We envision a future where young people are inspired and empowered to understand themselves better, enabling them to transform the world around them.
Our mission is to create opportunities and provide support for our members, enabling them to become community and professional leaders.
The Rotaract District 3292 was established in 2008. Prior to that, we were functioning as a part of Rotaract District 3290. After the establishment of District 3292, the Rotaract District, over the years, has been contributing different elements to professionally establish the organization. Hence, after a decade of the establishment of the District, the first Three Year Strategic Plan 2018-2021 was created. With this strategic plan, we had already begun a process of defining ourselves and realigning our priorities for the future. Year One of the Strategic Plan (2018-21) focused on ‘reflection’ as a core part of our planning and action. Year Two emphasized the need to develop the ‘competencies’ of our members and the need to reach out beyond the organization to ‘collaborate’ with others. Finally, during Year Three, we felt the need to work with our ‘values’ to create a new vision for the future. All these strategies have helped us shape the direction of the organization. As we draw closer towards the end of this Strategic Plan, we feel the need to refocus on our priorities to continue on the mission of the organization; but at the same time, establishing new forms of engagement for the future.
In creating a new strategic plan for Rotaract District 3292, we take reference from the Rotary International Strategic Plan, Rotary District 3292 Strategic Plan and the Rotaract District 3292 Strategic Priorities Survey 2021 to carve out a niche way forward for the youths in our District. This Strategic Plan also takes into consideration the new policy changes that have been set for Rotaract Clubs by Rotary International, which redefines the make-up and structure of Rotaract Clubs. With these changes in place, we have felt the need to review our existing strategic plan to help shape the future direction of the organisation.
We have taken this period to review the existing strategic plan as well as reflect on our experiences of over a decade. In this process, we have interacted and received feedback and suggestions from past and current Rotaract as well as Rotary District leaders. They have been very instrumental in providing a course of action in the past and their suggestions, we believe, will be crucial in shaping the future direction of the organization. Equally important to consider are the views and experiences of rotaractors in general. Hence, as part of collecting these views, we had conducted a nation-wide survey among Rotaractors to gain insights on their experiences of Rotaracting as well as their suggestions for the future outlook of the organization. We have also attempted to review the past activities and achievements of Rotaract in Nepal to provide an understanding of Rotaract engagement in general. All these different perspectives have contributed towards inscribing the new strategic plan of Rotaract District 3292 for 2021-2024.
One of the important measures of reflection regarding the future direction of the organization has been in redefining what Rotaract means for the future. For this, we need to embody who we are as Rotaractors and what we do as Rotaract Clubs. This means we need to define our core values as Rotaractors and streamline our strategic priorities. We believe that the values we instill as Rotaractors not just guide us in conducting ourselves within and outside of the organization, but will also help us perceive the world around us and accommodate ourselves to the evolving times. Likewise, we also need to organise our strategic priorities to address some of the challenges for the future and our contribution in resolving them. Therefore, our revision of the existing strategic plan is to accommodate some of these new demands for the future. We hope that this new strategy will provide a wider perspective to internalise our roles as individuals and institutions to prepare, contribute and eventually position ourselves in the wider world.
Our mission is to then create a new culture of youth engagement that transcends beyond the notions of participation and partnership and seeks to envision youths as creators and collaborators and the Rotaract platform as their ground for exploration. We consider the core values and the strategic priorities to be not just facilitative of our plannings for the future, but assist us in being reflective along each step. Moreover, we believe that embracing these values and aligning our strategic priorities will help achieve the vision of Rotaract being a leading youth development organization that enables the development of leaders, creators, and innovators.
Based on the needs of the organization, moving forward, we find it necessary to inculcate new values that become the basis of everything that we do. These values have been conceived with the understanding that they reflect the changing needs of the Rotaract community. They are fundamental to our identity, our approaches, and the services we provide towards the community. Hence, these values have to be integrated in all of our engagements, within and outside of the organization. Simply speaking, these values should become the underlying principles in guiding us towards answering the ‘how’ questions that are fundamental to Rotaract; i.e. how is Rotaracting achieved? We have highlighted five core values that should be endorsed by the members and clubs within the District.
The five core values of Rotaract District are: Leadership, Diversity, Adaptability, Learning, Integrity
We feel the need to broaden our understanding of ‘leadership’ that is often associated with the ability to make decisions or solve problems. We envision a future for youths where leadership encompasses elements beyond these traits. Hence, we strive towards leadership that is not just attributed to courage, wisdom and a sense of judgment; but equally embraces empathy, humility and respect for others. More importantly, we do see leadership as a position but rather as a form of character that defines who we are and how we position ourselves. At its essence, this new perspective of leadership values each and every member as an integral part of the organization.
