Rotary Institute. Rotary International Zones 21b & 27. District Governors-Elect PDGs Mary McCambridge & Charlie Tegarden

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1 Rotary Institute Rotary International Zones 21b & 27 PDGs Mary McCambridge & Charlie Tegarden

2 DISTRICT GOVERNORELECT TAB INDEX Tab 1 Tab 2 Tab 3 Tab 4 Tab 5 Tab 6 Tab 7 Tab 8 Tab 9 Tab 10 Tab 11 Tab 12 Tab 13 Tab 14 Tab 15 Agenda, Welcome and Training Overview Effective Communications Public Speaking Planning and Team Building Public Image Initiatives The Rotary Foundation Preparing for the International Assembly Membership Development DG Financial Responsibilities Crisis Management, District Liabilities and Insurance Making the Most of your DG Official Visit RI Staff Support The DG Calendar and Event Planning Wrap Up and Evaluations Spouse / Partner Session

3 Tab 1 Agenda, Welcome and Training Review

4 Facilitators: PDG Mary McCambridge, Zone 27, District 5440 PDG Charlie Tegarden, Zone 27, District 5450 Tuesday, September 15, :00pm 7:00pm 7:00pm 8:30pm Cocktail Reception and Spouse/Partner Fellowship Dinner and Spouse/Partner Hosts: PDG Mary McCambridge and PDG Charlie Tegarden Olivares Zapata 8:30pm 9:30pm Hospitality District 5840 DGE Suite Suite 505 Wednesday, September 16, :00am 8:00am Breakfast (Optional) Zocca Restaurant 8:00am 8:30am 8:30am 8:45am 8:45am 9:00am 9:00am 9:30am Your Rotary Greg E. and Pam K. Podd Transition to Training Welcome and Training Overview PDGs Mary McCambridge and Charlie Tegarden Effective Communication PDG Charlie Tegarden Lantana Encino Encino 9:30am 10:00am Get to Know Your RI Director Greg Podd Encino 10:00am 10:30am 10:30am 10:45am 10:45am 12:00pm 12:00pm 1:30pm 1:30pm 3:00pm 3:00pm 3:15pm 3:15pm 3:30pm 3:30pm 5:00pm Public Speaking With DGE Bob Greenstreet Break Planning and Team Building PDGs Mary McCambridge and Charlie Tegarden Luncheon Joint Session for DGEs and DGNs with Public Image Coordinators Mike Forney & Lisa Herring The Rotary Foundation with PDG Charlie Tegarden and RRFCs Larry Dimmitt & Suzi Howe TRF Staff Break Preparing for the International Assembly with PDG Mary McCambridge Membership Development with Regional with PDG Mary McCambridge and RI Coordinators Dick Jones and David Norris Encino Encino Camino Real Encino Encino Encino

5 Wednesday, September 16, 2015 (continued) 5:30pm 6:30pm DGE/DGN/DG/EDL & Spouse/Partner Cocktail Reception Hidalgo 6:30pm 8:00pm DGE/DGN & Spouse/Partner Dinner Navarro B 8:00pm 10:30pm DGE Hospitality Suite 505 Thursday, September 17, :00am 8:00am Breakfast (Optional) Zocca Restaurant 8:00am 8:30am Meet RIPE John Germ Encino 8:30am 10:00am District Governor Financial Responsibilities With PDG Ronney Reynolds Encino 10:00am 10:30am Break 10:30am 11:00am Crisis Management, District Liabilities & Insurance with Maureen Ninneman, RI Encino Assistant General Counsel 11:00am 11:30am Making the Most of Your DG Official Visit With PDG Mary McCambridge Encino 11:30am 12:00pm RI Staff Support, Available Resources, and RI Travel Policy/Process Encino James Damato, RI Club and District Support 12:00pm 1:30pm Luncheon Navarro Ballroom A 1:30pm 2:00pm The DG Calendar and Event Planning With PDG Mary McCambridge Encino 2:00pm 3:00pm DGE Presentations, Critique, and Filming with PDGs Mary McCambridge and Charlie Tegarden Encino 3:00pm 3:30pm Break 3:30pm 4:45pm DGE Presentations, Critique, and Filming with PDGs Mary McCambridge and Charlie Tegarden Encino 4:45pm 5:00pm Wrap Up and Evaluations with PDGs Mary McCambridge and Charlie Tegarden Encino

6 Training Facilitators Mary McCambridge is a banking professional and serves on a number of community boards in Northern Colorado. She has been in the banking industry for 43 years and for the past 17 years has held the positions of Vice President of Marketing and Senior Vice President/ Community Development Director. She served as United Way Chair for Larimer County, is a charter member of Women Investing in Health Care Strategies for UC Health Systems, is a member of the Chamber of Commerce Board, and sits on the board for the Northern Colorado Legislative Alliance. She was Rotarian of the Year in 2012 and received the Women of Distinction Award for Banking and Finance in Mary served as a Guardian for three veterans on the 10 th Honor Flight Northern Colorado in May of A Rotarian since 1993, Mary has served as DGN Zone Institute Trainer, District 5440 Literacy Chair, RI President s representative, District Governor, Loveland Rotary Foundation Trustee, Rotary Leadership Institute Trainer, a RYLA senior Counselor and Rotary International Training Leader. She is married to Jim McCambridge a retired professor of Business at Colorado State University and they have a family of five children and 7 ½ grandchildren. Mary is a multiple Paul Harris Fellow as is Jim, her husband, and all five children are Paul Harris Fellows. Mary is passionate about Rotary and lives the quote she loves most Be the change you want to see in the world. Mary McCambridge District Governor Rotary District 5440 Charlie Tegarden is a native of Arizona, currently residing in California, and a member of eclub One, District 5450, Colorado. His wife Anne is a very involved member of the Tehachapi Rotary Club, California, District Charlie has served in many club, district, and zone level capacities including Club President, Assistant Governor, District Trainer, District Secretary, District Webmaster, District A/V Chair, District Governor, District Rotary Foundation Chair, Arizona TriDistrict PETS Chairman, District Future Vision Transition Coordinator, Assistant Regional Rotary Foundation Coordinator, Zone Institute A/V Chair, and GETS training leader. In addition, Charlie has served as a President s Representative. While district governor, Charlie initiated the first ever Group Study Exchange (GSE) where all team members and team leaders were wheelchair users. Charlie supports the Rotary Foundation as a Major Donor, Bequest Society member, and Paul Harris Society member. In 2011, Charlie was awarded the Rotary Service Above Self Award. He is also a recipient of The Rotary Foundation Citation for Meritorious Service. Charlie Tegarden District Governor Rotary District 5450 Charlie is an engineering manager by vocation with a degree in Electrical Engineering. He has spent 25 years in the Automotive industry, all of which at Automotive Proving Grounds for Ford Motor Company and more recently for HyundaiKia Motor Group. In their rare spare time, Charlie and wife Anne enjoy spending time with their 2 sons, 3 grandchildren, and one Corgy. They also enjoy all forms of outdoor activities, including cycling, hiking, camping, and alpine skiing.

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9 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

10 Tab 2 Effective Communications

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15 DISTRICT GOVERNORELECT TRAINING PROGRAM Effective Communications Refer to Lead Your District, Section 8 What is Effective Communications? Communication only happens when information is sent AND that same information is received and understood. Distributing large volumes of information is not effective if it is not received and understood. The governor can motivate, inform, and inspire Rotarians to action through consistent communication with clubs but only if that communication is effective. The governor s monthly communication can take many forms, including an electronic newsletter, a video message or conference, a blog, or an ed link to an updated district website. Never underestimate the power of telephone and oneonone communication. One quick phone call is often better time spent then exchanging multiple s. The twoyear planning calendar for governorselect and governors in the District Governor s Manual includes deadlines for submitting forms to RI and reminders of RI and district events. These dates can be included in the monthly communication. A district website is a useful vehicle for communicating information to Rotarians, and it also plays an important role in sharing information about Rotary with the public. Districts should consider what messages they are sharing with their members and what messages they are sharing with nonrotarians who visit their site. In all cases, Websites which are not maintained monthly will not be effective. Governors should also encourage clubs in the district to have their own websites. Important vehicles for communicating with clubs include not only the electronic newsletter and the district website but also conferences, trainings, and official visits. Creating a Communication plan In order to support effective clubs, district leaders must work together and understand their responsibility for communicating with one another and with clubs. Governors should review how members of their district team communicate with one another and with clubs, and then create or adjust their districts Communication Plans.

