Zonta Club of ________ Long Range Plan

1
Zonta Club of ________Long Range Plan

• ____________, President
• Date

2
Objectives

• Develop a long range plan for club growth
• Where do you want your club to be in the next 3
  to 5 years?
• How do you want to get there?

3
Why Should You Plan?

• Service club enrollment has continually declined
  since the late 1950s
• There is tremendous competition for professional,
  family and leisure time
• Fewer club members means less are doing more
  which leads to burnout!
• A club with a plan is more focused!
• Attitude is everything!

4
How Do You Plan?

• First, assess your club image
• Is your club vibrant? Connected? Making a
  difference? Proactive? Relevant? Fulfilling?
• Or is your club traditional? Old Guard? Staid?
  Elitist? Boring? Out of touch?
• Assess through a club audit

5
Zonta Club Self Audit

• Membership
• Does the Club have a defined process for
  Membership and use it?
• Is Membership a topic at each club and Board
  Meeting?
• Is Membership a topic in each newsletter?
• Is there a prospect and friends database?
• Does the club have its own application form?
• Are attendance records for members?
• Is follow-up done for members who miss meetings?

6
Zonta Club Self Audit (cont.)

• Membership (cont.)
• Is an age profile available?
• Is the age profile diverse enough?
• Is orientation and ongoing acculturation robust?
• Does the club have a diverse classification
  profile?
• What percentage of members participate in
  recruiting?
• Does the club support member networking?

7
Zonta Club Self Audit (cont.)

• Membership (cont.)
• Does the club keep records on losses?
• What is the average length of membership of lost
  members?
• Does the club contact lost members to understand
  the reasons for losses?
• Is data retained in the prospects/friends
  database on former members?
• What percentage of members joining over the last
  5 years are still actively participating?

8
Zonta Club Self Audit (cont.)

• Activities
• Are records kept on club events number
  attended, invited, joined, program, food,
  invitations, timing, budget, financial results,
  etc.?
• Are club event records used to plan future
  events?
• What percent of members attend seminars/workshops?
  
• What percent of members attend conferences?
• What percent of members attend conventions?
• Are meeting programs worthy, timely and related
  to Zontas mission?
• Does the club have members who are interested in
  leadership? What percentage?

9
Zonta Club Self Audit (cont.)

• Public Relations
• Does the club have its own brochure?
• Does the club have a website?
• Money Matters
• Does the club pay its dues obligations on time to
  ZI and District?
• Does the club contribute 1/3 of its earnings to
  the Zonta International Foundation?
• Do members make donations directly to ZIF? How
  much?
• Does the club keep historical information on its
  service footprint ( and hours)?

10
Developing a Long Range Plan for Your Club

• Once youve done an audit of your club, use the
  information to determine where you want to focus
• Where do you want to be in 3 to 5 years with your
  club?

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Contents of the Plan

• Your plan should review strengths, weaknesses,
  threats and opportunities
• It should present a series of statements relating
  to your clubs mission, vision, values and
  objectives
• It should set out your proposed strategies and
  goals

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Spelling Out Strengths and Weaknesses (internal)

• Examples of strengths
• Individual Members
• Variety/Diversity
• Dedication/ Commitment
• Friendliness/Openness
• Strong Leadership
• Talented
• Generous with Time/ Talents/ Treasures
• Macro focus on Area/District/ International

• Examples of weaknesses
• Strong Personalities (control)
• Not Always Kind to One Another
• Lack of Delegation (Committees)
• Individual Membership Recruiting

13
Spelling out Threats and Opportunities (external)

• Examples of opportunities
• Invitations to wider variety of people
• Promotion of ZI to other local communities
• Host a ZING
• Recruit other target groups
• Fundraising Events

• Examples of threats
• Other agencies/ commitments compete for time
• Economy
• Personal Issues (health, job, family, etc.)

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The Mission Statement

• The central purpose and role of the Zonta Club of
  XXXXX is defined as
• You may choose to use ZIs mission statement
• Zonta International is a global organization of
  executives and professionals working together to
  advance the status of women worldwide through
  service and advocacy.

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The Vision Statement

• The vision of the Zonta Club of XXXX in 3 to 5
  years is
• You may want to aim for a number of members, talk
  about projects, etc.
• For example
• The Zonta Club of ___________will have __ active
  members, with valued hands-on projects
  demonstrating true ideals of Zonta.

