraiser, event, and project chairs as well as club directors make an attempt to work with a

subcommittee to carry out their tasks. This allows for a distribution of workload, preventing complete

responsibility to centre on one individual. It also allows for mentoring of Rotarians new to such work,

giving insight to a new area within the club and opportunity for further development of individual

Rotarians.

Often referred to in RI documents as “Club Leadership Plan”, the club should, in all areas of the club,

make allowances for co-chairs of fundraisers, projects, and standing committees.

As Rotary Clubs are required to report their incoming President and Secretary to RI by the last Friday of

January of each year, it would seem prudent for the club to have their incoming Vice President elected

or acclaimed by this date as well. Given the challenges that this club has recently experienced in

securing successive Presidents, it would be to the club’s benefit to begin the process of approaching

Rotarians regarding Presidency no later than the start of the second quarter of the Rotary year.

Annual Goal Setting

In spite of the club having developed their own strategic plan, several annual goals are set by Rotary

International through the Presidential Citation criteria. The citation criteria set objectives as a way to

encourage clubs to have a comprehensive approach to their activity. Set goals, as well as progress on

them, are reported to Rotary International by individual clubs through Club Central, a members-only

platform through the Rotary International website.

Club Central also doubles as an online archive of previous years’ goals and progress, tracking

membership, service, and foundation giving. Little attention had been given in the previous two years

to tracking and reporting progress and achievement as there was no one available to handle this

responsibility. Should the club gain the capacity to do use Club Central’s goal tracking tool, goals should

be set in consultation with club members and in complementation with identified strategic goals of the

club.

Recommendation(s)

Secure an outside facilitator to conduct group planning sessions and develop the strategic

document, ideally someone with institutional knowledge, ie/ a Rotarian

Begin the next strategic planning cycle no later than January 2017

Continue with the expectation that Club Officers will report monthly on their activity and progress

Ensure formal strategic plan review is occurring semi-annually

Include Public Relations as an Area of Focus or pillar in the next strategic plan


Request annual work plans from Directors that outline objectives for the year in relation to their

portfolio, with a plan of action to guide them

Ensure budget process that allows adherence to Bylaws Article 6 Section 1 occurs annually

Have the bylaws reviewed annually, led by the Vice President. Ensure Report of Action from Rotary

International Council on Legislation is also reviewed, and legislative documents are appropriately

updated.

Where at all possible, encourage co-chair committee structure for all fundraisers, projects, and

planning committee

Begin process for selecting Vice President Designate(s) no later than the start of Q2 annually

As capacity allows, assign a club members responsibility of tracking goal progress, and reporting

such via Club Central. This would require development of various tracking tools and/or methods


ClubRunner

Overview

ClubRunner is an online software program that allows Rotary Clubs to build their website, archive club

documents, invoice members for dues or other charges, and manage multiple aspects of their club

including membership, communication, schedules, event sign ups and more. The Rotary Club of Sioux

Lookout first registered with ClubRunner at the insistence of the District in or around the 2010-2011

year. Until quite recently, the service was grossly underutilized by the club.

A club’s ClubRunner page is managed internally by a Rotarian designated as the ClubRunner

Administrator. Currently, there are two Rotarians in the club with Administrator Access. There are a

number of access levels available which allow or prevent access to certain areas of the site. The

software is becoming increasingly more user friendly than it used to be when the club initially

subscribed to the service. Training webinars are available through the Member Access area of the site,

as well as resource documents.

The increase in widespread use of ClubRunner was due to President Clifford’s interest in seeing the tool

better utilized within the club. As many members were largely unfamiliar with how to use many of the

available tools, the responsibility of updating most of the online content fell on the President. The

long-term intention in regards to website management would be for Club Officers and Director to be

responsible for the areas that correspond to their portfolios. This downloading of responsibility has

already begun, with the President Elect maintaining the Duty Roster and Speakers list throughout the

last year.