16 Having a clear plan in place for how information is developed and distributed consistently is critical to effective communications. Planned followup is important to insuring that information has been received. Assistant Governors play a critical role in communicating with clubs however there needs to be clear understanding between the District Governor and the AG about which information to distribute, the AG s specific role, expectations, and followup. The following questions can be used as thought starters for improving an existing District Communications Plan or developing a new one: 1. What is the goal of your communication? 2. What forms of communication are currently used. Is it effective? 3. What are the strengths and weaknesses of your district s current system? 4. How will club information be communicated to district leaders? 5. How will information from district committees be channeled to clubs? 6. Under what circumstances will a district committee work directly with a club? 7. How will information from RCs, RRFCs, RPICs, RI and Foundation resource groups, committees, and appointees be communicated to clubs? 8. What social media tools are you using to communicate with your district? o How are you using social media today? How can it be improved? 9. How else are you getting your messages out? District Website Administration A district website is an important tool for communicating to members and nonmembers alike. However a stale outdated website can sometimes do more harm than not having one at all. The following items are critical to keep up to date on your District Website: A complete district calendar. The calendar should contain full details about all activities and events for the at least the next 6 months. An up to date and complete District Directory with contact information available for Rotarians. Links to commonly used information, documents, and forms used by RI and the District. Articles of interest for club members and nonmembers. The DG should monitor the website frequently, make suggestions for content, and work closely with the District webmaster to keep the site relevant. Website and District Administration Tools There are commercially available tools for Rotary Districts which make administration of websites, communication, District newsletters, District calendar, and District

17 Directory much easier. If your District uses one of these tools, the most important thing to do is to find the right person or persons who can use them effectively and take full advantage of their features. Many Districts pay for these services while not taking full advantage of their potential. The Role of Social Media Social Media can be an important component of the District s Communication Plan but it cannot take the place of all other forms of communication. The role of social media is complicated. Some people use it daily or multiple times a day, some look at it sparingly, still others don t have an account to the same media. Some do not use social media at all. It cannot be assumed that because you and all your friends are on Facebook, that everyone will see your posts and understand your message. The same is true for other forms of social media. Developing and implementing a clear and consistent messaging plan for Social Media can be a very powerful tool. AdHoc use of Social Media is much less effective. Having a monthly plan in place for what will be communicated on Social Media each month is important to conveying a clear and consistent message. When using Social Media, ask the following questions: 1. What information is better conveyed through social media than in person? 2. What information is better conveyed in person or through other forms of communication, rather than social media? 3. How can social media be used to supplement other forms of communication? Electronic Conferencing Technology has brought the Rotary world closer together, and tools such as Skype, Internet conferencing, and teleconferencing are important to include in any communication plan. Consider the following when utilizing these tools: Consider which tool is most appropriate to the task. Committee meetings may lend themselves best to webconferencing or Skype, training to webinars, etc. Understand how to use the technology yourself first before expecting others to use it. Plan meetings well in advance and provide all relevant meeting logins, callin numbers, passcodes, etc. to all participants in advance. If you are the meeting organizer, make sure you have opened or started the meeting a few minutes before it is scheduled to start.

18 Do not assume that all invited participants are familiar with the tools or have an account. Provide complete information in advance to all participants about how to access the meeting. Take a couple of minutes at the beginning of each meeting to explain tool features and meeting etiquette (such as staying on mute when not speaking). Make sure you include the cost of these tools in your District budget. Many tools are free or include advertising to make it free. Plan out how and when you intend to use these tools and budget for it if needed.

19 Communication Plan Activity Working in groups of 4, take five minutes to discuss: What are the strength s and weakness of your current District s communication plan? If you have no plan, discuss communication options that should be included in a communication plan. Strengths Weaknesses Choose a single spokesperson to report out to the group your key findings.

20 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

21 Tab 3 Public Speaking

22 DISTRICT GOVERNORELECT TRAINING PROGRAM Public Speaking (Tips from Toastmasters International) SUCCESSFUL SPEECHES Whether you're talking to a small group of people or speaking to a large audience, you want to be sure your speech is memorable and enjoyable. Follow these five easy tips to help ensure your speech delivers: Be prepared. Your audience is giving you their time and consideration, so rehearse enough to be confident you'll leave a good impression. Start strong. Begin your speech with a powerful opening that will grab your audience's attention, such as a startling fact or statistic, an interesting story or a funny joke. Be conversational. Avoid reading your speech word for word. Instead, refer to notes or points from an outline to help your speech have a more freeflowing, conversational tone. Speak with passion. If you're truly invested in what you're saying, you'll be better able to keep your audience's attention. Be patient. It's easy to get frustrated if you make a mistake. But remember that public speaking is not easy and it takes time to hone your skills. Keep practicing and you will reach your goals.

23 PREPARING A SPEECH Preparing for a speech is one of the best ways to ensure you give an effective presentation. Try these tips to help you properly prepare: Organize your speech in a logical sequence: opening, main points, summary. Practice and rehearse a speech frequently prior to delivering it. Ask friends to be your audience, or practice in front of a mirror. Be sure to use a timer to help you pace your speech. Become familiar with the stage or the setting where the speech will take place. Get a sense of the size of the stage, where any steps or obstacles might be, and where to enter and exit. Choose comfortable clothes to wear, but always maintain a professional appearance. Visual aids should fit a speech, whether they are funny, serious or technical. The main goal of visual aids is to help the audience understand what is being said, and reinforce the points of a speech in unique and interesting ways. VISUAL AIDS AND PROPS Visual aids and props are an effective way of supporting and supplementing any speech or presentation. Visual aids and props should be colorful and unique, but not so dazzling that they detract from the speaker's presence. Never use visual aids and props as a way of avoiding eye contact or interaction with an audience, such as reading directly from slides. Here is a list of common visual aids and props, and quick tips for using them effectively: Diagrams, graphs and charts should always coincide with what is being said in the speech. Always stand to the side of a diagram, graph or chart while facing the audience. Maps should be simple and easy to understand, with key places or points clearly plotted or marked. PowerPoint slides should present main points as short sentences and bullet points and should never be read verbatim by the speaker or presenter. Lists should be kept to a minimum. Five or six listed items are usually enough.

24 Handouts should be passed out to an audience before or after a presentation to avoid wasting time and causing a distraction. Photographs or sketches can be powerful visual aids as long as a speaker maintains consistency between what is being said and what is being shown. Physical objects and props should not be too large or too small, nor too few or too many. They should always be relevant to the presentation or speech and should always be checked prior to taking the stage to make sure they are working properly. GESTURES AND BODY LANGUAGE Speakers generate a great amount of emotion and interest through the use of nonverbal communication, often called gestures or body language. A speaker's body can be an effective tool for emphasizing and clarifying the words they use, while reinforcing their sincerity and enthusiasm. Here are a few tips on how to use gestures effectively: Eye contact establishes an immediate bond with an audience, especially when a speaker focuses in on individual listeners rather than just gazing over the audience as a whole. Control mannerisms. Mannerisms are the nervous expressions a speaker might not be aware of such as putting their hands in their pockets, nodding their head excessively, or using filler words like um and ah too often. Put verbs in to action when speaking to an audience by physically acting them out with the hands, face or entire body. Avoid insincere gestures by involving the entire body as much as possible in the movement and matching facial expressions to it. Move around the stage as topics change and move toward the audience when asking questions, making critical connections, or offering a revelation.

25 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

26 Tab 4 Planning and Team Building

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34 DISTRICT GOVERNORELECT TRAINING PROGRAM Planning and Leading (Refer to Section 3 in Lead Your Team) Planning The district leadership team exists only to support the Clubs and Rotarians in the district. When building a team, planning, and setting goals, it is important to always keep this in mind. Leading the planning efforts for your District is an important role of the District Governor. Planning District activities often spans more than one year so the district governor elect should work with the district governor and governornominee to reach consensus on the following district administration matters. District strategic plan. District appointments that last more than one year. District service projects that last more than one year. When planning committees consider the following questions: What committees do you have? Are there new committees which are needed? Are there committees that need to be discontinued? How are the goals of the committees decided? How have these been communicated? Are there any goals or objectives not currently being addressed by your district s committees? If not, what will you do about that? Building Great Teams Building, developing, and leading great teams is one of the most important obligations of the District Governor. A great team which is well prepared and motivated will not only assure a successful year for the District, but will also ease the burden on the District Governor. When selecting Team Members: It s important to select the right people for the right positions and integrate them into a cohesive team. You should select team members who have skills and knowledge that will help the district achieve its goals.