Rotaract clubs and its members will hold high levels of moral and ethical standards in determining our personal and professional objectives. We strongly believe in the need to be honest, transparent and accountable in the ways we conduct ourselves within and outside of the organization.
Rotaract Clubs are reflective of the diversity that is prevalent in our everyday lives. What we mean by diversity is not just welcoming a diverse group of individuals (which is equally important), but also to create a platform for the inclusion of diverse sets of ideas and experiences. This means that boundless opinions and perspectives are considered in addressing the many challenges we face as an organization and as individuals. We strongly believe that diversity allows the broadening of mindsets for a more coherent functioning of our organization. When young people from different backgrounds, cultures, gender, ethnicities, perspectives, experiences etc. come together for a common interest, we are better able to embrace tolerance, equality, and diversity.
In a constantly evolving world, Rotaract Clubs should be best positioned to meet the demands of the future. This means we need to unburden ourselves from the shackles of the past and be future-oriented. This requires us to internalize and transform ourselves as individuals and as an organization through processes of reflexivity and adaptability. Hence, we envisage an organization and its members that are critical in thought, flexible in action, and accommodating in contribution. We hope that this openness and acceptance to ideas and ways of doing sets forth an ambit of opportunities for young people to thrive.
Youths are at the learning curves of their lives, and we believe learning is fundamental to human growth. Hence, learning has to be central to everything that we do. What this means is that Rotaract Clubs and its members should be open to new ideas, develop abilities to listen, are reflective of their actions, and open to criticism. It is only through instilling these elements of learning that Rotaract Clubs can realize their true potential. In essence, Rotaract is a forum for youths that thrives through learning. We also believe that learning is not a one-time event, it is a life-long process. Hence, even as we mature as individuals and as an organization, we emphasize the need to incorporate learning in all stages of our growth. Our ultimate goal is to develop a ‘culture of learning’ within us.
The above five core values are central to everything that we do moving forward, and they become instrumental in carving out a new trajectory for the organization. Therefore, the challenge now for us, as an organization, is to learn, adapt, diversify and eventually move towards a new direction. Hence, this process requires a transformation from how we have been conducting ourselves so far towards how we need to conduct ourselves from now onwards. However, this is not to suggest that there will be a significant shift in what we will be doing. However, we now need to contextualize what we do with the values we have inscribed above. In other words, develop strategic priorities that will guide us towards achieving those values in our everyday Rotaracting.
We have identified four strategic priorities that will guide and shape the future direction of the organization:
Enhance Participant Engagement
Because we recognize the challenges our clubs face in today’s changing world, Rotaract District will support our clubs’ efforts to deliver an experience that engages and retains members. It advocates for a practice where all club activities are member-centric, i.e. promotes meaningful participation of its members. This means that club activities will have to be premised on the assumption that any such undertaking by the club will ultimately enhance and improve on the skills and competencies of its members. When we help clubs focus on the experience and value they give their members, we give Rotaractors and other participants the opportunity to work together, connect with one another, and have a more satisfying experience through their engagements.
Expand/ Open our Reach
We can expand our reach in three specific ways – by opening up ourselves to people, processes and practices. This means we have to be inclusive towards a broader set of people to be part of the organisation, so that our organizations are representative of the communities we engage with. Likewise, we also need to open up towards new and innovative ways of engagement that allow for greater possibilities of finding effective solutions. And finally, we need to expand our view to address not just local issues, but also incorporate some of the global challenges that we continuously face in the present, as part of this highly interconnected and interdependent world of ours.
Increase our Impact
Our members invest volunteer and financial resources in a broad range of activities, but we will do a better job of measuring the results and outcomes of our work. So that Rotary can continue to attract members, partners, and donors, we’ll focus our programs and produce evidence of lasting impact. We will review and reflect our past activities, and improvise our current activities to be more impact driven, addressing current problems and towards a better future.
Increase our Ability to Adapt
To achieve our vision and keep pace with the changing global needs, our structure and culture must evolve. We’ll ensure that our operating and governance structures are efficient and effective in delivering the goals we have planned; and at the same time, it is flexible and accommodating to challenges and opportunities we might not have been able to envision. Hence, it is critical that we are reflective of our actions and are able to transform ourselves based on the circumstances we encounter.
Rotary International Strategic Plan (click here)
Rotary District 3292 Strategic Plan (click here, pg 82-87)
Rotaract District 3292 Strategic Priorities Survey
When we set out to formulate strategic priorities for RY 2021-22, we were looking for a base on which these strategies will be built upon. After thorough discussion, we decided that a good place to start would be a feedback from our past leaders. A sizable number of past rotaractors of all capacities with experience of almost 10 years were requested to give their suggestions on the strengths and weaknesses of past years of Rotaract District 3292 and what our future should look like. Those feedbacks along with a thorough review process of past activities and their impacts formed the basis of these strageties. It revealed the need for rethinking some of our core values and strategies. So a survey was conducted.