16
Stating Your Corporate Values

• The corporate values governing your club should
  include what your club believes in, what your
  guiding principles are, and what will not change
  about your club
• For example
• The corporate values governing the Zonta Club of
  _____________s development will include the
  following
• Advancing the status of women
• Honest and trustworthy, always
• Follow rules, bylaws and guidance of Zonta
  International

17
Stating Your Business Objectives

• Business objectives are more general and longer
  term
• For example
• Longer term business objectives of the Zonta Club
  of ___________are summarized as
• Enhance fundraising by _________________
• Succession planning by using continuity books
• Expand influence and visibility

18
Stating Your Key Strategies

• Key Strategies include what your club must do to
  ensure its survival and what is absolutely
  critical to you
• For example The following critical strategies
  will be pursued by the Zonta Club of
  _____________
• Recruit and retain members
• Continue fiscal responsibilities (checks and
  balances)
• Retain freshness and vitality
• Advance club externally through effective
  communication methods
• Include less important but still needed
  strategies as well
• For example The following important strategies
  will also be followed
• Encourage new fundraising ideas
• Increase revenue
• Promote community awareness through hands-on
  service
• Expand mentoring of new/existing members

19
Stating Your Major Goals

• Goals must be measurable, including dates,
  numbers and concrete measures of success
• For example The following key targets will be
  achieved by the Zonta Club of ___________over the
  next 3 to 5 years
• Increase membership to __in 3 years and __ in 5
  years, and retain them
• Increase collected service monies to _____in 3
  years and _______in 5 years
• Put on a major fundraiser dedicated to a specific
  cause within 3 years
• Community visibility through external written
  communication, recognition of service projects
• Mention in newspaper, radio, TV monthly
• Issue Press Releases on club activities
• Foster establishment of a new club in an adjacent
  area within 2 years

20
Stating Your Strategic Action Programs

• Strategic Action Programs are specific actions
  plans, including what the action is, who is
  responsible, when they are to have it completed,
  or if recurring, how many times/when it is to be
  done
• Review strategic plan and assess progress
  quarterly at board and club levels
• For example The following strategic action
  programs will be implemented
• Action Plan One Increase Membership (assigned
  to OMC Chair)
• Maintain prospective member database
• Ensure follow-up with each guest
• Ensure club brochures/business cards are always
  available
• Have at least two guests at each meeting
• Develop personal marketing through pins, elevator
  speeches, etc.
• Conduct new/prospective membership orientation
  annually
• Continue to focus on diversity

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Stating Your Strategic Action Programs (cont.)

• Action Plan Two Increase Fundraising (Ways and
  Means Chair)
• Implement new fundraising project 20__ 20__
  Biennium
• Continue to explore successful fundraising events
  from other clubs
• Explore partnership with other nonprofit
  organizations on their annual fundraisers

22
Stating Your Strategic Action Programs (cont.)

• Action Plan Three Increase Community Visibility
  (Public Relations Chair)
• Establish contacts with local media
• Newspapers (list them)
• TV (local stations, others)
• Radio (list target stations)
• Continue Press Releases on club events
• Press Release on club awards and achievements
• Continue regular Press Releases as events occur
• Pursue radio interviews on major events
• Implement marketing campaign using Public Service
  Announcements
• Consider membership in local Chamber of Commerce
  as a non-profit organization
• Explore partnerships with other non-profit
  organizations in the community

23
Implementing the Plan

• Active involvement in Zonta leads to commitment
• Involvement and commitment impacts retention,
  which leads to stability and growth
• Keys to building involvement and commitment to
  implement your plan

24
Implementing the Plan (cont.)

• Key 1 Reputation and image
• Good reputation recruitment
• Needs active and ongoing PR
• Key 2 Orientation and introduction to the world
  of Zonta
• For not only prospective and new members, but
  existing members as well
• Requires clearly stated expectations and
  requirements

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Implementing the Plan (cont.)

• Key 3 Motivationwhy people stay in Zonta
  (womens/international issues, service,
  networking fellowship, community)
• Provide variety of activities to meet needs
• Service of time
• Service of money
• Fellowship
• Networking
• Advocacy
• Program

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Implementing the Plan (cont.)

• Key 4 Organization
• Strong, well-connected committee structure puts
  like minds together to accomplish activities
• Operates club in efficient and timely fashion
• Committee work fosters commitment!
• Small groups function well
• Opportunity to socialize and network
• Accomplishments making a difference
• Recognition

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Implementing the Plan (cont.)

• Key 5 Communication
• To membership about opportunities, successes, and
  activities (methods?)
• To membership about larger mission issues and
  work of ZI
• From membership about concerns, direction,
  interests
• To and with external community about Zonta and
  individual club members, and about what is
  happening in community and how Zonta can help!

28
Implementing the Plan (cont.)

• Key 6 Recognition and celebration
• Making sure good work of club and individuals get
  acknowledged
• Internally, via newsletters, meetings, special
  awards, birthdays, successes and challenges
• Externally, via activities, events, training,
  awards, public relations