35 Ask potential leaders what they have passion for and try to accommodate them. Sometimes it is not obvious from their vocation or past Rotary experience, so don t assume. Consider two to threeyear terms, and stagger appointments so that there are always returning leaders in place to guide those new to the team. If appropriate, allow selfdirected teams to appoint their own leaders. Allow key committee leaders to choose their own teams, with your consensus. As governor, consider giving the governorelect and governornominee the opportunity to request specific responsibilities or assignments on district committees so they can gain experience. Finalize your appointments as a governorelect several months before you convene your district team training seminar, where you will confirm each member s responsibilities, district goals, and reporting procedures. District appointments should be reported on rotary.org by December 31 st. The Special Role of Assistant Governors Assistant governors play an important role, because they are the most familiar with the clubs in your district. The number of assistant governors you appoint should be based on factors such as the size, geography, and balance of strong and weak clubs in your district. Assistant governors should be appointed annually, with no assistant governor serving more than three consecutive years. Your district is responsible for determining the amount of financial support provided to assistant governors, if any, as they carry out their duties. Utilize a mix of returning and new assistant governors and arrange for the best AG s to mentor the new appointees. Make a special effort to get to know your assistant governors. Communicate with them individually and as a team often. Investing time in developing this cadre of assistants will not only be good for the clubs but it will also help to develop future district leaders. The Ask, Setting Expectations, and Accountability Finding and asking potential district leaders can be stressful because there are many positions to fill. Some DGE s experience anxiety about this important duty of the DGE. What if they ask and they get rejected? What if they say yes just to appease the DG? How do you know that they are really the right person and that they will be committed to the job? How does the DG get people involved from all over the district, even those he does not know personally? Utilize all avenues to find qualified candidates. Ask your AG s and Club presidents for suggestions. Do a general solicitation to the District. Ask the sitting DG and PDG s

36 about potential leaders. Develop a list of possible candidates, independent of possible positions. Then begin the process of matching people to positions. The best way to ask for help is to simply ask. In person if at all possible. By phone if needed. An ask is not recommended, except as followup to thank them and confirm expectations. When you ask someone to volunteer for a District leadership position, it is very important to communicate the following completely: Detailed responsibilities and expectations including any due dates on specific items that need to be accomplished. Goals of the district or an expectation that goals will be developed with their help. All meeting dates which are known and approximate time frames for other anticipated meetings. The anticipated time needed to fulfill the duties of the position. How many hours per week or month is expected? Resources that are available, including training, RI/TRF staff resources, and publications or training manuals. Contact information for other team members and leaders. Communicating this information at the time of the ask, BEFORE the candidate answers, provides the candidate information to make a reasonable decision about participating. It also greatly increases the probability that the candidate will fulfill the obligations of the position since they will have made a well informed decision at the start. Having communicated all the responsibilities, get a firm commitment in return. Let them know how glad you are that they are on the team. Look them in the eye. Shake on it. Thank them. Make it personal. If a candidate cannot make a commitment after having been given all the information they need, do not take it personally. You will both know that it was the right decision for them to say no. Try to understand the reasons behind their decision and perhaps find another way for them to serve. Developing & Training Club and District Leaders Good leaders spend time developing future leaders. Developing club leaders helps those clubs to be successful. Developing leaders beyond the club level is important to the future success of every district and to Rotary International. There are some important steps you can take to develop new and current leaders. First, if you don t know everyone on your district leadership team personally, make an effort to get to know them better. This could be done with informal social gatherings or by meeting with them individually. Getting things done in Rotary, as it is in most

37 organizations, depends greatly on building personal relationships. Developing great volunteer teams depends on developing relationships. As District Governor, it will be your responsibility, along with the district trainer, to provide training for club and district leaders. There are numerous opportunities to provide high quality training within the district for these volunteers including PETS, membership seminars, district leadership training, TRF seminars, and others. Make the most of these opportunities and provide the best possible training that the district can produce. There are many resources available to help you from the RI training team. Followup Once you have commitment, is important to followup. Create a plan to followup with the various committees and initiatives which team members have taken on. The specifics of the plan are not as important as having a plan in place. Followup should include consensus about what has been accomplished so far, and what next steps need to be planned and implemented, including timing. Consider creating a reminder system to assist key leaders or scheduling regular staff meetings with key district leaders, even if by teleconference or webconference. Leadership By Example As a leader, it is paramount that you model the behavior that you expect from others. All great leaders, lead first by example. You set the pace. You are organized and prepared for meetings. You avoid excuses and delays. Your club and District leaders must be able to depend on YOUR personal commitment. Move Mountains if necessary in order to preserve your credibility as a leader. Your team and followers must be able to believe in you. Leading does not mean telling everyone what to do and how to do it. Allow your team members to accomplish tasks in their own way. Don't over control but hold them accountable for results. Always, Always thank them when they deliver. What if Someone is Not Working Out? What if volunteers are not working out? What if a volunteer is not fulfilling their responsibilities, despite best efforts to help and develop them? It is common to think that volunteers cannot or should not be relieved of their responsibilities. However it is the responsibility of the DG to replace volunteers who through their actions or inaction will create a significant detrimental impact to the success of the clubs in the district.

38 Every effort should be given to understanding the source of the issues and to help to resolve them. However if no remedy exists, there may be no other choice than to relieve someone of their position and replace them. It is very important to keep personalities out of this equation. Decisions to relieve someone should not be taken lightly and should be solely based on performance of duties, never personality differences, or differences in style or process. Agree on outcomes, and then allow volunteers freedom to accomplish their duties in their own way, even if it is not the way you would have done it. Recognition One way to demonstrate your appreciation for Rotarians commitment is to recognize them with an award. Awards motivate Rotarians and thank them for their service. In addition to honors given by Rotary International and The Rotary Foundation, your district may have several of its own awards. Descriptions and nomination forms for every RI award are available at rotary.org/awards. Remember that recognition does not always come in the form of plaques, pins, and certificates. It is just as important, perhaps more important, to personally recognize those that are working hard to make the district and the clubs successful. A thoughtful thank you, a pat on the back, an unexpected phone call for no reason other than to say their doing a great job. Personal oneonone recognition from the District Governor is a powerful motivator. It s one of the fun parts of the job so take the time to do it well. Other Thought Starter Questions What procedures will you establish to ensure that your leadership team is fulfilling its responsibilities? What tasks should you delegate to your team? How will you motivate your team to stay on task and achieve its goals? How often will you meet with each team member and your team as a whole? How do you plan to meet with team members who are far away? What are you most concerned about in working with your team? How can you mitigate those concerns?

39 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

40 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

41 Tab 5 Public Image Initiatives

42 RPICs Mike Forney and Lisa Herring Mike Forney began a threeyear term as Regional Public Image Coordinator for 12 of the 15 districts in Zone 27 in July. He has an extensive background in public relations and advertising at a Fortune 100 company, and later in numerous small business and volunteer Rotary PR positions. Prior to this assignment he was the coordinator of the Rocky Mountain Rotary Leadership Institute Division for two years following his service in as Governor of District Mike is a member of the Rotary Club of Steamboat Springs (Colorado). He and his wife Janet Finley also have a second home in Fort Collins, Colorado. Mike Forney District Governor Rotary District 5440 Lisa Herring currently serves as the Rotary Public Image Coordinator for Zone 21b and part of 27, which covers all of Texas and Oklahoma. Lisa has been a professional in public relations for over 15 years with tremendous experience in institutional rebranding. Lisa began her Rotary journey as a member of the Interact Club at Tivy High School in Kerrville, Texas. She has served as president of the Rotary Club of Junction Texas, Assistant District Governor for District 5840, and has spent over twelve years serving on the District Youth Exchange Committee. She served as the 2010 Group Study Exchange Team leader between South Texas and Metro Manila, Philippines. Lisa Herring District Governor Rotary District 5840 Lisa served as District Governor for Rotary District 5840 during the Rotary Year. Most recently, Lisa has served as the Rotary District 5840 Public Relations Chair, a Rotary Leadership Institute Facilitator, and Lone Star PresidentsElects Seminar Trainer.. Lisa and her husband Alan have 3 children: Rebecca, husband Greg and son Raylan; Samuel, and Elizabeth. Both Rebecca and Samuel were Rotary Youth Exchange participants and the Herring family has hosted over a dozen Youth Exchange students to date.

43 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

44 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

45 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

46 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

47 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

48 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

49 PUBLIC IMAGE PRESENTATION 2015 ZONE 21B27 INSTITUTE

50 Tab 6 The Rotary Foundation

51 RIFCs Larry Dimmitt and Suzi Howe Larry Dimmitt has been a member of the Downtown Topeka Rotary Club since He was an Assistant Governor for three years and was chair of the Heartland MultiDistrict PETS. He served as District 5710 Governor in He also served as Zone 27 Rotary Foundation Alumni Coordinator, Paul Harris Society Coordinator and currently serves as Regional Rotary Foundation Coordinator. He was general chair of the 2014 Zone 21b/27 Institute. He has been asked to serve as a member of the Rotary Joint Committee on Alumni Relations. He has been on four service missions to Panama, and has prepared numerous international grant applications, including those for India, Bangladesh and Pakistan. He is a Paul Harris Fellow, a Benefactor, a member of the Bequest Society, a member of the Paul Harris Society, a Major Donor and actively supports the Topeka Rotary Foundation. He has been awarded the Rotary Foundation Citation for Meritorious Service. Larry is originally from Kansas City, Kansas. He is a retired attorney and served as an adjunct professor at Washburn Law School. He lives in Topeka with his wife, Lois. They have two grown children, Cindy and Michael. He and Lois enjoy traveling and have been to eleven Rotary International Conventions. Larry Dimmitt District Governor Rotary District 5710 Suzi Howe graduated from the University of Kansas with a degree in Elementary Education. She owns and operates South Shore Montessori. She is our Regional Rotary Foundation Coordinator. Suzi and her husband Bill have been married for 40 years and live in Friendswood. When asked how he will support Suzi in her role as District Governor, he said, I will go wherever she sends me to play golf! Suzi has received the Service Above Self Award, the Rotary Foundation s Citation for Meritorious Service, and the Dome City Award on behalf of all Houstonarea Rotarians after Hurricane Katrina. Suzi belongs to Space Center, District Governor , Zone $200M Challenge Coordinator to raise enough money to eradicate polio, General Chair of the Zone Institute, International Training Leader, Future Vision Trainer, and Trainer at International Conventions. Suzi Howe District Governor Rotary District 5890 Suzi and Bill are Paul Harris Society members, Bequest Society, and Major Donors. Suzi spends her abundant free time growing heirloom tomatoes and squashing Tomato Hornworms.

