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 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!

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 Zonta’s 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 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?

11. Contents of the Plan • Your plan shouldreview 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

12. 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.)

14. The Mission Statement • 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.

15. 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

21. 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

25. Implementing the Plan (cont.) • 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

26. 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

27. 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