As there are many different functions to ClubRunner that regard various portfolios within the club, it is

recommended the Directors or Club Officers responsible for duties within the club that have a

corresponding ClubRunner function available be given an access level which would allow them to edit

those functions. This significantly decreases the burden of managing all functions for the club on the

ClubRunner Administrator, and would allow for Directors or Club Officers to be accountable for

maintaining their respective functions. The ClubRunner Administrator would be responsible for

ensuring proper working function of all areas of the site and assisting their fellow Rotarians in

troubleshooting issues that may arise.

Email Services

Email Services allows users a platform for generating outgoing messages and utilize the club’s

distribution lists rather than individual members maintaining their own contact lists on their preferred

email service. Automatically maintained distribution lists include Active & Honorary Members; Inactive

Members; Friends; and Club Executives & Directors (Presidents, Presidents Elect, Secretaries, and

Treasurers throughout District 5550). Rotarians using Email Services have access to email addresses of

Rotarians within their club and throughout the district so long as an email address is listed for a Rotarian


in their individual ClubRunner Profile. It is therefore imperative that Rotarians maintain accurate

information in their profiles.

The Friends distribution list is a contact list of people outside of the club that have given permission for

the club to contact from time to time. This can include Rotarians from other clubs, relatives of

Rotarians, past host families, or business sponsors of club initiatives, to name a few examples.

Currently, there are five contacts listed on this distribution list.

Email Services also offers delayed distribution, meaning a Rotarian sending a message can schedule the

date and time an email prepared in advance will be sent out. This offers the potential to benefit the

club for weekly meeting notices and weekly bulletin distribution.

This service was used sporadically throughout the last twelve months.

Executive & Directors

Under this section, the club is able to input their current and future Executive and list of Directors, as

well as any project Chairs that are commonly listed with Rotary Club (Literacy, Harassment, Youth

Exchange etc.). This section has the capability of interfacing with the District, eliminating the need to

separately forward this information to District. It is through having club officers listed in their section

that selecting “President”, “President Elect” etc. distribution lists in Email Services is able to occur.

Incoming Executive & Directors must be reported to District in May of each year. This is done via the

Executive & Directors section of ClubRunner.

This feature has been consistently used in the years the club has subscribed to ClubRunner. It is the

responsibility of the President Elect to ensure the list of incoming officers is updated.

Documents

The Documents section of ClubRunner allows the club to make any number of documents available to

club members, and keep such documents well organized through folders and subfolders. Any member

can download and likewise upload documents within this section. There is an option to limit access

through file and/or folder encryption if necessary.

While the Document feature had been utilized in the 2011-2012 year, it was never consistently used. In

the course of this Presidency, minutes of Executive and General Meetings as well as the strategic

planning and revised legislative documents have been made available to all members through this

section.

It would be advantageous for the club to increase its use of this service and to make it the preferred

method of archiving documents as it eliminates the need to keep paper-based records. It also allows

total access by members to all documents should they need, reducing the number of emails back and

forth to share documents, and eliminating the risk of misplacement.


Meeting Responsibilities (Duty Roster)

The Duty Roster function allows members to be assigned tasks to complete during meetings. Currently,

the club uses this function to post its Sergeant at Arms schedule, however this function also allows for

additional duties to be posted the club may not currently assign such as set-up and take down of

meeting, introduction of guests and visiting Rotarians, introduction of guest speaker, thanking of guest

speaker, welcome desk attendant(s), or Rotary moments.

Maintaining this function can be tedious. It requires someone to create each individual task, assign a

Rotarian to complete it, and then reopen individual task assignments to change visibility settings of each

task closer to the date of assignment. Should visibility settings of tasks not be changed, all tasks entered

will be posted at once. This function may be best managed by creating all tasks for the year at the

beginning of the term and assigning Rotarians to the tasks at that time, as the Sergeant’s schedule is

developed only annually. While this process would initially be time consuming, it would only be done

once for the whole year, then only require a mere minute or two every few weeks to update the

visibility settings of the upcoming month’s tasks.

