LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015)

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1 BACKGROUND ANALYSIS: LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) In spite of the now universal recognition that we need new members we have continued to experience an annual decline in membership. Building membership must remain our main strategic focus while not forgetting that our purpose is to serve those less fortunate than ourselves. The existence of successful membership programmes, and District GMT &GLT Teams have been recognised as positive developments. The introduction of the LCI Club Excellence Process, the Club Growth Programme, and the New Clubs Development Consultants, will offer the Districts and Clubs the opportunity to expand on existing programmes and should be adopted by them. These Programmes will assist clubs retain existing members. MISSION STATEMENT: "To ensure the long-term viability and relevance of Lions Clubs in New Zealand by providing governance, encouragement and assistance in a proactive, professional, enthusiastic and timely manner whilst meeting the purposes of Lions Clubs International." CORE VALUES: In recognising our Multiple District mission, Forward Action Plan and the purposes and ethics of Lions Clubs International we wish to be known as an organisation of integrity, credibility and humanitarian values: Integrity Lions Clubs International insists on the highest standards of personal and professional integrity. We must all make every possible effort to safeguard the association s assets. We must also comply with all association policies and applicable laws. Accountability Lions Clubs International expects all club officers to honour commitments as authorised and made on behalf of the association and take individual responsibility for all actions and outcomes. It has no tolerance for ethical violations. Teamwork Lions Clubs International seeks to maintain a service environment that encourages innovation, creativity and positive results through teamwork. We must all practice leadership to train, inspire and promote full participation and individual development for all Lions. We encourage open and effective communication and interaction. Excellence Lions Clubs International is dedicated to fair treatment, mutual respect, diversity and trust. We must challenge each other to improve our services, our processes and ourselves. We must strive together to serve our membership and communities and help the association achieve its goals. 1

2 PREAMBLES: 1. MEMBERSHIP (a) Growth No single strategy will achieve the overall goal of growing Lions in New Zealand. In the long-term, the growth of Lions is the responsibility of all Lions. Strategies to achieve growth must address issues relating to age, gender, ethnicity, club size, local community characteristics, etc. The Multiple District recognises the right of every Club to decide the make up of its membership. However, the Multiple District also believes that it is the right of everybody to belong to a Lions Club regardless of gender, race, colour or creed. There has been a growing city/rural imbalance in membership and specific targeting of urban clubs will be required in some Districts The Multiple District has adopted three National/LCI Membership Programmes. The Club Excellence Process The Club Growth Programme The New Club Consultants Development Programme. It is important that all Districts adopt these programmes to reverse the membership losses and avoid any further redistricting. Districts should allow sufficient resources, both financial and presentation equipment, for the training of and subsequent use of the District Global Membership Teams. (b) Age A recent survey identified that more than 70% of Lions in New Zealand were aged 60 years and over. It is also recognised that many new members are of this age group. The survey also identified that 12% of the public respondents said that they have considered joining a community service group. The majority of these, both male and female, were between the ages of 35 and 64 years. It is essential that planned strategies and recognised programmes be implemented that will introduce younger people to Lions by targeting the identified categories of potential members. (c) Existing Clubs At present there are many Lions Clubs (approx 28%) in New Zealand with less than 20 members. Small clubs place a huge burden on their members to repeatedly take office. There needs to be a concentrated effort by District Management Teams to offer strategies to rebuild these clubs (d) New Clubs The make up of local urban and rural communities has changed over the years and as a result the people living in them have different interests and needs. This provides the opportunity for the formation of new clubs and necessitates the need for different projects, adaptable meeting times and club structures. Districts are encouraged to use the appointed New Club Consultants. 2

