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District 105M Long Range Plan Created by District Long Range Planning Committ ee Version 4.0 - 2015
District 105M Long
Range Plan
Created by District Long Range Planning
Committee
Version 4.0 - 2015
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Contents
Contents 1 Introduction ............................................................................................................................5
2 Service ......................................................................................................................................5
2.1 Introduction ..................................................................................................................5
2.2 District Cabinet Service Structure and General Comments.........................................6
2.3 Long Range Plan for all Committees ............................................................................7
2.4 Health and Environment Committee ..........................................................................7
2.4.1 Sight and LEHP........................................................................................................8
2.4.2 Diabetes...................................................................................................................8
2.4.3 Message in a Bottle (MIAB) and Medic Alert….....................................................9
2.4.4 Speech and Hearing................................................................................................9
2.4.5 Physical and Learning Difficulties.......................................................................10
2.4.6 Environment.........................................................................................................10
2.5 Youth Committee…........................................................................................................11
2.5.1 Young Leaders in Service………………………………………………………………………………….11
2.5.2 Adopt a Youth Club...............................................................................................12
2.5.3 Young Ambassadors…............................................................................................12
2.5.4 Music Competition..............................................................................................12
2.5.5 Life Skills...............................................................................................................13
2.5.6 Leo Clubs….............................................................................................................13
2.5.7 Peace Poster. .........................................................................................................14
2.6 International Committee…..........................................................................................14
2.6.1 LCIF.........................................................................................................................15
2.6.2 North Sea Lions (NSL) ............................................................................................15
2.6.3 Water Projects and Railway Children .................................................................15
2.6.4 International Relations……………………………………………………………………………………….16
3 Membership.......................................................................................................................17
3.1 Introduction – Current Status.........................................................................................17
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3.2 Future Goals and Plans.......................................................................................................17
3.3 The Lions Clubs International Centenary……………………………………………………………………….20
4 Leadership..............................................................................................................................21
4.1 Introduction – Current Status.....................................................................................21
4.2 Long Range Plan.............................................................................................................21
4.2.1 Foundation Work – Year 1 (2014-2015).............................................................21
4.2.2 Preparation – Year 2 (2015–2016)...............................................................................21
4.2.3 Delivery – Year 3 through Year 5 (2016–2019) ...................................................21 GLT Flow Charts…………………………………………………………………………………………….…………22 & 23
5 Governors Team....................................................................................................................24
6 Communication and Public Relations..................................................................................24
6.1 Introduction..................................................................................................................24
2015 - 16 Public Relations......................................................................................................25
Webmistress ..........................................................................................................25
Midland News.. ......................................................................................................25
Competitions.........................................................................................................25
Almoner……………………………………………………………………………………………………………..25
Service……………………………………………………………………………………………………………………….25
2016 - 17 and beyond………………………………………………………………………………………………………………… 25
7 District Cabinet Structure ...................................................................................................... 26
7.1 Existing Structure............................................................................................................26
7.2 Cabinet Meetings ............................................................................................................28
7.3 Aims and Objectives....................................................................................................... 28
7.4 Committees.....................................................................................................................28
7.4.1 Collective Responsibility .........................................................................................28
7.4.2 Succession ...............................................................................................................29
7.4.3 Meetings .................................................................................................................29
7.5 Reporting ........................................................................................................................29
7.6 Positions we must have…………………….............................................................................29
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8 Future Considerations…........................................................................................................31
8.1 Region and Zone Chairs……...........................................................................................31
8.2 Finance and Administration Committee……....................................................................31
8.3 Long Term Financial Planning………………………………………………………………………….………….32
APPENDIX 1 A vision for 2015/16 and beyond…………………………………………………………………….34 APPENDIX 2 Lions MD105 Centennial Service Challenge…………………………………………………………42
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1 Introduction
The vision statement of Lions Clubs International is:
To be the global leader in community and humanitarian service
This document, created by the District Long Range Planning Committee and formerly known as the “District Five Year Plan”, sets out to uphold this vision and to define the planning necessary to meet the hopes and aspirations of all the Lions in District 105M. It is intended that this document should be a ‘living’ or rolling plan, reviewed and amended to enable the District to adapt it as circumstances change.
2 Service
2.1 Introduction
Under the motto ‘We Serve’ the definition of service is wide ranging for Lions Clubs and their members. Lions Clubs International has a clear vision statement:
To be the global leader in community and humanitarian service
This is backed by an equally clear mission statement:
To empower volunteers to serve their communities, meet humanitarian needs, encourage
peace and promote international understanding through Lions Clubs
In addition, the Lions Clubs International Purposes and Code of Ethics sets out the principles which all members should follow and promote, not the least of which is:
To aid others by giving my sympathy to those in distress, my aid to the weak and my
substance to the needy
For most Lions Clubs and their members it is this last statement that represents what they think of as service, for example providing entertainment for local OAPs, organising litter collections, digging a disabled person’s garden, providing transport for local elderly or equipment for a local playgroup. District, Multiple District and International service projects and initiatives are often viewed by many Clubs as just that, projects and initiatives dreamt up by ‘on high’ and many do not see the relevance of such projects within their communities. Much of this perception may be down to the fact that the organisation as a whole, has been seen in the past to provide insufficient support for local ‘bread and butter’ service or fund raising activities of local Lions Clubs.