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63 GETS WORKSHEET DEVELOPING A FUNDRAISING PLAN As governor, you are responsible for motivating Rotarians and nonrotarians in your district to give to The Rotary Foundation. Contributions can be directed to the PolioPlus Fund, the Annual Fund, or the Endowment Fund. Select a fund for which you would like to develop a fundraising plan that will help you meet your contribution goals. Discuss the other funds if there is time. What are your district s contribution goals for the PolioPlus Fund, the Annual Fund, or the Endowment Fund? (Choose one.) PolioPlus Fund: Annual Fund: Endowment Fund: How do you plan to raise money to meet this goal, through individual donations or events or activities? List events or activities you plan to hold and how much you expect each to earn. Also note how much you think you can gather through donations. Events/Activities Estimated Contributions Who are some potential donors in your district? Potential Donors Estimated Contributions

64 What are some ways you or others in your district might cultivate donors? Discuss how you would recognize, approach, and track the following types of donors using the resources available to you in the district and zone. Individual Rotarian Individual nonrotarian Other Rotary clubs Businesses Foundations Rotary alumni (former Rotaract, RYLA, Youth Exchange, and Interact participants; grant and scholarship recipients; award recipients; vocational training/group Study Exchange teams; etc.) Other

65 GETS WORKSHEET MANAGING DDF Review the following scenario and answer the questions below. Scenario: Your district s Foundation committee chair has received several requests for district grants. More money has been requested than is available. 1. When and how are clubs in your district notified that DDF is available and they may submit grant proposals? 2. How does your district determine who receives grant funding? 3. How will you handle complaints from clubs that are denied DDF or do not receive enough for their projects? 4. How does your district ask clubs about their interests before setting a DDF policy? 5. Does your district have an internal deadline by which clubs must apply for district and global grants?

66 GETS WORKSHEET DISTRICT QUALIFICATION PROCESS Review the checklist of items outlined in the memorandum of understanding (MOU). The steps listed below should already be completed. Discuss how well each step went and how you would strengthen the existing district policy. MOU Steps How is the process working? How would you strengthen the district policies? Assign specific roles and responsibilities to district officers Offer grant management seminars to clubs that wish to qualify Establish a financial management plan Plan your annual financial assessment process; include dates and who will conduct it Open a separate bank account specifically for Foundation grant funds Plan how you ll report on the use of DDF to clubs Establish a document retention system Create a system for receiving, reporting, and investigating misuse of grant funds

67 ENGLISH (EN) SIX STEPS TO SUSTAINABILITY Sustainability means different things to different organizations. For Rotary, sustainability means providing longterm solutions to community needs that the beneficiaries can maintain after grant funding ends. Here are six steps that can make your project sustainable: 1) Assess community needs Have local sponsors conduct a thorough assessment to identify a community need that the sponsors can address in a way that fits beneficiaries values and culture. Involve multiple community partners in the planning process. 2) Use local materials Purchase equipment and technology from local sources when possible. Be sure that spare parts are readily available. Involve community members in the selection of technology and equipment, and train them to operate, maintain, and repair it on their own. 3) Identify a local funding source Confirm the existence of a local funding source to support a project s longterm operation, maintenance and repair. Compensate the project s suppliers and vendors appropriately so they will have an incentive to continue providing services. 4) Provide training, education, and outreach By providing training, education, and community outreach you will strengthen beneficiaries ability to meet project objectives. Confirm that there is a plan in place to transfer knowledge to new beneficiaries. Collaborate with local agencies and organizations to supply needed expertise. 5) Motivate beneficiaries to take ownership Provide incentives for beneficiaries and project participants to continue their support. Identify individuals willing to lead beneficiaries in sustaining project outcomes. Prepare the community to assume ownership of the project once grant funds are expended. 6) Monitor and evaluate Develop clear and measurable project objectives, and identify methods for collecting project data. Establish baseline data that can be used to demonstrate significant change for at least three years. Six Steps to Sustainability (July 2014) 1

68 Projects for which acceptable final reports are received are closed. Closure letter is sent to project partners. Global Grant Lifecycle Application Phase Payment Phase Reporting Phase If application arrives at TRF complete, time from receipt to approval of application is approximately 4 weeks.* From time that TRF receives bank account information, signed legal agreements, and contributions, processing of payment takes approximately 24 weeks.* Staff review reports in the order in which they are received within 4 weeks of receipt at TRF.* Grant application submitted online Staff reviews application Missing information is supplied to staff Applications are forwarded for a secondary review** Sponsors receive notification of approval announcement letter, and payment instructions Sponsors provide bank account information, authorize legal agreements and submit contributions Grant payment is processed. Larger projects are normally paid in installments based on a spending plan. Sponsors submit progress reports online every twelve months for the life of the grant. Final report is due within two months of project s completion. Staff reviews report Missing information is supplied to staff Legend = Rotarian action = TRF action * Timeframe may be longer during peak times. ** Applications requesting a match of more than $50,000 are reviewed by the Cadre. Applications requesting a match of more than $100,000 are reviewed by the Trustees.

69 ENGLISH (EN) 10 WAYS TO IMPROVE YOUR GLOBAL GRANT APPLICATION 1. Conduct a thorough assessment of community needs and strengths 2. Based on needs assessment, identify the most appropriate area of focus 3. Provide a detailed project implementation plan that encompasses all aspects of the proposed project activity 4. Provide a detailed listing of the specific tasks that both the host and international Rotarians will carry out in conjunction with the project 5. Provide a detailed budget with vendor information and information about how these vendors were selected 6. Clearly explain specific sustainability components 7. Include DETAILED information for each training opportunity presented in application 8. Include MOUs for each cooperating organization 9. Include specific information related to measurement and evaluation 10. Complete the entire application 10 Ways to Improve Your Global Grant Application (June 2014) 1

70 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

71 Tab 7 Preparing for the International Assembly

72 Preparing for the International Assembly NOTES

73 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

74 Tab 8 Membership Initiatives

75 Dick Jones has been a member of the Rotary Club of Santa Fe since 1988 where he served as Club President in He served as District Governor for District 5520 in Since that year of service, Dick has remained active in a variety of District leadership roles for which he has received many recognition awards. He currently serves as Regional Coordinator for Rotary Zone 27. Dick and his wife, Lorraine, their daughter Sarah, and soninlaw Ali are all Paul Harris Fellows. Dick holds a BA from New Mexico State University in Journalism and Mass Communications. He was in the photographic industry for 37 years, operating his own retail photographic business in Santa Fe for 25 years. Dick has always been active in community affairs. He has provided 20 years of volunteer service with the American Red Cross serving as Chapter Chairman, Chairman of the New Mexico Service Council, and Territorial Chairman for New MexicoArizona. In addition to his Rotary activities, Dick continues to be active in the many projects of his local club and enjoys hiking and snowshoeing in the mountains above Santa Fe and began trying to learn how to golf last summer. Dick Jones District Governor Rotary District 5520 David Norris is a banker, Rotarian, outlaw biker, and served as an Infantry Officer in the United States Marine Corps. He as District Governor for District 5730 in He currently serves as Rotary Coordinator for Zones 21b and part of Zone 27. David is the former Chief Operating Officer of Happy State Bank headquartered in Amarillo, Texas. David and Candace have been married for 39 years. Candace is an attorney, a professional quilter and the owner of Quilted Bliss, a quilt shop in Amarillo, Texas. Candace and David are Founding Members of the John Maxwell Team and are Certified Leadership Trainers and Coaches. Both are Les Brown Platinum Speakers and Life Mastery Consultants with The Life Mastery Institute and Mary Morrissey. David is a full time executive leadership development coach. David Norris District Governor Rotary District 5730 A Rotarian since 1983, David has served as a club president twice and as an assistant governor for three years. His banking duties with Happy State Bank took him to Arizona for a few years and he served as Rotary District 5510 Membership Chair. Other involvement and activities include Rotary Youth Exchange, hosting Group Study Exchange Teams, and Rotary Youth Leadership Award Camp Director, Candace and David are Major Donors to and members of the Bequest Society of the Rotary Foundation and White Hat Society members.

76 Membership Initaitives RC Jones and RC Norris NOTES

77 Tab 9 Financial Responsibilities

78 Finances Ronald H. Ronney Reynolds, CPA Ronney Reynolds is the President of Reynolds & Franke, PC, a continuation of the firm he started in He has over 40+ years of experience in assisting individuals, businesses and notforprofit organizations with tax, audit, and everyday comptrollertype issues. For a number of clients, he serves as the contract Chief Financial Officer. He enjoys teaching and prides himself on being able to explain accounting to nonaccountants. He served the citizens of Austin as an atlarge council member from and has been very involved in his community, serving on a number of boards including being Governor for Rotary District 5870, and president of the Rotary Club of Austin, Greater Austin Sports Association, and the Austin Longhorn Club. As a Rotarian he has 100% attendance since joining in He and his Rotarian wife Mary are Major Donors to the Rotary Foundation and both are recipients of the Rotary International Servicer Above Self Award. Currently he is the treasurer for Rotary Zone 21b27 and Operating Chair for 2016 Lone Star P.E.T.S. He has been married to Mary for 44+ years and they have two children, Bo (wife Carole) and Nancy Michelle, and two grandsons, Jacob and Bo Henry.