3 2. PUBLIC PERCEPTION OF LIONS The recent survey found the following results regarding the Public s perception of Lions in New Zealand: Lions have an extremely high brand recognition (88.9%) have heard of Lions. Lions are the most recognised active community service club in New Zealand. 78% view Lions as people who want to give back to their communities. Lions are regarded as good folk who are caring, community minded, giving, and hardworking. 66% of all survey participants viewed Lions as Older People. 83% identified Lions as a community orientated group and active fundraisers. It is evident that the Lions Brand is well known within our Communities and strategies must be developed to build on this recognition in our publicity and membership recruitment areas. 3. STAKEHOLDER RESPONSE (a) Multiple District Office Given the demands on everyone from today's lifestyle, it is important that high level services are provided to all Lions members, Clubs and Districts as well as public enquiries. However, we must also recognise that the MD office has a very small staff resource (1). (b) Finance. An annual financial plan that details intended work plans and budgeted costs will be approved by the Council of Governors and appended to this Forward Action Plan. If requested by the Council of Governors, or at least once every 3 years, a review will be conducted of the financial planning process to gauge the accuracy and usefulness of the annual plan when compared to actual outcomes. In general, expenditure incurred by the Multiple District will only be in furtherance of the objectives of this Forward Action Plan, and be within planned income. The Council of Governors should recognise that the programmes to be promoted should also be backed with sufficient budget allocations. Any proposals outside the intent of the Forward Action Plan, or not provided for in the annual financial plan, will require special consideration by the Council of Governors and be supported by a sound business case outlining the intended benefits to the Multiple District and required funding. The Executive Management Committee will provide to each Council meeting a measure of possible financial outcomes highlighting significant differences, if any, between approved cost-centre budgets and actual costs. 4. CHANGE AND STRATEGIC INNOVATION Among the factors that the Lions organisation must come to terms with, to ensure its long term survival, are those of change and strategic innovation. It is essential, that while recognising the tremendous accomplishments of Lions in the past, we do not remain fixed in the past. Today s society is a vastly changed society from yesterday and it will continue to change. To remain relevant, Lions must continually adapt to the ongoing changes in our society and embrace the advances bought about by electronic communication and use of web sites, social networking, etc. 3

4 5. LEADERSHIP AND DEVELOPMENT (a) District Leadership Development Never has it been more important to the survival of the Lions organisation that those who are chosen to be District leaders understand the issues and challenges facing Lions. The long-term survival of the organisation will start, and depend, on the quality of its leaders. While it should not be imagined that good leaders would be the sole salvation, they will have a significant role to play. This will ultimately reflect in the quality of leadership and service Lions provides to its communities. The Global Leadership Team must be encouraged and supported to continue to provide quality training programmes throughout the Multiple District to develop competent and qualified District leaders. (b) District Governor Training Traditionally New Zealand Governors elect have been well prepared for the LCI training at International Conventions. It is important that this continues. (c) Council Officers Council Officers are the Council Chairman, the MD Treasurer, the MD Legal Council and members of the Executive Management Committee together with co-ordinators appointed from time to time. They should be appropriately qualified for their positions and must demonstrate professionalism and quality in their work. 6. COMMUNITY NEEDS (a) Community Needs One of the core tenants of Lions is the service of Lions Clubs to their communities. Whilst Lions will change and the service delivery may be provided in a different manner, there is no doubt that Lions Clubs will continue as major voluntary providers of service to their communities. Clubs should be encouraged to fully utilise the community needs survey contained within the Club Excellence Process. Clubs should be encouraged to identify members of their communities who, at this stage, do not wish to become members of their Lions Club but are willing to give their available time in serving their community by assisting in Lions projects. The Survey identifies that 48% of the community would give their time to community projects and help with hands on participation on a given day. Lions Clubs should endeavour to data base these people and offer them the chance to join in Lions activities. It would be a short step for them to join us as members. One of the strengths of Lions is its ability to marshal clubs for the wider good. There are a number of instances where Lions Clubs combining together have enhanced the common good of a wider District. It is this power of many that we must tap into to provide benefits for all. Where a significant national need can be demonstrated Lions Clubs can be expected to consider meeting that need through their collective strength. It should be remembered, however, that all Clubs are autonomous and cannot be compelled to participate in a national project. 4

5 STRATEGIES: 1. MEMBERSHIP (a) Growth To increase membership numbers by at least 330 for each of the next 2 years by implementing the aforementioned growth programmes and New Club Initiatives. Prior to the District Governor Elect Training held in conjunction with the MD Convention each year each DG Elect will, in consultation with their District GMT Team set membership goals for the ensuring year. Such goals to be confirmed at the above mentioned training session. To meet the above goal each District s goal will be to increase their membership by at least 1 additional member in at least 50% of their Districts Clubs and the formation of 1 new club as follows: District 202D Net Increase of 21 members. District 202E Net Increase of 26 members District 202F Net Increase of 24 members District 202J Net Increase of 20 members District 202K Net Increase of 41 members District 202L Net Increase of 32 members District 202M Net Increase of 26 members. Total Net Increase of 190 Members from existing clubs plus an increase of 140 new members from 7 new clubs of 20 members. Total net membership increase of 330 new members. Early in each year there will be a 2 day MD Planning Workshop for District GMT Team Leaders (combined with the District GLT Team Leaders) to be financed jointly by a budgeted contribution from the Multiple District and a contribution from each District. Following the above workshop each District will hold Membership Growth workshops aimed at individual clubs. These workshops will be conducted by District GMT Membership Teams. Experience shows that growth occurs when concentrated at the local level. Easy to understand and simple to implement programmes, such as the Club Growth and Club Excellence Process should be promoted by District GMT Teams for implementation at club level. The best results happen when clubs buy in to such a programme. District GMT Teams be encouraged to conduct Zone based Orientation meetings for new and existing members. Measures: Progress will be reported monthly through to the MD GMT Team Leader and will be monitored against the Established District targets. The District Governors will report progress to each Council Meeting. 5