As the Sergeant’s schedule is a responsibility within the Club Administration portfolio, this process is the

responsibility of the President Elect to maintain.

Attendance 3.0

The attendance module of ClubRunner allows the club to manage attendance records for members.

Additionally, the club has the ability to: bank and track make-ups for members; auto-assign a makeup

from the members’ pool for any meeting they miss; track attendance for honorary members; record

guests and other visitors; customize attendance rules based on member type (excused vs. exempt); view

attendance history and performance; and open up past meeting records to recalculate attendance.

As clubs are required to report their attendance monthly to the District, the attendance module allows

for reporting to be done electronically – when attendance records are closed to specific meetings, they

are simultaneously interfaced to the District attendance module and thereby reported.

As the attendance module allows for meeting makeups to be recorded and/or banked, a method for

reporting makeups was required. In May, President Clifford built in a reporting tool to the ClubRunner

homepage which allowed members an easy way to report any makeups completed. Utilizing Google

Forms, members simply navigate to the club’s main ClubRunner page and select the ‘Report a Makeup’

tab on the menu banner, and enter their makeup information into four simple fields. This information is

then available via Google Drive, where it has to be manually inputted to the attendance module.

Though this process may not be the most seamless for those responsible for its management, it does

provide an easy way for members to report makeups which in turn enables them to maintain higher

attendance levels. It also provides the club an opportunity to track service outside of meetings that can

also be used to track club activity in ClubCentral.


Meeting Makeups aside, attendance reporting is a labour intensive task, and is one that must be done

consistently. As attendance reporting is the responsibility of the Secretary, they should be granted an

access level which allows them to perform this function.

Another interesting capability of the attendance module regards tracking guests who attend meetings.

When a guests name is entered, their email address can be linked to their name in the attendance list.

This then adds the guest to the Friends distribution list in the Email Services function. Performing this

function will require obtaining permission from the guest to add them to the club’s distribution list.

Reports

A number of reports which track a varying amount of club data are available through ClubRunner:

Membership History; Membership Overview (monthly); Gender Distribution; Age Distribution; Years of

Service; Birthdays & Anniversaries; and Rule of 85.

Perhaps the most utilized report available through ClubRunner is the Birthday & Anniversary Report, as

members’ birthdays and anniversaries are announced weekly. The data in this report is pulled for

Rotarians’ individual ClubRunner profiles, so it is therefore important to ensure information is updated

and accurate.

Membership

Active and Inactive member lists are maintained through the Membership tab of ClubRunner. It is

through this area new members are added and made active and where resigning or transferring

members are made inactive. Member Profiles are able to be maintained through here.

An additional function that was utilized this past year was the New Member Program. As a New

Member Orientation was developed by the Director of Membership in the last year, the tasks new

members are required to complete are able to be tracked through this function. Additionally, Rotarians

responsible for certain club functions new members are required to assist with are able to be assigned

oversight.

Dues & Billing

ClubRunner provides the ability for the Treasurer to maintain internal accounts for Rotarians, and as

such send invoices to members for money owed as it relates to dues and meal plans. It allows tracking

of money both owed and paid by members. This has proven to be useful in notifying members of

upcoming payments. Though ClubRunner has the capacity to accept online payments, the Rotary Club

of Sioux Lookout has not subscribed to a version of ClubRunner that offers this; however, members now

have the ability to send electronic money transfers to the Treasurer through members’ respective online

banking. This has provided an ease in which the Treasurer is able to manage payments.


Event Planner

The Event Planner module is designed to allow clubs to create and maintain events for their club all

within a centralized location. This tool simplifies the process of creating an event, sending invitations,

and having members RSVP or decline to events or functions. It also allows Rotarians registering or

RSVP’ing to an event to note any guests they will be bringing. Any Rotarian can create and manage

events provided they have sufficient access rights. After an event is created, the event manager is able

to email directly from this module without having to access the Email Services module, with full access

to all distribution lists.

