The Relationship of a Rotary Club to Its Community

A Rotary club cannot exist apart from
some community whose people need
and use the business and professional
services which its members render.
Therefore, while one of the club's
primary objectives is the benefit which
the members find in their association
with each other, the club must also
seek to benefit the community and to
earn ‘and maintain the confidence of
the community. The incoming presi-
dent should try, with open mind, to
find what the community needs which
the Rotary club is able to do. A pro-
gram to meet these needs will help the
community to get a better understand-
ing of the club’s purposes.

Cooperation Not Duplication

Rotary’s policy of cooperation rather
than competition or duplication should
be kept in mind by the president and
exemplified in all the community acti-
vities he helps to formulate. In many
ways the president personifies Rotary
to other organizations and to the com-
munity as a whole. One of his greatest
contributions to the success of his club
may, therefore, be the development of
intelligent understanding and genuine
cooperation in worth-while causes. In
this way the president may help club
members to find outlet for their ca-
pacity and desire to be good citizens.

Corporate Activity

To strengthen club morale it is some-
times desirable to undertake an activity
which requires the collective coopera-
tion of all members. This is consistent
with Rotary’s policy if the activity is
one not already adequately performed
in the community. See text of Resolu-
tion No. 23-34, Section 4, Paragraph 2,
which will be found on Page 51 of the
Manual of Procedure (Pamphlet No.
35) October, 1942.

While Rotary’s policy is one of co-
operation, it is contrary to policy for
a Rotary club as such to affiliate with
any other organization. Officers and
members may confer with other agen-
cies, but a decision as to action must
be made by the club. This policy in
no way limits the individual Rotarian
in his active participation in those ef-
forts outside the Rotary club which
appeal to him as serving community
welfare. Indeed, his club should en-
courage him in this activity. Under
this policy the president may tactfully
refuse the requests that may be made
for corporate cooperation.

The experience of other Rotary clubs
in serving their communities is avail-
able to all Rotarians in material pub-
lished by Rotary International. By
using this material the president may
get suggestions which he can adapt
successfully to use in his own com-
munity.

The Relationship of the President to His Club

As already stated, much of the work
of the club is done through members
whose efforts the president guides and
coordinates. His relationships with his
fellow officers, especially the secretary,
with the directors, with the committees
and with the membership as a whole
deserve his careful study. Those rela-
tionships will largely determine his
success as president and the progress
of the club during his administration.
The outgoing president and other past
presidents can assist and will be glad
to do so. The new president should
avail himself of their experience and
advice, even though his decisions must

be his own, and may differ from their
suggestions. The president should es-
tablish a cordial working relationship
with the secretary and a clear under-
standing as to their respective responsi-
bilities. The secretary, like the presi-
dent, has been chosen by the club (or
by the board) and has certain responsi-
bilities outlined in the club by-laws.
The encouragement, leadership, and
cooperation which the president gives
the secretary will stimulate him to per-
form his duties, and thus to help the
president in giving the club a success-
ful year.

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