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Gyro’s “NEW ERA” . Tempe Board of Governors, EC Meeting PIP Emil Baijot’s speech s parked a call for a “New Era ” . Presentation Outline. Introductions & thanks Overview of goals & strategies Significant facts Positives Recommendations S tructure recommendations Summary.

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gyro s new era

Gyro’s “NEW ERA”

Tempe Board of Governors, EC Meeting

PIP Emil Baijot’s speech

sparked a call for a “New Era”

presentation outline
Presentation Outline
  • Introductions & thanks
  • Overview of goals & strategies
  • Significant facts
  • Positives
  • Recommendations
  • Structure recommendations
  • Summary
big big thanks to nec for thoughtful tireless effort
BIG BIG THANKS TO NECFor thoughtful tireless effort
  • STEVE ANDERSON
  • KEITH AUCOIN
  • KEN BAKER
  • RON CIMAGLIO
  • BRYAN FLANIGAN
  • ED MACDONALD
  • ANDY MCDOUGAL
  • BOB MCGILL
  • PAT RYND
  • TED SHEWCHUK
  • ART SIDLEY
  • CHRIS SNYDER
  • RANDY TARRIER
  • DALE WOODROFFE
  • TIM WRIGHT, SR.

In Wallace (white)

nec represents
NEC Represents
  • 15 MEMBERS – from wide range of club sizes, leadership, & experience
  • ALL change-oriented
  • Clubs: Big & small, USA & Canada, clubs that seriously debated dropping out.
  • 8 DISTRICTS, 12 CLUBS
  • CC to EC- that made 20 members, 15 clubs. (Note: EC did not vote)
new era committee established

NEW ERA COMMITTEE ESTABLISHED

JANUARY 30, 2014

Interim Convention

Tempe, AR.

the nec premise
The NEC Premise
  • A watershed moment
  • Gyro must rethink it’s operational model
  • Gyro needs to modernize….soon
goals integrated throughout t he r ecommendations
Goals integrated throughoutthe recommendations

What we were trying to accomplish

with specific recommendations

overview modernize
OverviewMODERNIZE

Keep what works.

Revise or discard what doesn’t

overview membership
OverviewMEMBERSHIP

Stabilize and grow membership

overview strengthen clubs
Overview STRENGTHEN CLUBS

The FIRST STEP is to HELPimprove the club experience.

overview rethink leadership roles
OverviewRETHINK LEADERSHIP ROLES

Change task priorities

To more of what clubs NEED

Not just historical practice

overview 21 st century communications
Overview21st Century COMMUNICATIONS

Can’t look like an old man’s club

from the 1950’s

overview effectiveness
OverviewEFFECTIVENESS
  • Update management structure
  • Efficient use of scarce funds
summary goals
Summary - Goals
  • Modernize
  • Stabilize/Grow membership
  • Strengthen clubs
  • Rethink leadership roles
  • Upgrade Communications
  • Effectiveness
overview final recommendations
OverviewFinal Recommendations
  • 22 reached NEC consensus
  • Plus 6 on management & structure

approved by majority but no consensus.

  • The “6” are also presented.
o verall trends are disturbing

Overall trends are disturbing

Years of calls for major changes

5 year membership loss 2009 2014
5 YEAR MEMBERSHIP LOSS2009 – 2014
  • Lost 782 members (-22%)
  • Added+130members
  • Net loss 652(-18%)
gyro club growth
GYRO CLUB GROWTH

2009-2014

  • 14Larger (14%)
  • 41Stable (+3 to -3) (40%)
  • 33Smaller (33%)
  • 16 Closed (16%)
  • 3New clubs
loss of clubs
LOSS OF CLUBS

2009-14 Lost 16 clubs (16%)

Bellevue, Central Texas, Cincinnati, Columbus,

Forest City, London, Kentville, Milwaukee,

Minn-Suburban, Osoyoos, Salt Lake City, Sterling,

Sussex, Trail, Wadsworth, Wenatchee Valley

Caused loss of 425 Gyros (12%)

Added3 clubs:

Caloosa, Central Coast, Coachella Valley

members are getting on
Members are “Getting On”
  • Clubs - 88
  • Median age 70+
  • Members 2899
  • Average years in Gyro 17+
perceived value
Perceived Value ?
  • “Gyro does nothing for clubs?”
  • “Conventions/events are for a select few & irrelevant to us. ”
  • “Dues being spent unwisely”
club differences
Club Differences
  • Distancebetween clubs
  • Club operation models
  • Ladiesinvolvement(not as members)
  • Membership by invitation only vs. “more open” membership
  • Bias against PR and recruiting
the downside
The DOWNSIDE
  • Steady membership decline
  • Few growth clubs
  • Losing entire clubs
  • Members “getting on”
  • Perceived value
  • Club differences
  • Pogo’s enemy ?
a unique appealing market position
A UNIQUE APPEALING MARKET POSITION

Not so fast!! Plenty of good news

great members
GREAT MEMBERS
  • A strong and loyal core base
  • 54% of clubs growing or stable
  • Though outcomes are slipping…The traditions of a 102 year old organization are in place
ideal target market s
IDEAL TARGET MARKET(S)?
  • 50 -65 years of age
  • Community centered
  • Past/current service club member
  • Children are gone – empty nester
  • Time to devote to socials
creative leaders

CREATIVE LEADERS

Who want a more responsive Gyro

International & District

a sense of urgency
A SENSE OF URGENCY
  • Fundamental issues have been discussed with a growing sense of urgency for many years.
  • Gyro MUST CHANGE
recommendations

RECOMMENDATIONS

FINAL REPORT 2014

please keep in mind that these recommendations are interrelated they effect each other
Please keep in mind that these recommendations are interrelated. They effect each other.
section 1 a responsive mission
Section 1A RESPONSIVE MISSION
  • Determine basic purposes of GI
  • Focus on measureable outcomes that meet club needs
  • Make it easy for Gyros to clearly see value in the Gyro brand.
section 2 member satisfaction
Section 2MEMBER SATISFACTION

HELP GYROS TO

2.1 Create fun and interesting clubs (Gyro Fun Party Cookbook 271 Ideas )

help clubs be fun
Help Clubs be Fun!