The Event Planner can also be used to manage volunteer signup lists, creating various tasks for

completion or shifts needing to be staffed. Once Rotarians register to the event, they can see which

tasks or shifts are available and sign up from there.

The Event Planner was utilized as a tool for members to RSVP to the Christmas Party in December 2015.

It was also utilized with the volunteer sign up lists for the Peanut Drive in November 2015, the Santa

Claus Parade in December and for Ice Candle Sales and Setup. The process proved to be an extremely

effective way for Rotarians to sign up for tasks, as it allowed them to do so at their leisure when they

knew their availability. It eliminated copious back and forth emails or paper signup sheets at meetings

that would have otherwise circulated, and rather offered an extremely organized visual of event needs.

It was also an extremely effective method of tracking vacancies in staffing each event. It certainly has

the potential to be more fully utilized going forward.

Website

The ClubRunner Website management tool uses a series of widgets, essentially design features each

with a different function, to display desired content. ClubRunner offers both pre-set widgets such as

Club Information, Club Executives & Directors, Links, Speakers, Duty Roster, Event Calendar and Stories

as well as custom made widgets like President’s Message. The aforementioned widgets all currently

appear on the Rotary Club of Sioux Lookout’s ClubRunner homepage. The website design is built by

dragging and dropping desired widgets into place by using the Website Designer tool.

One widget frequently updated through the past year was Stories. Retitled to “What’s Going On?”, this

widget was used to post meeting recaps as well as news articles to the home page. While attempts

were made to maintain consistent updating of this widget, inconsistency developed due to workload

and competing priorities of the President who was the one maintaining the content.

Bulletins

Bulletins are newsletters that can be sent to members, other users, friends, or online subscribers and

can be sent using multiple recipient groups. Bulletins are built in a similar manner to how the homepage

is designed – through the dragging and dropping of widgets. Utilisation of Bulletins is entirely

dependent on the accuracy of the information available in ClubRunner. This is to say that while there is

the capability of listing upcoming meeting programs, the duty roster, club stories, and/or events, the


Bulletin function would be futile should the aforementioned information not be current. That being

said, the desire to utilize Bulletins via ClubRunner may prove to be the vehicle of accountability needed

to ensure information online is kept up to date by those responsible for it.

Recommendation(s)

Encourage widespread use of ClubRunner through all available areas

Encourage members to make ClubRunner their platform of choice for email generating, event

signup and management, document storage, bulletin design, duty roster and speakers schedule

Have Directors and Club Officers be responsible for the functions of ClubRunner that correspond to

their respective portfolio, offering all required assistance as needed

Continue to expand Friends distribution list but actively seeking willing persons or parties to be

added such as meeting guests, visiting Rotarians, colleagues of members, host families, donation

recipients, business sponsors, etc.

Ensure the President Elect has entered their incoming Club Officers listing into ClubRunner by the

May deadline annually

Enter attendance information weekly, ideally within 24 hours of meeting so as to maintain

manageability of the task

Encourage members to be proactively reporting service completed outside club meetings via the

meeting makeup reporting tool on the homepage

Requests regular member information updates to ClubRunner via ‘Request an Update’ function to

maintain accurate member information

Continue tracking new members progress in the New Member Orientation

Maintain an expectation that information is regularly updated and maintained, ie/ Sergeants and

program schedule, and stories


Portfolios

Club Administration: President Elect

As previously mentioned, the current President Elect was secured in March 2015 with the position

vacant since July 2014. Though the revised position description was approved in late October 2015, the

President Elect began handling the Club Administration portfolio in July 2015. Previous to the revision

of the bylaws, Club Administration was its own portfolio chaired by Rotarian Susan Barclay from July

2014 to June 2015, transitioning to President Elect Kirk in July before is dissolution in October. Both

Rotarians secured diverse program schedules12 13 and ensured Sergeant at Arms coverage.