6 (b) Age Reduce the average age of members to less than 55 years. Introduce strategies to encourage younger people to join Lions clubs. These could include closer affiliation with schools, formation of new Clubs, membership recruitment programmes aimed at the community outside of Lions, offering leadership assistance to other community organisations such as sports clubs, and the formation of Leos clubs. The implementation of a nation wide publicity campaign, using the Lions Youth programmes, to emphasise the Lions commitment to our youth. Operational Issues: Encourage District Membership initiatives including utilising the MD Global Membership Team Area Leader, the use of the Club Excellence Programme in co-operation with the District Global Leadership Team, and the Club Growth Programme that has been proved to introduce younger members. Measure: Each District Governor to report on progress in reducing the average age of members in her/his district to the last Council meeting in each Lion s year. (c) Existing Clubs All existing clubs to have a minimum of 15 members District Governors be requested to provide extra support to Clubs with less than 15 utilising a specialised programme introduced by the Global Membership Team. These Clubs should be urgently encouraged to undertake the Club Excellence Process followed by the Club Growth Programme. Operational Issues: It may be necessary for the District Governor and the District GMT Leader to meet with representatives of the individual clubs with less than 15 members. They should obtain insights as to the reasons that membership is declining and develop growth strategies for the clubs concerned. Measure: District Governors will provide the Multiple District Office with the number of Clubs under 15 at the start of each Lions year and then report the number under 15 at each Multiple District Council meeting thereafter. 6

7 (d) New Clubs Each District should be asked to create at least one (1) new club each year District Governors, and their GMT Teams, will each year, identify 2 new areas in their Districts for the possible formation of new Clubs and report these areas to the first New Zealand based Council meeting. In consultation with the District Governor, a LCI New Club Development Consultant will promote the development of new clubs in the identified areas and actively make use of the resources that are available through that source. New Club District Consultants are to be used to promote new club development to the District administration and then to facilitate a new workshop for the District. It is the role of the workshop participants and District Governor team to promote the development of the new club. If there is an obvious area in which a new Lions Club could be formed, but for any good reason, a sponsoring club cannot be found, the District Governor and the District GMT Team should manage that extension using all the resources available. Measure: Each GMT District Leader will report progress monthly to the MD GMT Area Leader, but in addition, each District Governor should report to each Council meeting. 2. PUBLIC PERCEPTION OF LIONS To continually increase the proportion of the population who recognise Lions Clubs in New Zealand as a valuable volunteer organisation. 1. Promote Lions Clubs International here in New Zealand through the development and use of signage and media mediums. 2. Provide resources and encouragement for Districts and Clubs to promote their community activities. 3. Advocate for Lions establish a high profile Lion to speak at numerous events and functions throughout New Zealand. 4. Undertake a public survey to establish the current level of recognition once every 2 years. Operational Issues: 1. A review of the current branding of Lions in New Zealand needs to be undertaken with a view to enhancing the recognition of our organisation. 2. Develop and maintain uniform styles of marketing, communication and public relations throughout the Multiple District. 3. The public perception of Lions to be monitored on a 2 yearly basis by the use of appropriate surveys, telephone interviews etc. 4. Monitor media coverage on an annual basis. 5. Utilise the expertise and skills of professionals in the media field. 6. Assist clubs to strengthen local club recognition and public awareness of our organisation. 7. Locate and groom a motivational and passionate Lion to travel widely speaking to target groups and functions whilst at the same time obtaining media exposure. 7