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In the last few years District Officers have been organised into service streams to better deliver available support to Lions Clubs through presentations and direct interaction. This is true for traditional service activities, and particularly true with certain “signature” projects adopted nationally within the 105MD and internationally.
Clubs have responded positively by adopting wider service opportunities and by becoming involved with sections of their communities that they had not previously reached. A prime example of this presents itself in the worldwide celebration of our Centenary in 2017. Accordingly an additional section has been added to the plan in recognition of the importance and potential value available for Service, Celebration, Publicity, and Recruitment. (See Appendix 2)
2.2 District Cabinet Service Structure and General Comments
In District 105M, service is covered by three committees, Heath, Youth and International comprising a chairman and District Officers covering specialist portfolios as shown in Figure 1.
This structure mirrors the MD committee structure and lends itself to upwards and downwards communication between MD, District and Clubs.
Clubs Clubs Clubs
1st Vice District
Governor
District
Governor
2nd Vice District
Governor
Health and
Environment
Committee
Youth
Committee
International
Committee
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The main aim of this District Plan is to raise the profile of International, Multiple District and District initiatives within Clubs. The District and its Officers should promote wider Lions initiatives which Clubs may support in addition to locally focussed service projects. District Officers are the catalyst and are encouraged to attend Zone meetings to explain and promote their portfolio, and to provide more direct information and support to Clubs.
Where appropriate the Long Range District Plan enables specific targets to be set by District Officers. These targets will reflect the climate in which particular portfolios operate in each year, and supports them in planning their year to fulfil the obligations of the post and allows the District Governor Team to share progress and good practice.
The Chairs of each of the District service committees will agree clear objectives to include coverage of all Clubs, Zone or Region visits and, have prepared, up-to-date presentations of all of the service opportunities which their committee can support. District Officers need to be confident and competent to deliver presentations on the full range of services offered by their committee and the District Training Team can provide support to ensure that their presentation skills are strong enough. Appropriate supporting equipment should be available to enable the delivery of excellent presentations.
2.3 Long Range Plan for all Committees
The following is a common way of operating for all committees as the Long Range Plan progresses:
Agree targets for committee Chairs and their committees to cover all Clubs in the
District via Club, Zone or Region visits and target numbers for uptake of Lions Signature projects and District projects by Clubs
Develop a presentation that covers all portfolios within the committee which can be delivered by any member of the committee with the assistance of GLT
Undergo presentation skills training by the District Training Team where necessary
Create a programme of visits for each committee member
Carry out visits to meet targets
Attend and support relevant Club, Zone, Region and District activities and liaise with other District officers such as PR, Webmaster, Midland News and GMT to
maximise publicity and impact
Publish a quarterly committee newsletter and circulate to all Lions and Clubs
2.4 Health and Environment Committee
Currently the Health and Environment committee comprises seven portfolios:
Sight and Lions Eye Health Programme (LEHP)
• Speech and Hearing
• Learning Disabilities
• Diabetes
• Medic Alert • Message in a Bottle • Environment
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2.4.1 Sight and LEHP
District 105M’s involvement with projects relating to sight impairment is long and proud.
Whilst Lions have been generous with their response to specific appeals, and many support the
spectacles recycling scheme, some projects have been less supported in recent years.
The aim of the Long Range Plan is for the District Officer to work with Zones and Clubs to promote sight related projects and help develop activities which are relevant to the Clubs that raise the awareness and profile of those with visual impairment within our communities.
The District Sight Officer, in conjunction with their committee, will develop a rolling programme of
actions: • At the start of the Lions year produce and circulate a calendar of sight related
activities to all Clubs in the District
• Encourage each Zone to appoint a Zone Sight Officer to coordinate sight programmes
• Meet with the Zone Sight Officers to set out a strategy to promote sight awareness issues, ideas and information in their Zone Clubs
• Promote the Lions Eye Health Programme (LEHP) as a regular routine activity/awareness event and ensure that Clubs have access to and use any new LEHP literature at every Lions event
• Promote MD Sight Projects such as Sight Savers, Korle Bu and St Dunstan’s appeal
• Arrange and coordinate a major sight related activity in at least one Region in the District
• Regularly review progress and refine objectives
2.4.2 Diabetes
The District Diabetes Officer has been very active in promoting diabetes awareness and screenings.
Many Clubs in MD105 are involved in our communities by promoting the education side of the Lions Diabetes Awareness Programme. The long term aim must be to continue raising the profile of diabetes and diabetes awareness activities across the Clubs of our District.
The District Diabetes Officer, in conjunction with their committee, will develop a rolling programme
of actions:
• Encourage Clubs to carry out one diabetes awareness activity each Lions Year with the aim to achieve at least 66% of Clubs in the District participating, eventually leading to full coverage by all Clubs in the District
• Encourage and coordinate at least one major Diabetes Screening within the District to promote the public’s awareness and Lions involvement with Diabetes UK
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2.4.3 Message in a Bottle (MIAB) and Medic Alert
Medic Alert is a well promoted project at Multiple District level at conventions, the Lion magazine and mailshots although donations have declined. Much depends on the general public approaching Clubs for sponsorship of bracelets.