In the 2014-2015 year, seven Club Assemblies were held with programs regarding: Bingo Fund

Presentation; Lobsterfest Setup; Upcoming Event Planning; District Foundation Grants; Rotary Satellite

Clubs; and Membership Strategy

In the 2015-2016 year, seven more Club Assemblies were held with programs regarding: Membership; RI

Annual Theme & Presidential Citation; The Rotary Foundation; Club Bylaws; ClubRunner Tutorial and

Year End Reports.

Club Assemblies are an opportunity for clubs to handle internal business matters. In the second year of

this past term, Club Assemblies were used as training opportunities for member development in various

Rotary subjects. This approach was well received by members as it benefited both new and longer

tenured members alike. It would serve the club well going forward to continue the practise of using

Club Assemblies as training or development sessions for members. Furthermore, it is recommended

that the club explore the possibility of establishing a training team that would lead such Club

Assemblies.

Meals for the past two years were secured through several venders. Most often ordered from Fresh

Market Foods, there were a number of meetings were individual Rotarians catered meals in exchange

for credit towards their quarterly enrollment in the meal plan. In the 2014-2015 year, the inbound

exchange student catered for fee as a means to fundraise for her Shelter Box commitment and Western

Adventure expenses. The instances in which Rotarians catered the week’s meal was well received, and

provided a nice variety.

In March 2015, the Executive circulated a Request for Proposals for catering services. The RFP was open

for two weeks, and included an extended deadline. No proposals were submitted, though several local

caterers expressed interested, each were concerned with their ability to provide services on a weekly

basis. Discussion around multiple caterers being secured on a rotating basis was discussed, however

was not pursued.

12

Appendix 12: 2014-2015 Program Schedule 13

Appendix 13: 2015-2016 Program Schedule


In fall 2015, the President Elect took responsibility of entering the Duty Roster and Program Schedule

into ClubRunner. Previous to this period, the President had been doing the data entry based on the

schedule provided to him by the President Elect. By the President Elect entering this information

himself, it freed the President from this responsibility, and allowed updates to either schedule to be

made expeditiously.

A number of fellowship events were scheduled throughout the year. Nearly all scheduled during

meeting time, an effort to hold fellowship events outside of meeting times has recently began with the

intention of continuing in the next Rotary year.

A year-end report detailing the efforts of the President Elect has been submitted for consideration.14

Harassment & Compliance: Vice President

The Vice President position, while filled in January 2016, was not transitioned into by the incumbent

until April when their previous Executive position was able to be filled. This late transition unfortunately

did not allow much time for progress to be made on strategic priorities.

Following the revision of the bylaws, a number of policies needing either development or updating were

identified. Policies needing updating include Harrassment, Canoe Use, and Donation. Policies needing

to be developed include: QEDHS Graduation Bursary; Jack McKenzie Memorial Award; Finance (re:

control measures in addition to article in bylaws, spending authority of Executive Officers and Executive,

expense authorization requiring club vote); Meal Plan; Youth Services (re: selection of program

participants, vulnerable persons protection); Executive Administration/Business Conduct (parliamentary

procedure, motions, minutes, record); Rotarian Code of Conduct; and Executive Officer Job Descriptions.

When reviewing the donation policy, it is strongly recommended the club develop a process of soliciting

funding requests from community organizations via an application process which would assess the

merits of the application based on intended use of funds, need, and projected impact. Such a process

would allow for increased openness and transparency in the selection of club beneficiaries and would

extend the reach of Rotary’s support in its community, as ability to apply for financial support holds the

potential for opportunities to be presented that the club may not have been aware of or otherwise have

given equal consideration. Furthermore, it would allow the club to better allocate both restricted and

unrestricted dollars based on lottery fund-eligible organizations and activities.

As the Council on Legislation of Rotary International met in April 2016, the Vice President will need to

ensure all club legislation, namely the club constitution, is appropriately updated based on enactments

communicated through the Report of Action. This may be done concurrently with the annual bylaw

review.