A survey was convened from January 1, 2021, to January 20, 2021, to understand the interests and priorities of Rotaractors in Rotaract District 3292. A total of 96 respondents were part of the survey. Among them, 44 were female participants, while 52 were male. 88 of them were from community-based clubs, while the remaining 8 were from university-based clubs. We had responses from members who have been part of Rotaract for more than six years as well as from those who are relatively new (6 months or below). Likewise, other than Province 6 and 7 where the number of Rotaract clubs is also very low, the survey covered the entire country’s geographical spread. Hence, we believe that this survey has captured the values, perceptions, and aspirations of Rotactors from District 3292.
The Rotaract fraternity already houses people from diverse backgrounds and age groups. There are students, early and mid-career professionals as well as Rotaractors in leading positions in their respective fields. Likewise, the range of professional and academic arenas they come from are also wide. This highlights a crucial asset that the Rotaract community has- its diversity. We asked Rotaractors the value they put in diversity and the ways to embrace this for the organization’s strengthening. The responses we received showed that it is not only the diversity of people from different professions, vocations, or social categories that we house and should focus on welcoming but also the large pool of ideas and talents that actually drives us forward. That is why we’ve placed a large emphasis on engaging this diverse group of young people to build a strong community.
The survey results showed that Rotaractors find their investments of money, time, and effort in Rotaract fulfilled when they get space for professional and personal relationship building and opportunities for learning. 55.7% and 66% of the respondents agreed that they have made valuable professional and personal connections respectively through their engagement in Rotaract. “Professionalism” is the foremost trait (62.9%) that Rotaractors look for in Rotaract clubs. Nevertheless, respondents stated that, at present, opportunities for professional development need to improve (39.2%) and are even non-existent (3.1%). That directs us to the importance of introducing and promoting professional networking opportunities for young people in the community. We hence believe that Fellowship groups can be one way to encourage like-minded people to meet and form connections that go beyond Rotaract engagements. Moreover, promoting collaboration such that there are opportunities to engage with young people and professionals from beyond the Rotaract fraternity appeared to be vital. In this, we find the true essence of a community that accommodates the needs of its diverse members and thrives on engagements within and beyond.
In Rotaract, a large insistence has been placed on learning, and the results from the survey validate that emphasis. 77.3% of the respondents stated that they want Rotaract to be identified as “An organization that grooms young leaders”, and an overwhelming 83.3% of the respondents said, “…….I am learning and growing through my engagement in Rotaract……”. To support this culture of learning and growing, a further focus has been given to developing an environment where there is constant feedback amongst the members, such that Rotaractors do not shy away from constructive criticism. Most responses (66.7%) agreed that feedback and self-reflection activities that are part of the club activities enhance learning. This member-centric and member-driven model of initiating activities and learning through them are of the essence for the community to grow. Hence, another area of emphasis this year is on inculcating learning at the core of the Rotaract movement, with members as the driving forces.
However, traits like accountability and transparency emerged as areas that can be strengthened and/or are missing. 45.8% of the respondents stated that “transparency” needs to be improved, while 38.5% stated that accountability as a trait needs to be improved. Moreover, 40.2% stated that the Rotaract needs to inculcate ethical standards in people. These traits also are weaved with leadership. Our focus is hence on leadership that shall produce leaders who not only display confidence and make wise decisions but also practice integrity, transparency, accountability, humility, and empathy.
Goals for Rota-year 2021-22 to 2023-24
Y1: Integrate/Provide. Y2: Internalize/ Adapt. Y3: Reflect
Goal 1: Integrate strategic planning as part of every Rotaract engagement.
Action Points | Indicators
Revise templates and provide strategic planning sessions to clubs.
Equip the Trainers Forum with the capability and resources to deliver these templates and messaging to the clubs.
Incorporate questioning “why” in every activity or engagement of the members and the club to make this the norm through the training and messaging.
Integrate the orientation of members with a particular focus on the “why” in their club assemblies.
Ensure/ Monitor that the clubs are engaging with their members and having these crucial discussions.
Continue with upgraded training activities of Y1
|Clubs discuss in their general meetings, board meetings, and special meetings about their engagements. It should be reflected in meeting minutes.|
Club leaders engage everyone in decision-making, giving space for strategic involvement.
Reflect on how clubs have evolved by practicing strategic planning in everything they do.