Both MIAB and Medic Alert are covered by one District Officer as means for vulnerable people to alert medical services of their conditions and medication in the case of emergencies. “Message in a Wallet” has become popular in some Clubs owing to it having readily available medical information on the person in need of emergency treatment.
The District MIAB and Medic Alert Officer, in conjunction with their committee, will develop a rolling programme of actions:
Complete launch of MIAB across the District, review distribution and target new areas
Promote the value of the MIAB programme, making Clubs and Zones aware of the
arrangements for ordering and placing supplies
Support a bi-annual programme to refresh MIAB with the emergency services within
the District, and coordinate with the appropriate Zones
Increase MIAB distribution points such as pharmacies, surgeries and hospitals
Promote Medic Alert in each Zone of the District by encouraging Clubs to advertise
through their local doctors, pharmacists and hospitals
Promote donations by Clubs to Medic Alert
Promote Message in a Wallet
2.4.4 Speech and Hearing
As people get older their ability to hear diminishes. This is a gradual process so many are unaware that it is happening until it is too late and the sufferer has to adapt their way of life. Modern technology has made deaf aids virtually invisible so hearing impairment has become ‘invisible’. Deaf Aware Training Sessions need to be addressed in 105M in order that the awareness of hearing disabilities within our communities can be raised.
The District Speech and Hearing Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Identify and train at least one Lion within the District in Deaf Awareness
• Organise and run a District Deaf Awareness workshop
• Agree and circulate to Clubs in the District a week within which to hold a Districtwide Deaf Awareness Activities
• Promote Deaf Awareness and programmes such as speech aid, door handles, recycling of hearing aids, “I see what you’re saying” badges, Hearing Dogs for the Deaf, and Music for the Deaf at Zone meetings
• Review and refine objectives at end of year and increase number of promotional events and Clubs participating by at least 20% in next 4 consecutive years
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2.4.5 Physical and Learning Difficulties
At a Multiple District level, the main involvement has been with Special Olympics GB. There are 1.2 million people with special needs in the UK, mostly misunderstood or subjected to bullying and antisocial behaviour. Most of this is due to general ignorance and a fear of the unknown or the unusual.
Clearly, the District’s continued involvement with the Midland’s Disability Games, the MDs involvement with the Special Olympics and the future Project Unify makes this office relevant to both the Youth Committee and Health Committee portfolios.
MD ‘Project Unify’ aims to:
Break down barriers and clear confusion with Lions spearheading this project through contacts with all schools in their area
Educate all children about the needs and aspirations of each other
Persuade able-bodied children to become mentors to the less able
Provide opportunities through Young Leaders in Service Award Scheme
Potential future recruits for Leos and Lions Clubs
The District Physical and Learning Difficulties Officer, in conjunction with their committee, will develop a rolling programme of actions:
Ensure that provision is made at all event venues for people with disabilities and special needs, and is clearly shown on all pre-publicity materials
Liaise with Clubs, Zones and Regions to provide suitable social and/or sports events to include people with disabilities and special needs
Share examples of best practice across 105M
2.4.6 Environment In past years the District Environment Officer has focussed on Lions activities relating to improving the environment locally. This has included litter picking, planting trees and bulbs and
clearing derelict sites. The Tree Planting Project will continue as an international project until 2022. The District Environment Officer, in conjunction with their committee, will develop a rolling programme of actions:
Circulate to Clubs environmental dates in the year, such as WWF Earth day and Climate week.
• Promote and encourage Clubs to undertake at least one environmental project within their communities each year, particularly to coincide with an
environmental date
• Promote and encourage Clubs to take a ‘greener’ approach to running their Clubs and lives e.g. recycling clothes for the homeless, paper and sharing lifts
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2.5 Youth Committee
Currently the Youth Committee comprises seven portfolios: • Young Ambassadors
• Youth Exchange
• Young Leaders in Service
• Music Competition
• Life Skills
• Leo Clubs
• Peace Poster
All youth programmes are valuable for providing opportunities for youth development through involvement in community service projects which potentially prepare young people for the future, regardless of background or personal circumstances.
2.5.1 Young Leaders in Service
Lions Young Leaders in Service is an internationally-recognised award scheme aimed at recognising, encouraging and rewarding young people for their service within the community. The long term aim is to constantly increase the number of young people
benefitting from the Award Scheme.
The District YLiS Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Encourage all Lions to identify and recruit candidates by liaising with youth groups such as schools, youth clubs, uniformed organisations, and individuals
• Advise on publicity materials, deliver presentations and attend award ceremonies
• Encourage candidates to continue their community involvement long term, possibly through the formation of Leo Clubs or by assisting, or even joining, their local Lions Clubs
• Monitor and review progress
2.5.2 Adopt a Youth Club
Local youth groups often need the support of funding and volunteers. Our members can offer
advice on fund-raising and community service. It also allows us to promote all Lions Youth
programmes and the positive impact young people can make in their local community.