79 The Financial Responsibilities of being District Governor Rotary International District Governor Elect July 1, 2015

80 The Financial Responsibilities of Being District Governor For District Governor Elect As a Rotary International District Governor, you have many fiscal responsibilities such as managing the district s finances, monitoring the funds of clubs, practicing good steward ship, and ensuring that the district complies will all local laws, including tax and nonprofit (as applicable). To create training material concerning the financial responsibilities of being a District Governor as you can imagine was quite a challenge. Not all Rotarians serving as District Governors have had professional training in financial management. Training material in the following areas were developed by recognizing the challenges you might encounter during your term: District and Club Finances Rotary Funding for Governors Documenting Expenses Authorized Expenses District Governor Expenses Top Eight District Governor Expense Reporting Errors Additional ReimbursementsInternational Assembly Risk Management Insurance provided by Rotary International U.S. Rotary Club and District Liability Insurance Program Compliance issues Incorporation We sincerely hope you enjoy your training session, and we wish you the very best in your service to Rotary International as a District Governor.

81 These training materials were originally developed by RI Director Greg Podd. As current presenter, I have updated where necessary. Ronald (Ronney) Reynolds, CPA PDG District 5870 Rotary Zone 21B27 Treasurer ronney@reynoldsfranke.com July 1, 2015

82 The Financial Responsibilities of Being District Governor For District Governors Elect Table of Contents I. The Financial Responsibilities of being a District Governor: a. District Finances b. Club Finances II. III. IV. Rotary Funding for Governors Documenting Expenses Authorized Expenses a. District Governor Nominee and District Governor Elect b. District Governor V. District Governor Expenses a. District Governor Expense Statement b. District Governor Expense Statement Forms c. Rotary Funding to DG vs District (Flow of Funds) VI. VII. VIII. IX. Top Eight District Governor Expense Reporting Errors Additional ReimbursementsInternational Assembly Risk Management Insurance provided by Rotary International X. U.S. Rotary Club and District Liability Insurance Program

83 XI. Compliance Issues a. District and Rotary Clubs Type of Organization b. IRS Filing Requirements: i. Who must file? ii. iii. iv. So what form should be filed? What are gross receipts? Do Rotary Districts and Clubs have to pay income taxes? v. What are the penalties for not filing? vi. Identification Numbers: 1. Federal Identification Number 2. Group Exemption Number XII. Incorporation July 1, 2015

84 The Financial Responsibilities of Being District Governor Section I A District Finances As district governor, you have fiscal responsibilities such as managing the district s finances, monitoring the funds of clubs, practicing good stewardship, and ensuring that the district complies with all local laws, including applicable tax and nonprofit laws. District Finances Districts may establish a fund for financing districtsponsored projects and the administration and development of Rotary in the district. The district fund shall be established by resolution of the district conference. It is important to ensure that Decisions about the fund, including the district levy, are voted on at the district assembly, presidentselect training seminar, or district conference The fund is not controlled by a single individual An annual statement and report of income and expenditures for the fund is presented to all clubs The district finance committee will review and study the necessary costs of district administration. This committee should prepare a budget of district expenditures that should be submitted to clubs at least four weeks before your district training or presidentselect training seminar and approved at a meeting of the incoming club presidents (at district training assembly, presidentelect training seminar, or district conference). Select one member of the district finance committee to act as treasurer and keep proper records of income and expenditures for each of your district s funds. You and the treasurer will supervise the funds, which should be held in a bank account in the district s name. Send your annual statement and report of district finances to each club within three months of leaving office. This annual statement and the report of district finances should also be reviewed by a qualified accountant, and presented, discussed, and formally adopted at the next district event. The district finance report should include: Sources of the district s funds (from RI, The Rotary Foundation, district, or clubs) Funds received by or on behalf of the district from fundraising activities Grants received from The Rotary Foundation or Rotary Foundation funds designated for use by the district

85 Financial transactions of district committees Financial transactions of the governor on behalf of the district Expenditures of district funds Funds received by the governor from RI If your district raises funds for a specific purpose, such as a multi district Rotary Youth Exchange, a budget should be prepared and submitted to the governor and the finance committee for approval. This budget should be included in the statement that the finance committee submits to the clubs and ultimately approved by club presidents (at district training assembly, presidentelect training seminar, or district conference). It is essential to maintain separate bank accounts for specific funds and to designate the chair of the appropriate committee as one of the signatories. District budgets should include funds to support the governor and governorelect (in addition to Rotary International s funding) as they prepare for and perform the responsibilities of office. Besides the official Rotary activities within the district, special club or district events may require your participation as governor. In accordance with RI policy, the expenses associated with these additional activities should be covered by the club or district. The district fund should also be used to defray the expenses of any visit to your district by the RI director for your zone or any other RI or Rotary Foundation officer invited to your district. Information obtained from Rotary International Lead Your District Governor , 233 EN (514) July 1, 2015

86 Club Finances The Financial Responsibilities of Being District Governor Section I B Club Finances Any per capita levy established by the district is mandatory for all clubs. Your service as governor and the services of RI can be withheld from any club that does not pay the district levy. In addition, per capita dues to Rotary International are mandatory for every club in your district. RI depends on you, as governor, to work with the clubs in your district to ensure they pay on time. RI bills each Rotary club for per capita dues and required subscriptions to The Rotarian or a Rotary regional magazine (where applicable) twice per year. Council on Legislation charges and other fees are billed annually in July. All assessments are included in the same billing. The club dues invoice is created from the membership information your club has submitted to RI by 1 January or 1 July. Clubs no longer need to make calculations or adjustments to their paperwork. Club presidents must ensure that their secretaries provide a current club member list to RI by 1 January and 1 July of each year. Once your club invoice is generated, adjustments to the balance can no longer be made. Notifications of club termination for nonpayment will be sent to you and the RI director for your zone. You can download a copy of the Daily Club Balance report from rotary.org to monitor clubs payment of RI dues and address problems before clubs are terminated. If you have difficulty accessing the report, contact your RI finance representative. You can locate your RI finance representative at rotary.org/cds. As governor, you are asked to work with your assistant governors and clubs to avoid termination and reinstate any terminated clubs. RI policy for terminating and reinstating clubs is listed below. Termination Clubs with unpaid RI dues of $250 or more will be terminated 4 months after the 1 July and 1 January invoice dates (Previously, clubs had 6 months to pay their invoice). Reinstatement Clubs can be reinstated within 150 days after termination instead of 365 days. To reinstate, a club must pay it s accrued balance in full, including a reinstatement fee of $30 per member instead of $10 (penalty fee) or $15 (recharter fee). July 1, 2015

87 The Financial Responsibilities of Being District Governor Section II Rotary Funding for Governors As governor, you will receive funding from Rotary International to assist you in fulfilling your official responsibilities in the district. In February of your year as governorelect, you ll be advised of your estimated funding, which is determined by the RI Board of Directors. Your funding will take into consideration the needs of your district (# of Rotarians, # of clubs, # of club visits, estimated hotel overnights, training costs, office expenses, size of district, and # of languages) and then available Rotary funds. In July, you will receive 70 percent of the estimated funding. These funds, given in your local currency whenever possible, are intended to subsidize the expenses you personally incur in carrying out your official duties as district governor, governorelect, and governornominee including conducting your district team training events, presidentselect training seminar, district assembly and district conference, visits to clubs, and office supplies. They are not intended to cover expenses incurred by the district, such as meeting and hotel rooms, meals, transportation expenses for attendees of district meetings, the publication of a district directory, and other district meetings and functions. The premise is that the funds will be used to further Rotary in the DG s district. This funding still does not cover expenses of spouses/significant others. To receive any portion of the remaining 30 percent, you must first spend it on authorized expenses and provide documentation to RI no later than 31 July Information obtained from Rotary International Lead Your District Governor EN (514) And Memo from James Demato, RI Club & District Support July 1, 2015

88 The Financial Responsibilities of Being District Governor Section III Documenting Expenses Documenting Expenses You will be reimbursed only for expenses you document and submit to RI and only up to the amount of your original funding. If it appears that you will need additional funds because of unusual circumstances, you must obtain prior approval from the RI general secretary. You are responsible for checking local tax regulations related to expense reporting to ensure that you are complying with your country s laws. The only form to complete is the new District Governor Expense Statement. To be reimbursed for your expenses, you must include original, or legible copies of receipts for all individual expenses that total US$75 or more (contact your Club and District Support representative for additional local requirements). Consider the following exceptions and suggestions when documenting your expenses: For all hotel and lodging expenses, a zero balance hotel folio receipt is required, regardless of the amount. For all air travel, a receipted invoice must be provided. If a rental car is used, a copy of the rental agreement and a receipt for the amount paid must be provided. When renting a car, use either mileage or the cost of the rental, not both and not fuel. RI asks that the receipts be put in the same order as on the report. And if you want to use some coding system, all the better. Expenses can also be submitted electronically via , by scanning the receipts in the order of the report. Be sure scanned copies are legible. Maintain a detailed record of your expenses, even those for which receipts may not be available (for instance, taxi fares or tips). Detailed records will simplify computing your expense report and ensure you are prepared in case you are audited. At the minimum, all governors are required to submit an expense report detailing their use of the 70 percent advance from RI. If you wish to claim any portion of the final 30 percent of your funding, you must also submit documentation. Any undocumented portion of the advance will be considered monies due to RI and must be returned. If amounts exceeding $100 are owed to RI and are not returned within 90 days, you will be ineligible for any further Rotary or Rotary Foundation appointments.

