About the club

1994-06-06 · Charter ceremony

1995-09-02 · Taipei Metro East Interact established at 南門國中音樂班

1996-12-06 · Brotherhood relationship with 台中西屯扶輪社

1997-01-24 · Sister-club relationship with Rotary Club of Makati Edsa, Philippines

1997-01-31 · Taipei Metro East Rotaract established

1998-04-12 · Sponsored the establishment of 台北遠東扶輪社

1998-07-18 · Taipei Metro East Interact established at 士林高商, replacing 南門國中

2000-04-04 · Friendship relationship with 日本橫濱北扶輪社

2000-04-14 · Taipei Metro East Rotary Community Corps established

2004-06-19 · Sister-club relationship with 日本橫濱北扶輪社

2006-05-31 · Sister-club relationship with 半島南扶輪社

When I left 台北西區扶輪社 with P.P. Ortho and Ronald to establish Taipei Metro East in 1994, we adopted the motto “Return to Rotary’s origins and seek Rotary’s truth.” During my ten years as a Rotarian, I had gradually felt that, as this worldwide service organisation approached a century of activity, growth in membership and service programmes had brought changes that concerned us.

First, regulating a large organisation and the relationships between members and groups had produced elaborate constitutions and rules. Second, club, interclub and international service and fellowship activities consumed considerable time, money and valuable resources, reducing what members could devote to practical service. Third, Rotary’s reputation at district, national and international levels encouraged some members to pursue titles, harming friendship and harmony and introducing questionable motives into service.

We wanted to return to the setting of Rotary’s early founders: brief afternoon coffee meetings, modest expenses and a long list of service projects costing only tens of US dollars. Service could proceed without excessive board deliberations or constitutional constraints. Such simple, practical ideas had real strength. Organisational expansion increases the quantity and influence of service, but its input and output should also be assessed.

The author describes concern about difficult growth, membership loss and diminished potential. He cites a message by the 1999–2000 RI president, whose name the source gives as 賴唯捨, asking whether Paul Harris, if he returned, would be impatient with Rotary’s complexity and call for a return to simplicity. The author links persistence and continuity to the founders’ original principles.

He stresses the first question of the Four-Way Test: is it the truth? Academic achievement alone does not ensure this philosophy. Without a foundation in truth, reality becomes difficult to grasp, problems cannot be diagnosed and recovery and growth are impeded. He urges Rotarians in Taiwan to examine whether their Rotary spirit is real or merely superficial.

1. After becoming a Rotarian, understand and practise the Four-Way Test throughout life, making the pursuit of truth the first task of learning.

2. Seek the noble goal of lifelong voluntary service rather than Rotary office as a crown of honour. Become a Key Rotarian whose particular service benefits the community or country.

3. Avoid becoming trapped in organisational minutiae and superficial appearances at the expense of sincere service.

4. Offer real friendship to every person wearing a Rotary badge: greet them with a smile and a handshake, nurturing the harmony of the Rotary family. Without friendship, service loses the radiance of love.

5. Those aspiring to leadership should learn from Jesus washing his disciples’ feet. Rotary leaders serve members; members do not exist to serve leaders. The author opposes glorifying office in ways that encourage bureaucracy.