Zonta Club of
________
Long Range Plan
____________, President
Date
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?
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!
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
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?
Zonta Club Self Audit
• Membership (cont.)
(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
• Membership (cont.)
(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.)
• 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?
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)?
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?
Contents of the Plan
• 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
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 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.
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.
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
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
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
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
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
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
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 nonprofit organization
– Explore partnerships with other non-profit organizations in the
community
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
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
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