R-055 · A 90-day try-out

A club plan for Rotary Strategy Planning Forum

Use this as a starting point. Cross out what does not fit, add what is missing and make it your club's own.

Where this idea came from

Playbook entry: R-055 · Rotary Strategy Planning Forum
Theme: Theme 3: Retention & Member Support · Subtheme 4: Leadership Pathways
Source material: Current playbook index title and category plus an internally authored detailed-guide draft

Initiative-specific development wave

How this draft was developed

These sources support general principles for leadership pathways, accessibility, privacy, safety and responsible governance; they are not an endorsement of the named Rotary Strategy Planning Forum, a finding that it suits any club or approval of its local design.

Primary references consulted

Engage emerging leaders (Rotary International)
Used for: Rotary encourages clubs to ask members what they want, take suggestions seriously, assess club health, support new leaders and use deliberate planning to improve the member experience.
Enhance Your Club's Culture (Rotary International)
Used for: Rotary encourages clubs to review traditions, explain costs, offer flexible attendance, use mentoring and vary meeting experiences in response to member needs.
Rotary Clubs (Rotary International)
Used for: Rotary clubs combine service, friendship, diversity, integrity and leadership, and may support online participation for people affected by schedules, mobility or distance.
Managing conflicts of interest (Australian Charities and Not-for-profits Commission)
Used for: Responsible entities should identify, disclose and manage actual, potential and perceived conflicts and keep records of the process and decision.

Candidate District material

No candidate local guide was used for this version. The current initiative identity and the attributed primary references remain separate.

Theme 3 source-assurance wave

What has been checked

4 current primary pages used by this guide were reopened on 9 August 2026.
4 attributed source claim(s) were mapped to their bounded use in this initiative.
Candidate District material remains separate and does not establish this result.

See each source's scope and limit

Engage Emerging Leaders
Supports: Member-centred discovery, mentoring, feedback, emerging-leader support and club-health review principles.
Does not establish: A member's preferences, readiness, consent, wellbeing, support needs or suitability for a role.
Enhance Your Club's Culture
Supports: Member-centred culture review, barrier reduction, flexibility, mentoring and practical conversation about the club experience.
Does not establish: That every suggested action suits the club, that the page diagnoses the club or that a proposed cultural change has member support or approval.
Rotary Clubs
Supports: Rotary participation context and the value of service, connection, integrity, leadership and accessible participation in the member experience.
Does not establish: Why a person joined, stayed or left, what support they want, whether a club meets their needs or approval of a named initiative.
Managing conflicts of interest
Supports: Conflict identification, disclosure, recording and impartial management principles for member-support and club decisions.
Does not establish: That a conflict exists, has been adequately managed or is governed by a particular law, constitution or policy in the club's circumstances.

What still needs a person to confirm

Confirm person-led consent, privacy, scope and referral boundaries before the club collects personal information or offers support.
Confirm which incorporated-association, charity, work health and safety, privacy, safeguarding and other duties apply to the club and this local design.
Test accessibility, belonging and participation with affected members rather than inferring suitability from the guide.
Confirm every local fact, starting point, measure, owner, current service contact and stopping condition before the club decides to proceed.
Resolve any candidate District-source provenance and approval decision without treating the candidate as controlled authority.

The source-verification release gate remains closed.

Checks still on hold

The Theme 3 index establishes this current code and title. The placeholder-heavy Theme 3 candidate files remain quarantined and have not been used as delivery evidence for this draft.
No newly added or publicly writable Drive material has been used in this record. Existing Drive candidates remain attributed, unapproved and held from controlled-source status until integrity, ownership, crosswalk and human approval are resolved.
Before local delivery, the club must approve the decision, participant choices, access arrangements, privacy and records plan, role boundaries, referral or escalation routes, resource limit and the specific control for this boundary: the forum must not be presented as final approval or bypass member authority.
Formal human review has not started. Rotary Strategy Planning Forum remains an internal initiative-specific draft until the full corpus reaches the Full-Corpus Review Build and every source, editorial, local-suitability, accessibility and governance gate is resolved.

Still an internal draft: source interpretation, local suitability, accessibility, governance and editorial approval remain open checks.

1. Is this worth trying here?

What we hope will change: Use Rotary Strategy Planning Forum to make leadership opportunities visible and supported for members who are ready to grow.

What is happening in our club or community now?What is the smallest useful version we could try? What will we leave out?

Board contactPerson leading the workPerson checking what happened

2. Our 90-day try-out

What our club will do for Rotary Strategy Planning Forum
Step	What we will do	Who could lead it	Our date	How we will know it is done
1	Write a decision brief for Rotary Strategy Planning Forum: define which priorities and trade-offs require formal planning decisions, the evidence already held, people affected, local authority, fixed constraints, success signals and stop conditions.	Board sponsor and leadership-development lead	Week one	An approved decision and boundary brief
2	Publish the capability or decision need, invite expressions of interest, make selection criteria and conflicts visible, and agree a role, authority, workload, support and exit route.	Board sponsor and leadership-development lead with the access and privacy contacts	Weeks one and two	A participant, access and information-handling plan
3	Build and test a strategy forum where leaders and members compare evidence, choices and capacity; use the Strategy Forum Decision Paper, rehearse the boundary wording, check materials and confirm who can decide, refer, pause or close the activity.	Mentor, facilitator or role supervisor	Before the trial	A tested strategy forum decision paper and delivery pack
4	Use real but bounded practice, observation, reflection and feedback; protect confidential board or member information; and keep every decision with its authorised office-holder. Capture only the evidence needed to judge whether the trial achieved its stated aim: build shared strategic understanding and decision discipline.	Mentor, facilitator or role supervisor	Weeks three to eight	A controlled activity and evidence record
5	Analyse the evidence against the starting point, validate meaning with the people involved, record exceptions and unintended effects, and prepare a strategy choices paper and decision schedule without overstating what the trial proves.	Mentor, facilitator or role supervisor and an independent reviewer	Within seven days of the trial	A strategy choices paper and decision schedule
6	Make and record the authorised continue, adapt, refer, scale or stop decision for Rotary Strategy Planning Forum; explain the reasons, complete every action or referral, close unnecessary records and schedule the 90-day follow-up.	Participant and handover recipient	By day 90	A published response, closed action register and next-step decision