14

Appendix 14: President Elect 2016 Year End Report


Executive Affairs: Secretary

Over the last two years, the Secretary’s position has been held by two different Rotarians. Beginning in

the 2015-2016 year, the Secretary’s responsibilities were increased to include the taking of minutes at

both Executive and general meetings, as well as entering weekly attendance into the ClubRunner

module. In the previous year, the President had taken all meeting minutes which proved extremely

challenging to complete, hence the move towards the Secretary performing this duty.

In the interest of creating a manageable workload for the Secretary, a compromise was reached wherein

the general meeting minutes would be recorded by the President, and Executive meeting minutes and

weekly attendance entry to ClubRunner would be recorded by the Secretary. Despite best intentions,

the task of producing completed minutes of general meetings within a reasonable timeline proved

challenging for the President, as did attendance entry by the Secretary.

In early 2016, the Secretary was granted a leave from their duties. Their duties then deferred to the

President. At present, there remains a backlog of weekly meeting minutes from 2015-2016, as well as

attendance data entry from November 2015 to year end.

Currently, the only meeting minutes on file from a previous year are from 2010-2011. While valuable in

a historical context, reference to club decision and/or actions from the previous year must be available.

The recording of meeting minutes provides for such reference. Furthermore, a document specifically

tracking motions alone would also provide for quick reference. Tracking of motions has not been kept

since the 2010-2011 year, but should be reinstated in the upcoming year.

Notwithstanding the above workload challenges, minutes of weekly meetings must be kept for historical

record, and attendance from meetings must be inputted. It may be necessary for this responsibility to

be reassigned or distributed between two positions independent of the President.

Finance: Treasurer

Rotarian Susan Barclay held the Treasurer’s position from July 2014 until her transition to Vice President

in April 2016. Rotarian Collin Hochstedler was secured to fill this vacancy, and has committed to serve in

this capacity through the 2016-2017 year.

Rotarian Susan made regular financial reports to the Executive throughout her tenure. Internal audits

were conducted in October 2014 and December 2015. Both audits were conducted by Rotarians Ryan

Brazier and Collin Hochstedler.

Despite his short tenure, Rotarian Collin submitted a year-end report15.

Public Relations

With the advent of social media, and the club’s increased use of ClubRunner, the Public Relations

portfolio is increasingly gaining in importance, requiring constant attention, and dynamic approach.

15

Appendix 15: Treasurer 2016 Year End Report


As noted in the Public Relations 2016 Year End Report, Rotarian Ryan Brazier has aligned the club’s

branding with RI standards. He has also strived to maintain three posts per week to the club’s facebook

account16.

In January 2016, President Kirk worked with incoming Public Relations Chair Emma McDonald to

develop a weekly bulletin that is circulated to all members weekly. These bulletins have been created

through a publisher program separate from ClubRunner. Included in the weekly bulletin was a recap of

the week’s meeting program, a look ahead to upcoming programs and Sergeants at Arms, and birthday

and anniversary listings. The bulletin also hyperlinked the ClubRunner and Facebook icons on the

bulletin to their respective websites online. Consistency in publishing should be an objective of this

portfolio going forward.

The utilization of ClubRunner Bulletins should also be explored, as this platform presents several

benefits. First, draft and published documents are archived on ClubRunner, eliminating the need for

individual file storage and risk of misplacement. Secondly, ClubRunner Bulletin would improve

efficiently in distribution, as bulletins are already distributed via ClubRunner Message Centre in order to

make use of the Friends distribution list. This requires the document to be uploaded first. Thirdly, use

of this platform eliminates the need to build a bulletin from scratch each week, as it allows the user to

simply drag and drop desired widgets, also improving efficiency. The only entry that would need to

happen would be under Stories, which, once completed, could simultaneously post to the homepage.