The Youth Committee should give serious consideration to giving this scheme its full support.
This could lead to significantly increased numbers participating in their portfolios, growth of new
Leos Clubs and a wider awareness of Lions activities which could in turn bring in new adult
members.
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2.5.3 Young Ambassadors of the 21st Century
Lions Young Ambassador Competition is potentially an excellent way of acknowledging the work that many young people carry out in the community. It gives them the opportunity to develop their communication skills by showcasing personal projects that have an impact on their community. Regrettably it still has not fulfilled its potential. The aim must be to constantly increase the number of candidates from a variety of areas across the District and publicise it more widely. The District Young Ambassador Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Promote the Competition to Clubs via Zone meetings, with the aim to achieve at least one contestant from each Zone by 2017
Advise and work with each Zone to help find and develop candidates from a variety of
backgrounds
Encourage Clubs to support candidates in sustaining their community service, possibly by assisting, or even joining, Lions
• Monitor and review progress
2.5.4 Music Competition
The Music Competition allows successful young people to compete against the best in Europe. The standard required is set at a very high level of competence and the instrument varies from year to year. This has resulted in an event exclusively for high achievers that is not attractive to many young musicians who do not perform at the top level. Surely we should also be encouraging musicians of all standards to progress and this could be achieved by creating a second and even a third tier of competitions e.g. those who have reached Grades 5-7 and 3-4. The long term aim is to increase numbers taking part, as well as showcasing the range of talent across our District and the inclusivity of Lions. We are not just here to praise the high fliers but to engage with all young people. Furthermore we could develop a Lions Music Festival encompassing our own classical competition entrants, vocalists and alternative styles of music such as jazz, rock, folk etc.
The District Officer, in conjunction with their committee, will develop a rolling programme of actions:
• With the assistance of the Clubs, contact and promote the competition to pre-identified colleges and institutions allowing plenty of time for contestants to be nominated
• Promote the Music competition and Music Festival to Clubs through Zone meetings with the aim to achieve participants from each Zone in the District
• Monitor and review the success of broadening the skill range and variety of contestants
• Evaluate the benefit of the Music Festival
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2.5.5 Life Skills
Lions Life Skills is owned by the Multiple District and is being run as a successful commercial enterprise whilst achieving our goals of service to the community. Recent materials such as “Life Changes” which cover bereavement as well as family changes have been very well received by schools. The long term aim is to build on this over the forthcoming years and increase the number of schools participating. The District Life Skills Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Promote Lions Life Skills programmes in each Zone encouraging Clubs to sponsor programmes in their local schools
• Encourage Clubs to build on their relationships with local schools to
promote other programmes such as Peace Poster
• Monitor and review progress quarterly
2.5.6 Leo Clubs
Successful Leo Clubs are the life blood for the future of Lions Clubs. In the past there were
several Leo Clubs in District 105M but these numbers have dwindled. The long term aim is to reverse this trend by addressing it through a cohesive effort.
The District Leos Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Representatives from Lions Clubs currently working with young people and members of GMT and GLT committees should meet to plan Leo development throughout the District
• Build on a growing interest in promoting school-based “Alpha” Leo Clubs
• Harness the enthusiasm of successful Young Leaders in Service and former Young Ambassador candidates to introduce campus/holiday/internet Clubs or community-based “Omega” Leo Clubs
• Target: Year 1 increase by at least one Leo Club per Region and Year 2 by at least
one per Zone
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2.5.7 Peace Poster
The Peace Poster Competition is an opportunity to encourage the young people in local communities to consider the importance of world peace, tolerance and international understanding. The long term aim is to increase participation and understanding of global issues by a wider audience.
The District Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Promote the Peace Poster competition to Clubs through Zone meetings with the aim to achieve more entrants from each Zone in the District
Encourage entries from schools and youth groups such as youth clubs, uniformed organisations and individuals
Raise the profile of the District competition by having all entries displayed and professionally judged at an appropriate venue to give it value while recognising the effort put in by young people
Ensure that all entries are recognised, not just the winner, by having local displays and/or posting on social media
• Monitor and review progress of the number of entries in the build up to judging
**In the interest of inclusivity as referred to in suggested alterations to the Music Competition the Committee should give serious consideration to promoting other arts related events on a variety of topics.
2.6 International Committee
Currently the International committee comprises four portfolios: • Lions Clubs International Foundation (LCIF)
• North Sea Lions
• Water Project and Railway Children
• International Relations
Some International activities are supported by financial donations that are requested from Clubs through the District Officers Recommendation List as agreed by the Finance & Administration Committee.
Clubs decide their own level of charitable donations and this has met with mixed responses. Some Clubs are questioning whether the District List should exist so it is recommended that the list should include a brief explanation of precisely what the donation will be used for before they decide.
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2.6.1 LCIF
District 105M has a good history of supporting LCIF designated programmes such as Campaign Sight First 1 and 2 and disasters such Haiti, Philippines, Nepal and Ebola. Clubs also see LCIF as a means to meet their contribution towards International activities through undesignated activities. Clubs are generally unaware of the other activities promoted by LCIF and how they can become involved in those activities.