Fun & interesting clubs are the centerpiece of Gyro

FAR & AWAY THE BIGGEST PROBLEM IDENTIFIED BY BOG & EC @ TEMPE INTERIM

Gyro Fun Party Cookbook-271 Ideas 

club officers job
Club OfficersJob….

Club level officers primary responsibility

to create a fun & interesting experiences for Gyros.

This requires creativity, leadership, planning and a joyful execution of meetings and events.

section 2 member satisfaction cont
Section 2MEMBER SATISFACTION (cont)

2.2 Create organized well-run clubs

(Leading the Fun! Planning Guide for Officers)

2.3 Keep members well informed in the new technology era.

section 2 cont member satisfaction
Section 2 (cont.)MEMBER SATISFACTION

2.4 Clubs should CONSIDERsome form ofcommunity service.

(Not to be a “Kiwanis”, but the fellowship of service delivery)

2.5Clubs should CONSIDER the value of a good speaker and meeting program

it creates positive word of mouth
It creates….Positive Word-of-Mouth
  • Get them talking!
  • Gyro’s& Ladies tell their friends, creating an attractive image
  • WOM retains Gyros!
  • WOM effective in recruiting
  • Negative WOM is bad news
this retains members
This RETAINS Members

Member satisfaction is the key retention strategy.

It is vastly easier to retain a “customer” than to recruit one

A well-known business principle

section 3 sustaining membership
Section 3SUSTAINING MEMBERSHIP

3.1Implement effective strategy

Recruiting, best practices, committee

3.2Showcase as “must join” club

“Raison d’etre” , signature

3.3 Drop term “Gyrette” (GI only)

Implies “too old fashioned”

section 3 cont sustaining membership
Section 3 (Cont)SUSTAINING MEMBERSHIP

3.4Reinforce Gyro’s positive image

Communications, NEW report

3.5 Give Gyro a NEW Look with 21stCentury Communication Technology

section 3 cont give gyro a new look
Section 3 (cont.) Give Gyro a NEW Look
  • Continue trend to 21st Century communication technology
  • Add “distance learning”
  • Improve communication & reduce expenses
section 5 education information
Section 5EDUCATION & INFORMATION

5.1 An Educational Initiative – more coaching and training

primarily at the club level.

A major re-tasking of District Governors & Lt. Governors

section 5 1 cont more coaching
Section 5.1 (cont.)MORE COACHING
  • Upgrade training, education coaching services from GI & districts
  • Take TO THE CLUBS
  • Every event - district and GI
  • Target club officers
  • Special emphasis on: best practices
5 2 more coaching tied to five new reports examples of what can be done
5.2 More CoachingTied to:FIVENEW Reports Examples of what can be done
  • The Gyro Fun Party Cookbook. 271 Ideas 
  • Leading the Fun! Planning Guide for Officers
  • Reinforcing Gyro’s Positive Image
  • Membership Strategy for Gyro Sustainability
  • Gyro Providing for Members
5 3 information gathering initiative
5.3 INFORMATION GATHERING INITIATIVE
  • Build on recent efforts
  • Databases
  • Report to club officers
  • e.g. NEC 5 reports
section 6 rethink leadership roles
Section 6 RETHINK LEADERSHIP ROLES

6.1Task Leaders Toward Measureable Outcomes for Clubs

6.2 - Redefine the Leadership Duties and Responsibilities at All Levels

rethink leadership roles cont
RETHINK LEADERSHIP ROLES (CONT.)

6.3 – Consider modifications to Gyro International meetings

6.4– Increase Role of PDGs &PIPs in Training and Installations

section 7 administrative effeciency
Section 7ADMINISTRATIVE EFFECIENCY

7.1- Shorten Conventions & Interims by 1 Day, Offer on Weekends – Thursday to Sunday

7.2 - Digital-Only GyroScopeDelivery

management structure

MANAGEMENT & STRUCTURE

(Section 4 of NEC Report)

section 4 modify management model
Section 4 MODIFY MANAGEMENT MODEL

4.1 RIGHT SIZE GYRO – But retain three levels

section 4 approved modify management model
Section 4 – Approved MODIFY MANAGEMENT MODEL
  • 4.2Review Constitution & Bylaws
section 4 modify management model1
Section 4 MODIFY MANAGEMENT MODEL

4.3More training on membership and club expansion

section 4 an onging dialogue changes to gi structure
Section 4An Onging DialogueChanges to GI Structure

Centerpieceof NEC discussions

NEC majority approved SIX more in principle, but did not reach consensus.

Therefore, can’t be recommended as stated.

NEC requests continuing study by EC & NEC

in summary 7 groups of recommendations 22 total
IN SUMMARY7 Groups of Recommendations (22 total)
  • Adopt a responsive club-centered mission
  • Enhance membership satisfaction
  • Stabilize and sustain membership
summary cont
Summary (cont)
  • Rethink leadership roles
  • Upgrade training, coachingand mentoring services
  • Gather and distribute information
summary cont1
Summary (cont)
  • Achieve greater administrative efficiency
  • Modify management and structure of Gyro International