8 Measures: 1. Conduct market research, including surveys and telephone interviews, and report results bi-annually. 2. Monitor number of media releases and report annually. 3. STAKEHOLDER RESPONSE (a) Multiple District Office All Districts, Clubs and Members to receive prompt responses to all requests with timely and accurate information and advice. The Executive Officer will provide, through the Multiple District Office, service levels to Members, Clubs Districts, and external public enquiries that are accepted as being timely and of a high quality. Operational Issues: The expectation for performance of the Executive Officer and the Multiple District Office will be set, from time to time, in the Executive Officer s contract of employment. The performance will be reviewed annually by a committee comprising the Chairman of the Executive Management Committee (EMC) and the Council Chairman, and reported to Council at their final New Zealand based Council Meeting each year. On some occasions EMC and/or Council may need to arrange extra support for the MD Office (e.g. during both Multiple District Convention and the International Convention period). Measure: All enquiries and requests for advice, information, club supplies or action received by the Multiple District Office are, in normal circumstances, to have a response time not exceeding 48 hours. 4 LEADERSHIP AND DEVELOPMENT (a) District Leadership Development Goal Before taking office all District, and Club Officers, be fully knowledgeable and competent in the expected functions of their role. Each District will implement the Global Leadership Team (GLT) Concept. This team will comprise the District Governor, District Governor Elect, 1 st Vice District Governor, 2 nd Vice District Governor, the District Global Leadership Team Leader, and Zone and Region Chairmen. The Multiple District GLT Team has formulated long term goals and these should include: Member Orientation focussing on the culture and history of your Club and its place in Lions Clubs International. Emerging Lions Leadership Institutes 8

9 Club President and Club Officer Development for those who are, or who aspire to be the President of their Lions Club or take up Officer role s within their clubs. Zone Chairman Training Focused on the development of Zone Chairmen Club Officers Orientation District Cabinet Development & Training Programmes for current Cabinet Members and those aspiring to lead their District in portfolios of their choice or expertise. Advanced Lions Leadership Institutes Faculty Development Institutes Faculty Development Excellence Series CEP The Club Excellence Process. Blue Print for a Stronger Club. Identify and develop potential future leaders. Strategies 1. The District GLT Team will identify the leadership training requirements within their Districts and provide training opportunities for such training to be implemented. It is essential that these identified needs, as above, are taken into account when District Governors Elects are planning their District Governor Year. Districts must ensure that sufficient funding is provided for such training to be implemented. 2. As part of the above mentioned training plan, each District Governor will continue to provide the opportunity for Club Officers to receive instruction, information, and the opportunity for participation, from competent facilitators at a Club Officers workshop. 3. Early in each Lions year there will be a Multiple District Planning Workshop for District GLT Team Leaders (combined with the District GMT Team Leaders) to be financed jointly by a budgeted contribution from the Multiple District and a contribution from each District. The aim of this workshop is to evaluate programmes and determine resources required for Global Leadership Goals and action plans to be implemented efficiently and achieved during the Lions year. 4. The implementation of the Club Excellence Process is considered essential for the survival and improvement of existing clubs. District GLT Teams should identify suitably qualified members within their Districts to be trained as Club Excellence Facilitators. The Facilitators will be invited by those clubs that have been identified by the District Global Membership Team, to lead the club through the Club Excellence Process. 5. District GLT Teams will encourage clubs to identified and support suitable applicants to attend LCI Leadership Institutes. Operational Issues 1. The District Governor s GLT Team will support and encourage the District GLT Leader to facilitate effective training sessions incorporating the identified training needs within each new Lions year. Appropriate Budgetary allowances will be made for these activities. 2. Every District will conduct a Club Officers Workshop to be held each year two months prior to first of July. The District GLT Team and District Zone Chairmen will promote the importance of these workshops to the clubs and encourage all clubs to have appropriate representatives attend. 3. District GLT Teams are to ensure that any leadership concerns by any club are managed accurately within 5 working days. 9

