Stewardship, Qualification and Strategic Planning

1. Stewardship, Qualification and Strategic Planning PDG Usama Barghouthi DRFC 2013/14 TRF Seminar, Dubai, UAE 8 December 2012

2. Stewardship Stewardship is the responsible management and oversight of grant funds, which ensures that funds are used properly and benefit populations in need.

3. Stewardship Practices • Have Rotarians supervise project • Implement projects as approved • Follow standard business practice • Report irregularities • Submit reports • Retain documents

4. Stewardship Activities • Report tracking • Routine monitoring • Random and targeted audits • Investigating allegations • Stewardship seminars • Qualification

5. Stewardship • Financial Review of Projects • Timely and Complete Reporting • 4-Way Test • Rotary Code of conduct (previously known as) Declaration of Rotarians in Businesses & Professions

6. Stewardship The trustees rely on the Integrity of the Clubs and Rotarians engaged in Project Implementation to ensure that funds are used effectively for the purpose for which they were given.

7. Qualification • Qualification provides clubs with financial and stewardship controls for meeting Foundation requirements and managing grant-funded activities. • Clubs need to qualify before applying for global and packaged grants.

8. Qualification Requirements • Attend a grant management seminar • Read, sign, and submit club MOU to the district

9. Club Memorandum of Understanding • The club MOU is a binding agreement between the club and its district, outlining Foundation requirements. • By signing the MOU, the club agrees to comply with the requirements.

10. A. Upon successful completion of the qualification requirements, the club will be qualified for one Rotary year. • B. To maintain qualified status, the club must comply with this MOU, any additional district requirements, and all applicable TRF policies. • C. The club is responsible for the use of funds for club-sponsored grants, regardless of who controls the funds. • D. Qualification may be suspended or revoked for misuse or mismanagement of grant funds • E. The club must cooperate with any financial, grant, or operational audits.

11. Misuse or Mismanagement • fraud • forgery • membership falsification • Gross negligence • endangerment of health, welfare, or safety of beneficiaries • Ineligible contributions • use of funds for personal gain • undisclosed conflicts of interest • monopolization of grant funds by individuals • report falsification • overpricing • acceptance of payments from beneficiaries • illegal activities • use of grant funds for ineligible purposes.

12. Club Officer Responsibilities • A. Appointing at least one club member to implement, manage, and maintain Club qualification • B. Ensuring that all TRF grants adhere to stewardship measures and proper grant management practices • C. Ensuring that all individuals involved in a grant conduct their activities in a way that avoids any actual or perceived conflict of interest

13. Written Financial Management Plan The financial management plan must include procedures to • A. Maintain a standard set of accounts, a complete record of all receipts and disbursements of grant funds • B. Disburse grant funds, as appropriate • C. Maintain segregation of duties for handling funds • D. Establish an inventory system for equipment and other assets purchased with grant funds, and maintain records for items that are purchased, produced, or distributed through grant activities • E. Ensure that all grant activities, including the conversion of funds, comply with local law

14. Bank Account Requirements • In order to receive grant funds, the club must have a dedicated bank account that is used solely for receiving and disbursing TRF grant funds. • A. The club bank account must • 1. Have a minimum of two Rotarian signatories from the club for disbursements • 2. Be a low- or noninterest-bearing account • B. Any interest earned must be documented and used for eligible, approved grant activities, or returned to TRF.

15. Bank Account Requirements • C. A separate account should be opened for each club-sponsored grant, and the name of the account should clearly identify its use for grant funds. • D. Grant funds may not be deposited in investment accounts such as mutual funds, certificates of deposit, bonds, and stocks. • E. Bank statements must be available to support receipt and use of TRF grant funds. • F. The club must maintain a written plan for transferring custody of the bank accounts in the event of a change in signatories.

16. Strategic Planning Identify your club’s strengths and weaknesses. Set goals to capitalize on your club’s strengths and address the weaknesses. Create an action plan for each goal.

17. Goal Setting

18. Creating an Action Plan For each goal, identify: • Actions needed • Person responsible • Timeline • How progress will be measured • Available resources

19. Strategic Planning

20. Strategic Planning Steps • Create a vision. • Develop long-range goals that support your vision. • Set annual goals that support your long-range goals. • Evaluate your plan regularly and adjust as needed.

21. Strategic Planning Best Practices Past, current, and incoming club officers should work together to customize a leadership plan that incorporates current club strengths and best practices, such as these: • Develop long-range goals that address the elements of an effective club. • Set annual goals that support long-range goals. • Keep all members informed by holding club assemblies. • Communicate effectively with club leaders, club members, and district leaders.

23. Strategic Planning Best Practices • Ensure continuity in leadership and service projects from year to year. • Customize club bylaws to reflect club operations and practices. • Provide opportunities to develop stronger relationships among members. • Ensure that every member is active in a club project or function. • Offer regular, consistent training. • Assign committees that support your club’s needs.

24. Strategic Planning Best Practices • Review your practices with your fellow club leaders annually to ensure that they continue to meet your club’s goals and reflect your club’s identity. • Ask your assistant governor for assistance. • You can also consult your Club and District Support representative, immediate past president, or Rotary coordinator to connect you to resources.

25. Strategic Planning Process 1. Vision - Mission/Purpose Values 2. Assess where we are? 7. Monitor Evaluate 3. Strengths Weaknesses Opportunities Threats (SWOT) 6. Implement District/Club Here 5. Goals Objectives Tasks 4. Decide Strategic Directions

26. On Club Level Define Vision/Mission Objective/Values Identify Expectations Supervise Evaluate Identify key players and resources to allocate them Identify the club strength & weaknesses Identify tactics and actions Define strategic priorities

27. Strategic Priorities & Objectives

28. Support and Strengthen Clubs • Foster club innovation and flexibility • Encourage clubs to participate in a variety of service activities • Promote membership diversity • Improve member recruitment and retention • Develop leaders • Start new, dynamic clubs • Encourage strategic planning at club and district levels

29. Focus and Increase Humanitarian Service • Eradicate polio • Increase sustainable service focused on • New Generations/Youth programs • The six areas of focus • Increase collaboration and connection with other organizations • Create significant projects both locally and internationally

30. Enhance Public Image and Awareness • Unify image and brand awareness • Publicize action-oriented service • Promote core values • Emphasize vocational service • Encourage clubs to promote their networking opportunities and signature activities

31. Thank you