3. Checks before we start

Things our club needs to check
Question	What it means for us	Who will check	Done?
Check the idea with the people affected and confirm its purpose, owner and practical limits before putting it into use.
Use only the personal information needed. Agree who will handle routine care and who should be contacted if a serious concern arises.
Confirm venue, accessibility, safety, incident, cancellation and follow-up arrangements for the actual audience and setting.
The club proceeds with Rotary Strategy Planning Forum without respecting this boundary: the forum must not be presented as final approval or bypass member authority. — Name the boundary in the brief and participant information, give the delivery lead stop authority and move any excluded matter to its responsible process.
Selection reproduces an inner circle or bypasses a formal appointment process. — Publish the pathway, criteria and authority; use varied selectors; record conflicts and keep formal appointments separate.
A learner or adviser exercises authority they do not hold. — Use written delegations, observation boundaries, decision checkpoints and an accountable office-holder.
Leadership development adds hidden work or exposes confidential information. — Set workload limits, access only what is necessary, use confidentiality rules and provide a safe exit and handover.
The Theme 3 index establishes this current code and title. The placeholder-heavy Theme 3 candidate files remain quarantined and have not been used as delivery evidence for this draft.
No newly added or publicly writable Drive material has been used in this record. Existing Drive candidates remain attributed, unapproved and held from controlled-source status until integrity, ownership, crosswalk and human approval are resolved.
Before local delivery, the club must approve the decision, participant choices, access arrangements, privacy and records plan, role boundaries, referral or escalation routes, resource limit and the specific control for this boundary: the forum must not be presented as final approval or bypass member authority.

4. What changed?

What we will keep an eye on
What matters	Where we are now	What we hope to see	How we will check	Who
After 90 days, review Rotary Strategy Planning Forum. Look for transparent opportunities, supported first assignments and members choosing whether and how they wish to progress.
Rotary Strategy Planning Forum produces a strategy choices paper and decision schedule by the promised decision date, with evidence limitations and any participation gaps stated.
Participants complete a defined capability goal or work product with observed evidence rather than attendance alone.
Authority, delegation, conflicts, confidentiality and workload stay within the written role agreement.
Feedback and handover records show what changed, what remains unsupported and what the club will do next.

After 30 days

Is it reaching the right people? Is anything unsafe, unfair or harder than expected?

After 60 days

Make one useful change based on what people have told you.

After 90 days

Compare with where you started. Decide whether to change it, continue it or stop.

Made for this initiative

Tailored supporting documents

These working documents use the decisions, safeguards and evidence needs of this initiative. Complete them with the people affected and keep the agreed version with the club's project record.

Rotary Strategy Planning Forum Capability and Outcome Brief

Define the leadership capability, real work and evidence required.

Open supporting document

Rotary Strategy Planning Forum Expression of Interest and Conflict Form

Support fair selection and transparent conflict management.

Open supporting document

Rotary Strategy Planning Forum Role, Authority and Confidentiality Agreement

Keep development work within lawful and club-approved boundaries.

Open supporting document

Rotary Strategy Planning Forum Learning or Practice Plan

Translate the pathway into deliberate work and feedback.

Open supporting document

Rotary Strategy Planning Forum Observation and Feedback Record

Capture useful evidence without turning development into personality judgement.

Open supporting document

Rotary Strategy Planning Forum Decision and Governance Check

Protect formal authority, conflicts and required approvals.

Open supporting document

Rotary Strategy Planning Forum Handover and Continuity Pack

Transfer work, decisions and learning without creating dependency.

Open supporting document

Rotary Strategy Planning Forum Leadership Pathway Evaluation

Decide whether the pathway improved capability and club outcomes.

Open supporting document

Strategy Forum Decision Paper

Carry evidence and trade-offs into authorised planning

Open supporting document

Before your club says yes

Does the idea fit?

Talk with the people it is meant to serve and check that the need is real.

We have checked this

Who can say yes?

Name the person or group that can approve the work, spending and any safety arrangements.

We have checked this

Are people protected?

Check privacy, consent and safety. Collect only the information you genuinely need.

We have checked this

Can everyone take part?

Check the language, format, place, technology and cost for barriers.

We have checked this

Are the facts and permissions right?

Check names, claims, images, quotations, partner references and Rotary branding.

We have checked this

How will we learn?

Note where things stand now, check in at 30, 60 and 90 days, and decide what to do next.

We have checked this

Worksheets for your club

Open them online, print them or change them to suit the way your club works.

Roadmap

Use this worksheet to turn the idea into a short list of actions, dates, costs and responsibilities.

Open worksheet

Are we ready to try this?

Use this worksheet to decide whether a small first try is realistic and what the club must settle before it starts.

Open worksheet

Progress tracker

Use this worksheet to note where things stand and choose a few useful signs that will help the club decide what to do next.

Open worksheet