10 4. The District GLT Leader will review and report progress on the District s action plan to their District Governor and MD202 GLT Area Leader on a quarterly basis. 5. District Governors to report to the 1 st Council meeting in each year on the feedback obtained from their Club Officers Workshop. 6. The District Governor s will report to every Council Meeting the District s implementation of the Club Excellence Process Programme. (b) District Governor Training All District Governors elect to be fully knowledgeable about their expected functions and competent in their required roles before they take office as District Governor. In conjunction with the MD Trainer the Executive Officer is to organise annually, on behalf of the Multiple District Council, such training for District Governors elect as set by Lions Clubs International. A separate District Governor Elect orientation training will be implemented to include District Convention protocols, acceptance and handling of remits, chairmanship, venue requirements, and general management of the Convention. Operational Issues: The time, place and facilitator for this training should be set each year by Multiple District Council giving the necessary emphasis to both the quantity and quality of such training. Council should consider both their own experiences and the needs of the current District Governors and Vice District Governors in arriving at their decision. Measure: District Governors elect training is co-ordinated by the Executive Officer, in conjunction with the MD Trainer, and a report on this training will be furnished to Council by the MD Trainer at the conclusion of each training period. (c) Council Officers and Committees of Council All Council Officers, and those on Council committees, to be fully knowledgeable about their expected functions and competent in their required roles before taking up their positions The Multiple District Council, through the Executive Officer, shall arrange for all Officers of Council and those on Council Committees to receive adequate information and training prior to taking up their appointments. MD Council will be responsible for monitoring the performance of Council Officers and those on Council Committees. 10

11 Operational Issues: The Executive Officer will, on behalf of Council, arrange for any training, transition period and follow up to ensure they are both knowledgeable and competent in the jobs they are required to under take. Measures The affairs of the Multiple District are in excellent order. All issues within a particular portfolio should be resolved in a timely manner. 5. COMMUNITY NEEDS. * Clubs to undertake each year at least two projects of a significant public nature within their local communities always keeping in mind the requirements the NZ Charitable Trust Act and remind all clubs that projects of a District or Multiple District nature operate under the requirements of the Multiple District 202 Constitution and By-Laws. * District Governors to encourage all Clubs, using the Club Excellence Process, to analyse the needs of their community that could form the basis of District or Club projects. 6. ANNUAL WORK PLAN Attached to this Forward Action Plan is a Work Plan (appendix 1) for the assistance of the District Governors when completing their reports to Council. CONCLUSION: To ensure the benefit of the above strategies an annual operating plan needs to be developed by Council and measurable milestones agreed and reported, as appropriate, to Council Meeting. The operating plan and achievements should be reported to the annual Multiple District Convention by the Council Chairman. This Forward Action Plan should also be reviewed annually and adjusted as necessary to meet the needs of a changing environment, changing resources, and community needs. 11

12 Appendix 1. MD202 Strategic Annual Work Plan (2015) The annual work plan needs to be simple and provide measurable progress toward achieving the strategies of the Forward Action Plan. The plan below attempts to do this. Most of the information required can be recorded in a single page. In conducting their business members of Council should keep in mind our mission statement: "To ensure the long-term viability and relevance of Lions Clubs in New Zealand by providing governance, encouragement and assistance in a proactive, professional, enthusiastic and timely manner whilst meeting the objects of Lions Clubs International." At the First Council Meeting: Report on number of Clubs and total membership numbers. Report number of clubs with less than 20 members. Report agreed target membership for District. Identify where a new Club will be formed. Identify District Membership recruitment strategy. Confirm District plans to implement the Club Excellence Process. Report on leadership and officer training. Report on any innovative management practices adopted. Confirm recruitment and retention programmes are in place to implement MD 202 Membership Plan. Consider and adopt the MD Forward Action Plan. At the second Council meeting Review progress on MD 202 Membership Plan. Review progress toward targets set at first meeting. Record progress or obstacles to achieving targets, i.e. membership numbers, gender etc Review number of clubs under 20 members. Report on progress of the formation of new clubs in the District Review and implement/distribute information relating to leadership and officer training. Review progress of District s progress on implementing the Club Excellence Process Review the MD Forward Action Plan and identify areas requiring review and updating. Report on progress of any major District-wide projects. At the third Council meeting: Review the success of MD Membership Plan and make recommendations for next Council. Review and record progress toward the achievement of targets set for Clubs at the first meeting. Record any impediments to achieving those targets. Review number of clubs under 20. Report on progress of the formation of new clubs in the District Provide feedback from Districts on the quality and efficiency of the information provided relating to membership recruitment, leadership and officer training. Record feedback which could lead to an improvement of the material. Provide feedback relating to the Club Excellence Process. Report new innovative practices adopted. Report on projects of significant public nature undertaken/planned. Report on average age of members, and progress towards decreasing the average age of members. Review the year s progress toward achieving the goals of the MD Forward Action Plan. 12

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