Zonta Club of ________

Long Range Plan

____________, PresidentDate

• 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?

Objectives

• Service club enrollment has continually declined since the late 1950’s

• 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!

Why Should 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

How Do You Plan?

• 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?

Zonta Club Self Audit

• 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?

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?

Zonta Club Self Audit (cont.)

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

Zonta’s mission?– Does the club have members who are interested in

leadership? What percentage?

• 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)?

Zonta Club Self Audit (cont.)

Developing a Long Range Plan for Your Club

• Once you’ve 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?

• Your plan should review strengths, weaknesses, threats and opportunities

• It should present a series of statements relating to your club’s mission, vision, values and objectives

• It should set out your proposed strategies and goals

Contents of the Plan

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

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.)

• The central purpose and role of the Zonta Club of XXXXX is defined as:

• You may choose to use ZI’s 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.

The Mission 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.

The Vision Statement

• 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

Stating Your Corporate Values

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

• 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

Stating Your Key Strategies

• 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

Stating Your Major Goals

• 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

Stating Your Strategic Action

Programs

• 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

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

Stating Your Strategic Action Programs (cont.)

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

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

• Key 3 – Motivation…why people stay in Zonta (women’s/international issues, service, networking fellowship, community)– Provide variety of activities to meet needs

• Service of time• Service of money• Fellowship• Networking• Advocacy• Program

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

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!

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

Implementing the Plan (cont.)