89 U.S. governors only: To comply with Internal Revenue Service regulations, district governors in the United States, its territories, and its possessions must document the use of the funds advanced to them personally by RI and return any unused funds. Failure to do so will require RI to issue a Form 1099 MISC, which reports the funds as income to the IRS. Information obtained from the Rotary International Lead Your District Governor , 233 EN (514) And memos from James Demato, RI Club & District Support July 1, 2015

90 The Financial Responsibilities of Being District Governor Section IV A Authorized Expenses District Governor Nominee and District Governor Elect Rotary Funding for Governors now covers eligible expenses from the time an individual is selected as DG, to the last day of their DG year. Separate expense reports are no longer used for Governorselect Training Seminar, Assistant Governor Training, and costs associated with organizing new clubs. The types of expenses available for reimbursement are the same as for District Governors. However, please note there is no substantial increase in funding, just more flexibility. And travel to the RI convention and purchase of any type of equipment, such as desktop computers, laptops, ipad s, cell phones, etc. are still not reimbursable. Please ask your Club and District Support Representative ( any questions concerning reimbursable expenses. Information obtained from Rotary International Lead Your District Governor , 233 EN (514) And Memo from James Demato, RI Club & District Support July 1, 2015

91 The Financial Responsibilities of Being District Governor Section IV B Authorized Expenses District Governor The Governor Expense Guide has been eliminated, and funding is now at the discretion of the DGN, DGE, and DG, keeping in mind there will not be a substantial increase in their funding and that the funding should be used to further Rotary in their district. Expenses considered basic governor responsibilities: Club Visits Travel Hotel Meals Training & Other Meetings Travel, hotel, and meals for meeting attendance and site visits (GETS, AG Training, PETS, district assembly, district conference, and district team training). Funding can be used to reimburse expenses from district training team members (including assistant governors). Office Expenses Supplies, printing, copying Phone and internet Publications and mailings Other Theme pins Banners, Gifts, Theme jackets

92 Expenses specifically excluded include travel to RI convention and purchase of any type of equipment, such as desktop computers, laptops, ipad s, cell phones, etc. Information obtained from Rotary International Lead Your District governor , 233 EN (514) And Memo from James Demato, RI Club & District Support July 1, 2015

93 The Financial Responsibilities of Being District Governor Section V A District Governor Expense Statement Although there is now just one form, as compared to 7 in prior years, you may still desire to complete the forms by type of expenditure. You could also choose to keep expenditures in date or event date order. A copy of the new District Governor Expense Statement follows. How to Prepare Your Expense Report Please follow these steps to prepare your expense statement.. 1. Be sure to type or print legibly 2. If you include an expenditure over $75, make sure you have appropriate documentation to attach 3. If you include a hotel expense make sure you have appropriate documentation 4. Remember when renting a car, use either mileage or the cost of the rental, not both and not fuel. 5. Record every expense separately. Do not group. 6. Total the expenses and record at the bottom. If you ve used additional pages, record the total on the last page only. 7. Complete the entire form, sign, and date. 8. Keep a copy of the completed pages and accompanying receipts for your records. 9. Mail the signed Summary Report, completed report forms, and required receipts to your Club and District Support representative at the RI office serving your district. You may incur expenses that are not reimbursable but may be paid from other sources, such as your district fund. If you need help or have any questions, please contact your Club and District Support representative.

94 The Financial Responsibilities of Being District Governor Section V B District Governor Expense Statement Forms DISTRICT GOVERNOR EXPENSE STATEMENT Rev 7/14 Name District Governor Year 100% Funding 70% July Payment 30% Remainder Total Expenses (ALL PAGES) Approved by RI (LC) Approved by RI (USD) Due to individual or (due RI) Date Completed DG Signature* Form Legend *Important Note: By signing this document, you confirm that it is accurate and that you have included appropriate RI use only documentation (i.e. receipts or proof of payment). Documentation is required for any expense equal to or over USD75 and for all lodging expenses. If your country s DG use regulations for documentation of expenses are stricter than the Rotary guidelines, please follow those RI Exchange Rates regulations when providing receipts with your expense statement. Date Expense Type Description/ Business Purpose of Expense Amount of Expense Currency Documentation (See notes. Please label receipts.) For RI Staff Use Only Y/N Approval Reason Exchange Rate Approved Amount $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Page Total Approved Page Total $ CDS Reviewer Date: CDS Approver Date:

95 DISTRCT GOVERNOR EXPENSE STATEMENT (Continued) Name Total Expenses District (THIS PAGE ONLY) Date Expense Type Description/ Business Purpose of Expense Amount of Expense Currency Form Legend RI use only Documentation (See notes. Please label receipts.) DG use For RI Staff Use Only Y/N Approval Reason Exchange Rate Approved Amount $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Page Total Approved Page Total $ CDS Reviewer Date: CDS Approver Date:

96 AUTO TRAVEL LOG Date Description (name of club visited or official function) From To Total Trip Distance MI or KM MI / KM Rate Currency Total Trip Expense Approval Y/N Reason For RI Staff Use Only Exchange Rate Approved Amount $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0 Page Total Approved Page Total $

97 The Financial Responsibilities of Being District Governor Section V C Rotary Funding DG vs District Rotary International District Governor Expense Report Possible Flow of Funds Example 1 Rotary International Rotary International District 70% of your Allocation 30% of your Allocation District Dues from Rotary Clubs Other District Activities Elgible Expenses District Approved Expenses District Govenor District Governor Expense Report District Governor Expense Report (Form I) District Finance Committee Rotary International Check

98 Rotary International District Governor Expense Report Possible Flow of Funds Example 2 Rotary International Rotary International District 70% of your Allocation 30% of your Allocation District Dues from Rotary Clubs Other District Activities District Fund Elgible Expenses and District Approved Expenses Rotary International District Governor Expense Report (Form I) District Finance Committee Check

99 The Financial Responsibilities of Being District Governor Section VI Top Eight District Governor Expense Reporting Errors Below are the most common errors made in reporting district governor s expenses. 1. Insufficient detail provided on each line item (especially for printing and postage expenses). Make sure to include specifics of the official RI business purpose of each expense; 2. Receipt not included for expenses US$75.00 or more, and all hotel expenses. Hotel expenses must be accompanied with a hotel bill (folio); 3. A credit card statement does not suffice as receipt; 4. Expenses claimed for spouse or district officer, or a district committee meetings, etc.; 5. Expenses outside of the reimbursable period; 6. Expenses incurred by the district instead of expenses personally incurred by the governor. The governor s allocation is intended to reimburse governors for personal expenses incurred while performing official RI duties; 7. Incorrect mileage rate for automobile travel expenses. Current mileage rates are listed in the Travel services of the General information area in the Members section of 8. A per day amount for meals (e.g. 5 meals at $20.00/day). Each individual expense must be listed out separately.

100 The Financial Responsibilities of Being District Governor Section VII Additional Reimbursements International Assembly RI provides the air transportation, hotel accommodations, and meals for you and your spouse for the International Assembly. Information on making arrangements and additional allowable expenses are included in the registration mailing you ll receive from RI in August or September. To be reimbursed for any additional authorized costs you incur attending the assembly, submit the Rotary International and Rotary Foundation Expense Statement within 60 days after the International Assembly. Information obtained from the Rotary International District Governor s Manual Publication 233 EN 513 July 1, 2015

101 The Financial Responsibilities of Being District Governor Section VIII Risk Management Risk management is the process of planning, organizing, leading, and controlling an organization s activities to minimize the adverse effects of accidental losses on the organization. You are in a position to minimize risk and safeguard Rotarians, program participants, and assets belonging to the district. Limit your personal liability and that of your district by answering three basic questions when planning activities and events for your year as governor: What can go wrong? If something goes wrong, how will I or the district respond? How will any losses be paid for? If there s a significant possibility that something can go wrong, you can reduce risk by Not conducting the activity or event Modifying the activity or event to lessen the risk Preparing a plan to address any potential problems Finding another organization that will agree to participate and share the risk Though conducting business through handshakes or verbal agreements may be common, RI strongly recommends that your district use written and signed contracts. A contract attempts to clearly define the roles and responsibilities of each party and can include provisions to limit risk. When negotiating a contract, read it thoroughly to understand what you are agreeing to. Retain legal documents for several years after the event in case a claim is made. Districts and clubs are urged to obtain the advice of legal and insurance counsel regarding liability protection. Protection may come through the incorporation of the district or club (or its activities) or the purchase of liability insurance coverage as deemed appropriate. See the Manual of Procedure (035) for additional information Information obtained from Rotary International Lead Your District Governor , 233 EN (514) July 1, 2015