The District LCIF Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Promote LCIF and undesignated donations to Clubs through Zone meetings
• Promote the award of Melvin Jones Fellowships to worthy recipients, particularly
non Lions carrying out exceptional service within the community
• Promote donations to designated/disaster appeals directly to Clubs as they arise, with a clear explanation of how the money will be used
• Review and revise objectives when appropriate
2.6.2 North Sea Lions (NSL)
North Sea Lions, initiated by PDG John Court in 1979, has been set up as an alliance between some of the Districts in the UK, Netherlands, Germany and Denmark. Its fundamental aim to raise money to help the less fortunate in the Third World are upheld, however in recent years the other aim to enjoy fun and fellowship has dwindled. Getting Clubs in District 105M to
support NSL financially used not to be a problem as 105M Lions felt that NSL was their project and had a long affinity to it, however diminishing membership and participation has decreased Clubs’ contributions towards International projects. The District NSL Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Gauge the views of District Lions on the resumption and format of NSL social trips and the numbers that would participate by visiting all Zones
• Promote each NSL Project to all Clubs through Zone Meetings and Club visits
2.6.3 Water Projects and Railway Children The Lions relationship with WaterAid has been long and fruitful in serving communities and meeting humanitarian needs. District 105M supports its own water projects in places such as Niger and Nepal through a designated officer who has 3 main roles:
To seek out projects to be discussed at committee for Cabinet to ratify
To encourage Clubs to assist with funding
To constantly provide updates on progress The same officer is also responsible for the work with Railway Children, as recommended by the Multiple District, to fulfil the Lions promise to safeguard the rights of children in the world.
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2.6.4 International Relations
Developing International relationships by twinning with other Clubs has been a long tradition within Lions Clubs International. However, as with the social side of NSL, twinning and twin visits have declined significantly in recent years as many Clubs have declined in numbers and Lions have got older. This has resulted in a loss of fellowship and friendship and for the foreseeable future is unlikely to change. The District International Relations Officer, in conjunction with their committee, will develop a rolling programme of actions:
• Gauge the views and numbers of District Lions on twinning and twin visits by visiting all Zones
• Promote and facilitate twinning activities through Zone Meetings and visits to individual Clubs
• Encourage Clubs to speak to twinning associations that already exist where members live • Encourage Clubs to support local schools and youth organisations that are involved in
twinning projects • Encourage Clubs to support individuals who are involved in international humanitarian
projects
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3 Membership
3.1 Introduction – Current Status
Membership within District 105M has, for a long time, been a source of concern through dwindling numbers. The District is currently in transition, not meeting the minimum requirements of 1,250 members, although there are 55 Clubs at Jan 2015. The total membership of 1,016 is identical to that of 2014 and raises hope that Clubs have come to
recognise the need to recruit new members, however recruitment presently, at best, balances those that leave.
3.2 Future Goals and Plans
Membership and Retention is a key priority in the MD Vision (see Appendix 1) and steps will be taken in District 105M to invest in New Member Recruitment, New Club Formation and the “Keep 1” Membership Satisfaction Programme. This will include additional financial support and guidance through GMT/GLT and Club Guiding Lions. Region Chairs and Zone Chairs will be
an important element of the Membership Team alongside the District Governor’s Team.
105M Membership Goals 2015/16
July-Sept
Oct-Dec
Jan-Mar
Apr-June
Annual Goals
New Clubs
0
1
0
0
1
Charter Members
0
25
0
0
25
Dropped Members
12
20
20
20
72
New members in existing Clubs (ex. Ch. Membs.)
20
30
25
25
100*
Net Member growth
8
35
5
5
53
*includes 5 ‘Join Together’ branch clubs District Membership Plan 2015/16 Region and Zone Chairs will be an important element of the Membership team for the next 12 months as we begin to implement this concerted effort to increase membership levels in order that we can continue to improve our quality of service and invest in our future.
Following the District Convention in March the Finance & Administration team recommended
agreement to the following plan, which was approved at the District Cabinet meeting in May.
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The Plan
DG Target to grow by 53 New Club 25 Drop -72 Add 100 (includes 5 Join together branch clubs) Net Growth 53
Weakest Clubs to be agreed with Zone and Region Chairs by 31st July
Certified Guiding Lions for 15 weakest Clubs by 30th October (22 identified)
Zone Chairs to put retention and membership satisfaction as highest priority
Every Club to have a Membership Officer, name to GMT and enter details on MyLCI
GMT/GLT to issue survey October 2015 to measure membership activity
GMT to confirm by end December 2015 Membership Satisfaction Survey completed
Mentoring Guide, Club Health Programme and Membership Guide to every Club by 30th October
Empower Zone Chairs with budget for membership activity -Total £4,500 A £1,000 B £ 250 C £ 250 D £ 500 E £ 500 F £ 500 G £ 500 H £ 500 I £ 500
We have to raise awareness of Lions and give confidence to members to talk about Lions. GLT and PR need to support
- Training on Radio interviewing one session per Zone at least one per club
- Every Club to be challenged to get on the Radio in October: – Lions Awareness Week and World Sight Day
- Every Club sends one member to a series of Just Ask workshops - Face to Face selling with confidence
Raise profile. PR to organise
- Every MP elected in 105M gets letter with ‘Lions in the Community’ (£100)
- Every mayor appointed to receive a letter with ‘Lions in the Community’, better still get a visit and photo opportunity
- Every Club has to give a list of 25 contacts to whom they are sending quarterly Newsletter
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Three new Clubs to be targeted - one in each Region Region 1
- Start with Wolverhampton. Need to raise profile. Cannot build on existing Clubs - PR will hopefully have a knock on effect for existing Clubs - Use New Club Development programme framework
Budget £3,000 - Press, Posters, Bus, Trains, Schools Healthy Eating Programme - Target is 200,000 people. Why not as many members as Solihull?