Finally, it would allow job sharing or coverage should the one responsible for the meeting bulletin be

absent from a meeting, and a covering Rotarian not have access to necessary program software.

In the upcoming year, a comprehensive public relations strategy must be developed that outlines a

concerted approach for the club going forward. The strategy should include a streamlined process for

releases to local and regional media with a corresponding directive, an increase in social media presence

through multiple platforms, and management of Stories on ClubRunner.

Membership

Throughout the last two years, membership numbers remained fairly consistent with the termination

and induction of multiple members. While the club did not see massive gains in members, substantial

work took place within this portfolio, namely, the development of a membership strategy that stemmed

from the strategic plan. This plan has been implemented and continues to progress.

The club currently has three honorary members. Alan Schofield was given honorary membership with

the Rotary Club of Sioux Lookout years prior in recognition of his many years of assisting the club with its

annual Peanut Drive. Henry Wall was given honorary membership at the time of his resignation from

active membership, in recognition of his service and continued support of the Bingo program. The

Mayor of the Municipality of Sioux Lookout was offered honorary membership as means for relationship

building. While a motion was made to allow the honorary membership of the Mayor to proceed

indefinitely, the honorary membership of Alan and Henry are subject to articles contained within the

16

Appendix 16: Public Relations 2016 Final Report


club constitution. This is to say that the club is required to approve honorary membership on an annual

basis, where honorary membership ceases at the failure of the club to do so. Therefore, unless the club

were to approve honorary membership for Alan and Henry for the upcoming year, their honorary

memberships should cease at the end of the current year.

A number of Club Assemblies through the last twelve months regarded membership in some aspect.

One assembly, held at the Sioux Lookout Public Library, was an online training session for members to

learn how to navigate ClubRunner. A two-assembly series entitled Membership Matters was developed

that saw members develop recruitment techniques.17 18

The biggest challenge that faces the club, as noted in the year-end report, has to do with the capacity of

the club to recruit interested community members, support club projects, and develop new Rotarians19.

It would seem logical that as the number of members increases, so too does the club’s capacity to

recruit members, support its projects and develop new Rotarians. Therefore, it would be reasonable to

expect the output of the club to increase relative to the induction and development of new members.

Foundation

The Foundation portfolio had an incredibly strong year, with donations totalling more than $5,300. One

Paul Harris Fellowship was earned, and two Paul Harris Plus One recognitions were awarded.

In November, during Foundation Month, Foundation Co-Directors Lorenzo and Knowles hosted a Club

Assembly where they demonstrated how to enroll in Rotary Direct. Furthermore, the club raffled off

900 Paul Harris Recognition points, requiring Rotarians to contribute US$100 in order to enter. Their

donation, coupled with the recognition points, would earn them a Paul Harris Fellowship. This

promotion proved to be successful, as ten Rotarians participated.

In 2017, the Rotary Foundation will celebrate its centennial. President Clifford has encouraged Co-

Directors Knowles and Lorenzo to set a goal of achieving an Every Rotarian Every Year designation in the

Foundation’s centennial year.

In October 2014, Rotarians, Knowles, Susan, Clifford, Lorenzo and Wendy attended District Grant

Certification Webinars. Attendance at certification webinar is required for Rotary Clubs to be

considered compliant to RI regulations for applying for District grants. Despite being a certified club for

the 2015 application year, the club did not submit any applications for District matching grants.

In October 2015, Rotarians Clifford, Wendy, Kirk and Lorenzo attended Grant Certification Webinars.

Unlike the previous year, the club submitted four applications to the District Grants Committee and was

approved for all.

17

Appendix 17: Membership Matters Part 1 18

Appendix 18: Membership Matters Part 2 19

Appendix 19: Membership 2016 Year End Report


A year-end report regarding Foundation was submitted by Rotarian Knowles.20

Service

Prior to the club bylaws being rewritten, the five avenues of service were represented by individual

directorships. Due to current membership levels of the club, the five avenues were brought together

under the umbrella of a Service directorship. This revision structure allows for five subcommittees to be

established at such a time as the club’s membership increases.