102 The Financial Responsibilities of Being District Governor Section IX Insurance Provided by Rotary International Insurance Coverage Provided by Rotary While you are acting in your role as a Rotary officer during your term as district governor (1 July to 30 June), you will be covered by the RI general liability and directors and officer s liability insurance policies. You are covered under these policies only while you are acting in your role as a Rotary officer. Because you will not be serving in this role at all times during your year in office, your district is urged to secure general liability and directors and officers liability insurance to ensure complete coverage. The cost of obtaining additional coverage is not reimbursable as part of your district governor s allocation from RI. To obtain insurance appropriate for your geographic area, contact a local insurance agent. If you are aware of an insurance claim or an incident that may give rise to a claim while you are serving as governor, contact your CDS representative immediately. Coverage for U.S. Districts Districts in the United States and its territories and possessions are automatically covered by general liability and directors and officers/ employment practices liability insurance through a program arranged by RI and paid for by all active U.S. clubs through the semiannual dues report. Coverage at the International Assembly You and your spouse will be covered by travel insurance while traveling to and from the International Assembly and attending the meeting. This coverage, which is intended for use in the event of an illness or injury, varies depending on your home country. For example, if you live in the United States, travel medical insurance coverage will not be provided. Your International Assembly registration packet will include more detailed information about the insurance coverage provided by RI. Information obtained from Rotary International Lead Your District Governor , 233 EN (514) July 1, 2015

103 The Financial Responsibilities of Being District Governor Section X U.S. Rotary Club and District Liability Insurance Program Active U.S. Rotary clubs and districts are provided with general liability ( GL ) and directors & officers/employment practices liability ( D&O/EPL ) insurance through the U.S. Rotary Club and District Liability Insurance Program ( Program ). The Program is financed by insurance assessments collected from U.S. Rotarians. Note: The Program does NOT provide coverage for bodily injury or property damage sustained by a firstparty insured, such as a Rotarian or volunteer. To obtain a certificate of insurance, insurance policies and summaries, and loss control guidelines, please visit the Insurance Information Portal. Note: Insurance information Portal is a protected website and can be accessed with a user name and password only. User name and password have been provided to club and district officers through the annual mailing. You can also contact Lockton to obtain a user name and password at rotary@lockton.com. Insurance Information Portal s web address To report an incident, please contact Rotary International Risk Management. Information obtained from the Rotary International Web Site July 1, 2015

104 The Financial Responsibilities of Being District Governor Section XI A District and Rotary Clubs Type of Organization On 13 May 1958, the Internal Revenue Service declared that Rotary International (RI) and its clubs and districts are entitled to exemption from federal income tax under Section 501(c)(4) of the Internal Revenue Code. Tax Deductible Status: Contributions to clubs and districts are generally not tax deductible as charitable contributions. Clubs and districts that have gross annual receipts that normally exceed $100,000 generally must include a disclosure statement regarding the nondeductibility of contributions during fundraising solicitations (IRC Sec. 6113). Note that this includes invoices for payment of dues. See IRS Notice for more details and acceptable disclosure language. Sometimes clubs create a separate charitable organization or fund and obtain tax exemption under Section 501(c)(3) of the Internal Revenue Code. Contributions to such exempt fund may be tax deductible as charitable contributions. Membership dues may be deductible for some Rotarians as business expenses. Information obtained from Rotary International and the Internal Revenue Service Code, Regulations, and Instructions July 1, 2015

105 The Financial Responsibilities of Being District Governor Section XI B I Filing Requirements Who Must File? While Rotary clubs and districts are exempt from paying federal income tax on exempt function activities, the law does require Rotary clubs and districts to file an annual information return (Form 990, 990EZ) or submit an annual electronic notice (990N). The version a club files is dependent upon its gross receipts for the year. If the Rotary Club or district engages in activities that are regularly carried on, not a part of their exempt function, and the gross receipts exceed $1,000, they are required to file a Form 990T, and could be subject to paying income tax. Examples of activities would be advertising or marketing for a forprofit business. These returns are required annually. The law mandates that this information be submitted on or before the 15th day of the 5th month following the close of the annual accounting period (no later than 15 November). Failure to meet the annual filing requirement for three consecutive years will result in revocation of the taxexempt status of the club or district in question. To learn more about this requirement, visit the US Treasury website at: or call the tollfree number: (877) Information obtained from the Internal Revenue Service Code, Regulations & Instructions July 1, 2015

106 The Financial Responsibilities of Being District Governor Section XI B II So what form should be filed? Form 990N. If an organization normally has gross receipts of $50,000 or less, it must submit Form 990N, Electronic Notice (epostcard) for TaxExempt Organizations Not Required To File Form 990 or 990EZ, if it chooses not to file Form 990 or Form 990EZ (there are exceptions for certain section 509(a)(3) supporting organizations and for certain organizations described in Part B, of IRS instructions). Form 990EZ. If an organization has gross receipts less than $200,000 and total assets at the end of the tax year less than $500,000, it can choose to file Form 990EZ, Short Form Return of Organization Exempt From Income Tax, instead of Form 990. See the instructions for Form 990EZ for more information. There are special rules for controlling organizations under section 512(b)(13) and sponsoring organizations of donor advised funds. If an organization eligible to submit the Form 990N or file the Form 990EZ chooses to file the Form 990, it must file a complete return. Information obtained from the Internal Revenue Service 2014 Instructions for Form 990 Return of Organization Exempt From Income Tax July 1, 2015

107 The Financial Responsibilities of Being District Governor Section XI B III What are Gross Receipts? Gross receipts are the total amounts the organization received from all sources during its annual tax year (including short years) without subtracting any costs or expenses. Information obtained from the Internal Revenue Service 2014 Instructions for Form 990 Return of Organization Exempt From Income Tax July 1, 2015

108 The Financial Responsibilities of Being District Governor Section XI B IV Do Rotary Districts and Clubs have to pay taxes? Other Taxes: Clubs or districts may be required to file IRS Form 990T if they have unrelated business income. An unrelated trade or business is defined as any trade or business that is regularly carried on, and that is not substantially related to the organization s exempt purpose or function. (IRC Sec. 513). Federal Social Security and withholding taxes, and local state income taxes may be required from a club or district that has one or more paid employees. Please contact the IRS or your tax consultant or attorney for guidance on this issue. The laws of individual states vary in regard to state income tax, sales tax, other taxes and special licenses. The 501(c)(4) status applies only to federal income tax and does not necessarily have any bearing on state or local taxes. IRS interpretation of its Code also can vary slightly in different US Treasury districts. Information obtained from the Rotary International and the Internal Revenue Service A Bulletin for Rotary Clubs and Districts in the USA, Puerto Rico, US Virgin Islands, Guam, American Samoa, and Northern Mariana Islands September 2011 July 1, 2015

109 The Financial Responsibilities of Being District Governor Section XI B V What are the Penalties for not filing? Against the organization Under section 6652(c)(1)(A), a penalty of $20 a day, not to exceed the lesser of $10,000 or 5% of the gross receipts of the organization for the year, can be charged when a return is filed late, unless the organization shows that the late filing was due to reasonable cause. Organizations with annual gross receipts exceeding $1 million are subject to a penalty of $100 for each day failure continues (with a maximum penalty for any one return of $50,000). The penalty applies on each day after the due date that the return is not filed. Taxexempt organizations that are required to file electronically but do not are deemed to have failed to file the return. This is true even if a paper return is submitted, unless the organization files by paper to report a name change. The penalty can also be charged if the organization files an incomplete return, such as by failing to complete a required line item or a required part of a schedule. To avoid penalties and having to supply missing information later: Complete all applicable line items, Unless instructed to skip a line, answer each question on the return, Make an entry (including a zero when appropriate) on all lines requiring an amount or other information to be reported, and Provide required explanations as instructed. Also, this penalty can be imposed if the organization s return contains incorrect information. For example, an organization that reports contributions net of related fundraising expenses can be subject to this penalty. Use of a paid preparer does not relieve the organization of its responsibility to file a complete return. Against responsible person(s). If the organization does not file a complete return or does not furnish correct information, the IRS will send the organization a letter that includes a fixed time to fulfill these requirements. After that period expires, the person failing to comply will be charged a penalty of $10 a day. The maximum penalty on all persons for failures for any one return shall not exceed $5,000.