Region 2 Location has to be identified by Region. Target has to be challenged Budget £500
Region 3 Location has to be identified by Region. Target has to be challenged Budget £500
GLT/GMT with DG team meeting every month on-line. All details of Club visit information needs to be circulated to GMT/GLT
The Process
GMT Coordinator to meet with each Region Chair and their three Zone Chairs to discuss in detail Club by Club issues and planning (including how to control budget spend) required for 2015/2016
Each Region Chair to propose possible dates for these meetings to take place (please avoid 2nd Monday of month). All of these meetings must be completed by the August Cabinet Meeting
Quarterly meeting dates will then be agreed (possibly video meetings if most convenient)
DG to propose dates for monthly review with GLT/GMT via video conferences
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3.3 The Lions Clubs International Centenary
Introduction and Targets On Wednesday 7th June 2017 Lions Clubs throughout the world will be celebrating the 100th birthday of Lions Clubs International. To mark the occasion celebrations will run from the start of the 2016-17 Lions year until the end of the calendar year 2017. The specially designed logo can be downloaded from Lions100.org website along with other resources and information, as well as the Centennial slogan “Where there’s a need there’s a Lion”. Target 1: all Lions Clubs to ensure the logo and slogan appear on all publicity, handouts, letters, programmes etc. and in a prominent position within their city, town or village. Target 2: all Clubs to participate in at least some of the events being held across the District and to enlist the aid of other non-Lions such as local dignitaries, councillors, MPs, celebrities, as well as family, friends and neighbours. Target 3: members to convince our communities that “Where there’s a need there’s a Lion” who enjoys “Fun and Fellowship” while helping others – we’re not just can shakers! Target 4: to get as much TV, radio and press publicity as possible
Four Aspects
Publicity Service Celebration Recruitment Press packs Concert for Blind/OAPs Plant bulbs/trees Be a Lion for a day Facts and figures Spectacle collections District Dinner Form a Leo Club TV/radio/local paper MIAB Youth Rally Ditto Branch Club Local celebrities Diabetes Screening Carnival floats Join Together Prog Community MJFs YLiS Beer festival “Ask 1” event
Remember! Service + Celebration = material for Publicity
Service + Publicity = opportunities for Recruitment Service + Recruitment = Celebration + Publicity
This opportunity will not come around for another 100 years.
The Centennial Service Challenge has started already – have you?
(See Appendix 2)
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4 Leadership
4.1 Introduction – Current Status
The needs and the interaction between the Global Leadership Team (GLT) and other parts of the organisation are represented in the diagrams on pages 27 & 28.
4.2 Long Range Plan
This plan for leadership concentrates on the formation of a District training team, the expansion of the training portfolio and the delivery of training.
4.2.1 Foundation Work – Year 1 (2014-2015)
• Continue to align the District with the Lions Clubs International structure for GMT and GLT • Fill the new role of District Development Officer • Identify and select members of the training team • Prioritise training and leadership needs including Certified Guiding Lions (CGL) Training • Outline required training and leadership events to meet needs and produce plans for
production of training content • Preparation and delivery of new Spring Training events for District and Club Officers
4.2.2 Preparation – Year 2 (2015–2016)
• Review Spring Training and consider feasibility of a Spring Forum training event • Conduct review with training officers of existing material and revise as appropriate • Develop new material as required to meet needs • Commence reduced schedule of training and leadership events to meet priority
needs
4.2.3 Delivery – Year 3 through Year 5 (2016–2019)
• Regularly review successes of training delivered and revise material to address any weaknesses
• Deliver full schedule of training events • Revise schedule to meet changing needs
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Future Governors
Senior Leadership Training
Organisational skills
Management skills
Communication skills
NEED INTERACTION GLT OUTPUT
What Need Action
Future Governors Define requirements of Governor
Define/identify:
• Who – which Lions
Liaise and agree • What – necessary training
• How – programme
• When – timescale
Advisory Committee
Past District Governors
Senior District Lions
NEED INTERACTION GLT OUTPUT
What Need (GMT) Request GLT Support
Retention / Growth
Vulnerable club or branch
New clubs Define/identify:
• Clubs Liaise and agree
• Priority
• Location in District
Action Assess requirements
Define/identify:
• Who – which Lions
• What – necessary training
• How – programme
• When - timescale
Trained Lion(s) to support Club(s)
MIC
Guiding Lion
Club Excellence
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NEED INTERACTION GLT OUTPUT
What Need (Governors Team) Request GLT support Cabinet Officers
• Region Chairman
• Zone Chairman