In September 2014, after constant struggle to secure host families for the inbound exchange students

coupled with needed transition out of the Youth Exchange Officer position by the President who had

held the position at the time, the club made the difficult decision of imposing a moratorium on

participation in the exchange program until such time as the club was able to adequately support the

program.

In spring 2015, the Youth Services Committee was re-established with the task of managing applicant

selection and host family confirmation for the exchange program, promotion and selection of

participants to RYLA and Adventures in Citizenship, and exploring the possibility of participation in

MUNA, short term exchange, and the remaining Adventures programs (Agriculture, Technology,

Forestry, and Human Rights).

In September 2015, one participant was selected from four for the long term youth exchange program.

The club also had a participant attend Adventures in Citizenship in May 2015 and 2016, two participants

to Senior RYLA in August 2015, and is currently confirming attendance for two more senior RYLA

attendees.

In April 2016, the Rotary Club of Sioux Lookout made a $25,000 pledge to the Municipality of Sioux

Lookout to cover a substantial portion of the community contribution required for two funding

applications the Municipality was making. The grants would cover the costs of equipping a multiuse

cafetorium being included in the construction of a new public high school.

The Rotary Club of Sioux Lookout continues to excel in the area of fundraising. The last two years have

seen increases in the number of tickets available to Lobsterfest, and have sold out each time. The End

of Winter Barrel Sinking continues to gain interest. The annual Blueberry Pancake Breakfast continues

to be a perennial favourite of festival goers.

It would be advantageous for the club to begin requesting final report submission from event chairs

upon the completion of each fundraising event. Currently, there is no historical record with the club

that maintains a retrospective of fundraisers. This proves problematic when trying to plan for future

growth or improvement of events, the development of new events, or the transition of event

chairmanship. A simple template could be easily developed for this use.

20

Appendix 20: Foundation 2016 Year End Report


Both a Service 2016 Year End Report and Youth Exchange Officer 2016 Year End Report were

submitted.21 22

Recommendation(s)

Establish a club training team responsible for ongoing member development

Seek fulltime catering service, or develop a rotating cycle of providers

Reassess workload level for Secretary, and provide additional support if necessary. Consider

dividing responsibility and establishing a new Club Officer responsible for data entry

Endeavour to have financial audit completed as close to closing of the previous financial year as

possible

Develop a separate, comprehensive public relations strategy the encompasses a streamlined

process and directive for providing releases to local and regional media, increase in social media

presence through multiple platforms, and management of Stories on ClubRunner

Continue progress in relation to the membership strategy.

Establish a membership committee with separate leads for recruitment and development

Strongly encourage foundation giving and TRF being Rotarians charity of choice

Maintain District Grant Certification

Seek opportunities for funding through District Grants

Continue development of Youth Services Committee, and increase promotion of available youth

program opportunities

Pursue additional youth program opportunities such as Adventures in Technology, Adventures in

Agriculture, Adventures in Forestry, Adventures in Human Rights, and International Youth Camps

Sign Memorandum of Understanding with Keewatin-Patricia District School Board and Municipality

of Sioux Lookout

Develop final report templates for fundraising events and projects with the expectation they are

completed regularly by event and project chairs

Ensure all noted policy is developed

21

Appendix 21: Service 2016 Year End Report 22

Appendix 22: Youth Exchange Officer 2016 Year End Report


Conclusion

The Rotary Club of Sioux Lookout is a cross section of men and woman drawn to the ideals of service

above self and doing good in the world. Diverse in cultural and professional background, they share a

common desire to light up the world, be a gift to those around them, and to serve humanity.

In the last two years, the club has undergone significant redeveloped aimed at long-term sustainable

growth in all areas of the club. Its members have taken account of their surroundings, acknowledged

where they have been, and have determined where they wish to go. I wish them the best of luck in

their pursuits.