Rotary BeLux is made up of hundreds of Clubs spread across the territory of Belgium and the Grand Duchy of Luxembourg.
Clubs together form Zones and Zones form the four Districts that fall within the geographical contours of BeLux.
A flat organisation
The Districts and Zones have little operational significance.
They take care of internal and external communication, member management, Grants and so on, but are not the structures responsible for Rotary's 'operational' activities.
These are the Clubs, which are all equal and can work together spontaneously, but without any hierarchy or defined rules for cooperation between them.
In building DRCM - Disaster Relief & Crisis Management - the intention was to support the existing operation and organisational principles and propose a flexible high-performance structure based precisely on the added value of the 'absence' of a layered hierarchy within Rotary.
At the tactical level, OSOCCs were formed based on known and defined 'committees'.
On a strategic level, a net-centric organisation was chosen:
- geographical or functional clusters were defined which act as autonomous (expertise) cells within the whole of Rotary BeLux;
e.g.: logistics, general assistance, conservation techniques, psychological assistance, Clubs in D-2160, ...
- These cells are not based on one universal command structure, but both the composition and the place of command are different and adapted to the available capability within Rotary;
e.g. the conservation techniques cluster may consist of 8 members from different Clubs led by a Club in D-2150; whereas the contracts cluster may consist of 6 members from completely different Clubs and led by a member from a Club in D-2130.
- DRCM combines and coordinates all these 'competence centres' with only the specification of their mission as a form of steering;
- - the humanitarian ICT platform EDEN was rolled out to provide unified and standardised tools and information to all Rotary entities, regardless of their size, involvement or expertise.
The net-centric organisation goes with the flow and is dynamically adapted, expanded or downsized according to concrete DR needs.
The existence of a worldwide, completely similar organisation of all Clubs - so that everyone knows how each Club functions - combined with the universal principle that we are not constrained by administrative or language borders offers enormous advantages that neither ad hoc organisations (volunteers) nor governments can have.