• Committee Chairman • Specialist Officers Liaise and agree
NEED INTERACTION GLT OUTPUT
What Need (Clubs)
Club Officers
• President
• Secretary
• Treasurer
• Committee Chairman
• Service
• Fund Raising
• Membership
• PR
Action
Assess requirements
Define/identify:
• Who – which Lions
• What – necessary training
• How – programme
• When - timescale
Trained District Officers
Officer Training
Specialisation Training
Planning skills
Presentation skills
Action
Assess requirements
Define/identify:
• Who – which Lions
• What – necessary training
• How – programme
• When - timescale
Trained Club Officers
Officer Training
Planning skills
Meeting skills
Presentation skills
Administrative skills Accounting skills
Advisory Group Region Chairman
Zone Chairman
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5 Governors Team
Currently in 105M, the three Governors meet on a regular basis to discuss District, Multiple District and International issues that have a bearing on District 105M and to agree management decisions. This works well, particularly with the use of online meetings so that the whole team can be involved even when working away from a meeting place. At the beginning of the Lions year the Governor’s team meets to agree the visits for the year. There are a number of models that can be followed. Within our District, based on previous experience, we have tailored our system to satisfy the needs of the District. This allows each current Governor the opportunity to visit each Club in the District during his/her term of office. In addition, the District Governor should make every effort to prioritise Charter invitations to allow him/her to visit each Club during the year socially, if not at a business meeting. This should ensure that Clubs do not feel ‘snubbed’ by having a visit by a Vice District Governor rather than the District Governor in any given year.
Recent feedback by Clubs has been positive. Members believe it not only reduces the burden on the District G o v e r n o r but actively encourages Lions who might otherwise be discouraged by the amount of work required to put themselves forward as candidates for the position of Governor. At the end of each year, the Governor’s team will review the process and acceptance of the visit procedure by District Clubs in order for the following year’s DG Team to set out its strategy from an informed position. Ideally the 1st and 2nd Vice District Governors will continue to have the support of the members and move upwards having gained significant experience and training during their previous years on the team. The incoming 2nd Vice District Governor will start the same path and bring fresh input to the team.
6 Communication and Public Relations
6.1 Introduction
Lions have been accused of being the “world’s best kept secret”. It is time for us to throw off that mantle by taking every opportunity to promote our work locally and worldwide as a voluntary service organisation of the highest quality. At a time of falling membership we need to examine in some depth the reasons for this and work together to reverse the trend.
The following objectives are proposed by the Chair of Communications for the PR & Communications team and are arranged under headings reflecting the roles within the team
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2015-16
PR Promote PR Toolkit at Zone meetings and with individual clubs on request. Attend
meeting with MDO and then aim to attend a zone meeting in each zone during the year
Encourage and provide guidance on use of MD community report
Work with GLT on provision of radio interview training
Work to produce District community report at year end
Review club social media presence. Aim for 50% club social media presence by year end
Webmistress Update district website to be public facing with a separate members’ area
Review club websites and provide guidance on keeping them up to date
Continue increasing membership of mailing list (already 70% of district). Stricter enforcement of notice format for events
Midland News Continue to develop dual channel (Blog and PDF) Midland News. Weekly “parish notices”
to supplement mailing list
Competitions Review competitions for relevance and participation
Almoner Re-publicise work of Almoner to ensure best coverage
Service Work with MDO PR team on ideas and resources web site. Encourage clubs to participate
Work with Centennial Officers to promote Service Challenge
2016-17 and beyond
PR Focus on clubs with weak PR
Aim for 100% social media presence by start 2017
Web Review and update website
Increase mailing list coverage by 5% year on year
Midland News Review effectiveness of Midland News
Competitions Consider public facing competition(s) such as “adult service awards”
Service Promote Centenary Service Challenge to ensure District exceeds MD targets (Appendix 2)
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7 District Cabinet Structure This section sets out some general principles to be applied when a Cabinet is formed. It is recognised that the District Governor has the final decision on the composition and organisation of his or her Cabinet but this plan provides some guidelines.
7.1 Existing Structure
The Cabinet consists of three parts: Administration, Service Committees. and Region and Zone Chairs.