110 There are also penalties (fines and imprisonment) for willfully not filing returns and for filing fraudulent returns and statements with the IRS (see sections 7203, 7206, and 7207). States can impose additional penalties for failure to meet their separate filing requirements. Automatic revocation for nonfiling for three consecutive years The law requires most taxexempt organizations, other than churches, to file an annual Form 990, 990EZ, or 990PF with the IRS, or to submit a Form 990N epostcard to the IRS. If an organization fails to file an annual return or submit a notice as required for 3 consecutive years, it will automatically lose its taxexempt status. Organizations that lose their taxexempt status may need to file income tax returns and pay income tax, but may apply for reinstatement of exemption. For details, go to Information obtained from the Internal Revenue Service 2014 Instructions for Form 990 Return of Organization Exempt From Income Tax July 1, 2015

111 The Financial Responsibilities of Being District Governor Section XI B VI 1 Federal Identification Number This 9digit number is essentially a tax ID number, and has nothing to do with whether the club or district has any employees. As RI must report annually the EINs of all districts and clubs in the USA, Puerto Rico and Virgin Islands, the RI secretariat maintains a list of those EIN tax numbers for reference. New Rotary Clubs, however, must apply directly to the IRS for an EIN number to be assigned to the new Rotary club. Please contact your Club and District Support (CDS) representative at Rotary International headquarters if you have any questions about the EIN number for your club or district. Information obtained from the Rotary International and the Internal Revenue Service A Bulletin for Rotary Clubs and Districts in the USA, Puerto Rico, US Virgin Islands, Guam, American Samoa, and Northern Mariana Islands September 2011 July 1, 2015

112 The Financial Responsibilities of Being District Governor Section XI B VI 2 Group Exemption Number RI s Group Exemption Number (referred to as GEN on Form 990), is 0573, which applies to RI as well as all USA, Puerto Rico and Virgin Islands clubs and districts. At the same time, every club and district in the USA, Puerto Rico and Virgin Islands is required to have its own Employer Identification Number (EIN). If the club or district fails to file their tax return for 3 years and loses their exemption from IRS, they will also lose the ability to use RI s Group Exemption Number. Information obtained from the Rotary International and the Internal Revenue Service A Bulletin for Rotary Clubs and Districts in the USA, Puerto Rico, US Virgin Islands, Guam, American Samoa, and Northern Mariana Islands September 2011 July 1, 2015

113 The Financial Responsibilities of Being District Governor Section XII District Incorporation When a group or organization incorporates, it forms into a legal corporation. The primary benefit of incorporating is to protect personal assets from potential business liabilities. Incorporation may also support continuity and consensus for decisionmaking, because the district board of directors will be involved in short and longterm decisions that affect the district. Districts may seek the RI Board s approval to incorporate as long as they have the support of at least twothirds of their clubs. RI requirements for district incorporation include: All clubs must be members of the incorporated district. The district governor must be the highest officer of the district corporation. The district s corporate documents must be consistent with the RI Constitution, RI Bylaws, and policies to the extent permitted by the laws of the local jurisdiction. If you are considering incorporating your district, contact your CDS representative. Find more information about incorporation at rotary.org. Information obtained from Rotary International Lead Your District Governor , 233 EN (514) And 2013 Manual of Procedures July 1, 2015

114 Tab 10 District Liabilities, Insurance and Crisis Management

115 District Liabilities, Insurance and Crisis Management NOTES

116 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

117 Tab 11 Making the Most of your DG Official Visit

118 DISTRICT GOVERNOR ELECT TRAINING PROGRAM District Governor Official Visits Club visits are a good way to inspire, motivate, and recognize clubs efforts in the community. Use your visit to engage members and emphasize the district s role in supporting clubs. An effective club visit can lead to: o o o o o Productive relationship with a club. An increase in the club s sense of support by the district. Encouragement and motivation for the club to adopt Rotary initiatives. Increased participation in service projects. Better member engagement and a stronger club. You will have the opportunity to influence and motivate many Rotarians through the talks you ll give to your clubs. Tips for speaking to your clubs: o o o o o Grab the audience s attention with a powerful opening line. To keep the audience engaged, share a personal story that reflects a memorable moment in your life in Rotary. Include only relevant details that move the story along. Tailor your speech by highlighting outstanding Rotarians, projects, and other achievements. Close with a call to action. Your visit will also give you a chance to convey or emphasize Rotary initiatives and address any questions or concerns clubs may have. Consider checking Rotary Club Central before each visit to review a club s progress toward its goals and recognize its achievements during your talk. Considerations What innovative ideas do you have for club visits? What is your plan for scheduling them? What will you do to prepare for your club visits? How will you tailor your visit to address the needs of each club (Consider new clubs, clubs that aren t meeting minimum standards, etc.)? How will you make sure club members needs are heard and addressed? How can you use your visits to make clubs stronger? How will you work with your assistant governors to rate clubs in Rotary Club Central after your visits? What is the purpose of the talks you ll be giving?

119 District Governor Official Visit A Guide for Club President s Since District Governors are not new to Rotary, every Rotarian, especially those members of leadership teams, should be aware of a few things about the position of District Governor, as well as the normal protocol in receiving such visitors, particularly those who have a significant position within our organization. A few facts and suggestions follow: 1. The District Governor is an Officer of Rotary International, functioning under the general control and supervision of the Rotary International Board. This individual has extensive experience in Rotary, has been nominated by his/her Club, selected from the nominees by a high level District Committee, and carefully trained by Rotary International for the job. 2. The District Governor s job actually runs about three years; one year before induction, THE YEAR, and one year following. It is a full time commitment for THE YEAR, nonpaying, and one that totally absorbs the time of the incumbent. 3. The District Governor s annual visit to each Club is required by Rotary International. It is not an option. Each Club will host an official visit from the District Governor. During this visitation NO OTHER Program should be scheduled. A visitation schedule will be provided to the Clubs by the DG prior to the beginning of THE YEAR. Only on rare occasions will the schedule be changed, but it may be done by mutual consent of the District Governor and the Club President. 4. The Club President should inquire at least a month in advance about the desires and needs of the Governor during the visit. As the visitation date approaches work closely with the Assistant Governor on plans for the visitation. A few telephone calls and/or s are in order at this time. In any case, remember these points: Be sure that the Club s Goals are compete in Rotary Club Central no later than July 1 st. Be sure that appropriate lodging and other accommodations are provided when required. Work with the AG to help with these arrangements. Arrange your personal schedule to accommodate the District Governor s needs during the visit. Extend a formal invitation to the District Governor s spouse/partner to visit your Club. If the District Governor s spouse/partner accompanies the District Governor, make any special arrangements necessary. A fellowship period with other Club spouses/partners might be appropriate.

120 Stress to the Club that the District Governor is THE program on the date of his or her address to the Club. No other programs may be scheduled, and the President should keep business items and announcements at a minimum during this meeting to allow the Governor ample time for his or her address. Make sure Club members know in advance that it is not permissible to scoot on the day of the District Governor s visit. It is a commonly accepted courtesy to stand when the District Governor is introduced at this meeting. All members of the Club should be advised of this tradition before the meeting. In many District s, the AG makes the official introduction of the DG at the club meeting. Work out in advance, who will be introducing the DG. Some Clubs give the District Governor a gift or make a donation as a token of appreciation, however this is not mandatory. The following guidelines can help all Clubs prepare for the District Governor s visit: Make announcements of the forthcoming visit at each of several meetings in advance and urge attendance from all members. Publish announcements of the forthcoming visit in the Club bulletin. Make a list of questions and/or problems to be discussed with the District Governor. If the District Governor will be meeting separately with the Board prior to the official visit, make sure that your Club s Board members prepare a report for this meeting with the District Governor. The purpose of this meeting is to inform the DG of successful activities of the club and discuss challenges that the club is facing. Other Considerations: 1. Many Clubs will include AS THEIR GUESTS the District Governor and their spouse/partner in their Club s special celebrations, such as Charter night, Fundraising events, Installation banquets, golf tournaments, etc. These invitations should be extended with the appropriate lead time for planning. It is helpful to indicate on such invitations that the event is complimentary. Make sure this information is conveyed to the event staff so that the District Governor is not inadvertently charged for the event. Remember, this is a nonpaying office. 2. On many occasions, the District Governor will make return visits to Clubs to make specific awards, Paul Harris recognitions, etc. These visits should also be received with the appropriate respect for the office. 3. It is helpful to include the District Governor and the Assistant District Governor on the distribution list for your Club s bulletin.

121 DISTRICT GOVERNORELECT TRAINING PROGRAM NOTES

122 Tab 12 RI Staff Support

123 Club & District Support 2015 GovernorElect Training Seminar (GETS) Rotary Club Central Functionality Rotary Club Central is an online tool that empowers club leaders to set goals in three key performance areas. The landing page for Rotary Club Central is your own club: Your Club which includes membership retention, Rotarian engagement, club communication, and public relations Service which includes service projects and activities as well as new generations clubs and participants And Foundation Giving which includes annual fund, polio, and major gifts and endowments For each of the three goal categories or tabs, different views, resources and reports are available

124 Scrolling down the page in each of the tabs will bring you to the goals. Club and District Officers reported to Rotary can edit goals for their year as an officer. You will see an Edit Button if you have this access. If not, the button will say View.

125 As a District Governor, you can view information on all the clubs in your District. In the Club View, you will see a dropdown option that will allow you to select any club in your district. You are encouraged to use the Club View to view/edit goals for a club in your district. Again, only you, your committee chairs and assistant governors reported to Rotary will have this option. And you will only be able to EDIT goals for your officer year. AGs will only be able to EDIT goals for clubs in their club group.