Upgrade training activities of Y1 and Y2 and continue delivery
|Clubs reflect on their engagements and understand why they are doing what they are doing. This is reflected in every club assembly. Clubs make planning the norm. Clubs internalize strategic processes and think critically about everything they do.|
Goal 2: Improve members’ Rotaracting experience
Membership (redefine/ revival/ refinement)
Action Points | Indicators
Create space for new members/ non-board members from clubs to engage with the district.
Understand the status of inactive/ underperforming clubs in the district.
Design orientation packages that the clubs can use to orient their members. The packages move away from the previous types of orientation that focused on the technicalities of Rotaract, rather equips them to think critically and challenge them as well as their club’s activities.
Provide these templates to the trainers in the Trainers Forum and design TOTs for them so that they can engage with clubs for this.
Collect data and statistics of why members join Rotaract, why they retain and why they leave.
Enhance the existing platform, providing opportunities for personal and professional connections.
|Clubs design orientation packages for their members that allow them to question their engagements, practices in the clubs, clarify their expectations, and understand their positionalities.|
Clubs assign mentors to the members. Clubs report to the district about details of why members join Rotaract, why they retain and why they leave.
Clubs’ activities are more focused on providing opportunities for personal and professional growth for the members.
Assist in the revival of clubs that are not performing well.
Review collected data and statistics and create membership retention and engagement plans.
Identify broader and diverse categories of potential members and what can bring them to Rotaract.
Identify ways to engage each category of members.
|Membership processes of the clubs are redefined in a way that asks what they bring to the organization and what they want to receive from the organization—members being able to ask what they receive from the club. Put the onus on the members. |
Clubs should be answerable to the members.
Clubs will be focused on branding themselves through their focus areas and are more specific on what type of members they want to induct.
Reflect on members’ engagement within and beyond the club level.
Increased inter-club activities and collaboration, fostering mutual learning.No competitiveness among clubs.
|Members go through a reflection of what has changed. Clubs should report this to the district as a part of the barometer. Clubs become member-centric and member-driven.|
Goal 3: Develop Collaboration and strengthen connectedness
Action Points | Indicators
Disseminate information about global grants to the clubs.
Identify (key players) in the global grant arena.
Promote International twinships.
Promote participation in events and activities beyond the district.
|Clubs develop community partners.|
Clubs participate in international Rotaract events and activities and understand the value of it.
Incorporate grant writing, partnership development training. Interdistrict youth exchange organized /And/or Virtual Exchange.
|Clubs develop partners within and beyond the Rotaract fraternity (other organizations may or may not be communal).|
International tours organized that help connects with prospective collaborators.
Invite clubs for possibilities of collaborations.
Host an international event with a ground-level team of Rotaractors with enough experience from previous events.
|At least ten (10) Clubs apply for global grant projects in RI. Connection in RI level/ international level.(XX) clubs organize inter-district exchange programs on their own. Increased participation of Rotaractors as participants and organizers in international events and activities.|
Goal 4: Establishing our public image
(Identity/ Positionality/ Our positioning/ Outreach/ Image/ identity/ Branding/Impact)
Action Points| Indicators
The district team engages in research and Information dissemination on the global grant scholarships. Identify possible partners (Universities or Rotary clubs).
Lay the groundwork for Rotary -Rotaract Youth Award. Discussion and planning with Rotary District for budgetary arrangement.
Identify and disseminate information about different Rotary Exchange programs and how Rotaractors can participate and facilitate such programs for other youth.
Branding activities are carried out that recognize Rotaract as a youth-centric organization.
|Clubs attend global grant seminars.|
Clubs seek global grant partners.
Increased Rotary-Rotaract activities that support youths in the community, Rotary programs such as RYLA can be focused upon, co-organized by Rotary and Rotaract clubs.
Encourage and assist clubs in applying for global grants.
Encourage clubs to engage in different Rotary Exchange programs
Finalization of procedure/system for global grant scholarships and youth awards
Execution of Rotary Rotaract Youth Awards Season 1Branding activities continue.
Collaborate with different other organizations for youth-centric activities.
|Clubs organize info sessions within their clubs and in their communities.|
Rotaract clubs promote Rotary exchange programs among members as well as other youth in the community.
The Rotaract District, along with the Rotary district, come together to provide Global Grant scholarships.
Execution of Rotary Rotaract Youth Awards Season 2
Rotaract and Rotary fraternity is recognized as an organization working for youth development.
Activities of Y1 and Y2 for collaborations, exchanges, and scholarships are continued.
|At least five (5) young people receive the Global Grant scholarships to study in foreign universities.|
At least five (5) young people apply for Rotary’s different exchange programs.
Clubs focus on youth development activities.