Administration Officers and Committees
District Governor
1st and 2nd Vice District Governors
Immediate Past District Governor
PDG Liaison Officer
District Secretary
District Treasurer & Assistant Treasurer
Sergeant at Arms
Events Officer/Lion Tamer
Insurance Officer
Health and Safety Officer
Convention Host Chairman
Centennial Officer
Clerk to the Trustees
PR Officer
Webmaster/I.T. Coordinator
Midland News Editor/’Lion’ Liaison
Almoner
DG’s Newsletter & Travels (optional)
Service and Projects Officer
Communications Chairman
Competitions
Global Membership Team Coordinator
Global Membership Team Liaison Officer
Global Membership Team Registrar
Global Leadership Team Coordinator
Development Officer
Constitution and Nominations Officer
Vulnerable Persons Officer
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These posts are divided into committees as follows:-
Finance and Administration:- 1st VDG (Chair), 2nd VDG, IPDG, District Secretary, District Treasurer, Assistant Treasurer, Sergeant-at-Arms, Events Officer, Insurance Officer, Health and Safety Officer, Convention Host Chairman, Constitution and Nominations Officer, Vulnerable Persons Officer, Centennial Officer and Clerk to the Trustees
Long Range Planning: - 2nd VDG (Chair), 1st VDG, IPDG, District Secretary, Almoner, Development
Officer + others as invited by Chair
Communications: - Chairman Communications, PR Officer, Webmaster/IT Coordinator,
Midland News, Almoner and Competitions, Service and Projects Officer
Global Membership Team: - GMT Coordinator, GMT Liaison Officer, GMT Registrar, IPDG, 1st and
2nd VDGs, 3 Region Chairmen + 3 New Club Development Officers
Global Leadership Team: - GLT Coordinator, Development Officer, 1st and 2nd VDGs, 3 Region
Chairmen + 4 District Trainers
Service Committees
Health and Environment Committee:-
Health and Environment Chairman
Sight and LEHP
Diabetes
Message in a Bottle and Medic Alert
Speech and Hearing
Physical and Learning Difficulties/Special Olympics
Environment
International Committee:-
International Chairman
LCIF
Water Projects and Street Children
International Relations
North Sea Lions
Youth Committee:-
Youth Chairman
Young Leaders in Service
Young Ambassador
Life Skills
Leo Coordinator
Youth Exchange
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Region and Zone Chairs There are currently three Regions each with three Zones. The Region and Zone Chairs form the link between Cabinet and Clubs and have the following key responsibilities:-
• Provide the District Governor with information on the health of Clubs within their Zones • Provide a valuable link and support to GMT and GLT on training and development required
by Clubs • Organise Zone Meetings where Clubs meet socially, share ideas and develop joint Zone
projects • District Officers visit from time to time to pass on information or promote their portfolios
7.2 Cabinet Meetings There are four Cabinet meetings each year (August, November, February and May). Cabinet Officers are required:
To submit a written report to the District Secretary for circulation to all Officers at least one week before the Cabinet meeting
To attend the meetings although consideration is being given to different ways of non-committee Chairs having a lighter commitment
To invite other Lions who may be interested in a Leadership/Cabinet role
7.3 Aims and Objectives When deciding on the structure and composition of District Cabinet the District Governor should be aiming to:-
Ensure that the management of the District is efficient and effective
Ensure that all service portfolios are covered
Ensure that the structure is flexible to cope with new or amended initiatives
Blend new blood and experienced Officers to introduce fresh ideas
Maintain continuity from one year to the next by planned succession of posts
Provide an even spread of Officers from across the District within Cabinet and Committees to make them more accessible to all Clubs and reduce travel expenses
7.4 Committees 7.4.1 Collective responsibility
Although all the committees are made up of Officers with specific portfolios or specialisms, the committee as a whole should take collective responsibility for all of the portfolios contained within it and band together when it has a “busy” period. The DG could also consider adding committee members without portfolio.
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7.4.2 Succession
Officers should consider “How long do I want to hold this post and who will take over from me?” and begin training their successor. This is particularly true of committee chairs who tend to hold their positions for at least three years. While it is ultimately the DG’s responsibility to form a Cabinet he or she should be able to give early notice to Officers of changes he or she will make. This allows for proper planning and handovers so that each committee should be able to move seamlessly from one year to the next.
7.4.3 Meetings It is normal for committees to meet at least as many times as there are Cabinet meetings and for these meetings to be timed to coincide with Cabinet meetings. To reduce travel and time constraints these could occasionally take place online at a mutually convenient time.
7.5 Reporting
All Cabinet Officers are currently required to submit a written report 2-3 weeks before the Cabinet meets. These reports are circulated to all Officers 1-2 weeks before the meeting. At the meeting reporting should be limited to updates arising since the submission of the original report including decisions required from Cabinet. Committee members report to their Chair who then collates a single report on behalf of the committee. Certain Officers still report separately but the reports to Cabinet are from:
District Governor 1st and 2nd VDGs District Secretary District Treasurer Sergeant at Arms Finance and Admin
Communications Centennial GMT GLT
Long Range Planning Health Youth International Region Chairs Zone Chairs
7.6 Positions we must have There are certain Cabinet posts that have to exist because they are required by Oak Brook or by other organisations such as North Sea Lions. These are as follows: District Governor and two Vice Governors (The DG team) LCIF Officer
Global Membership Team Coordinator District Secretary Global Leadership Team Coordinator District Treasurer North Sea Lions Officer Region & Zone Chairs
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There are other administrative roles that need to be performed but there may be opportunities for
these to be combined into single posts
Events – Responsible for organising venues etc. for Convention, Forums and Cabinet meetings
Sergeant-at-Arms – Master of Ceremonies at Convention, Forum and Cabinet
Insurance Advisor
Health and Safety Advisor
Legal Advisor including Vulnerable Persons legislation
Convention Chairman – chairs the committee that organises District convention
Constitution and procedures
Almoner – looks after welfare of members providing support from the District when members die or are ill and congratulations for special life events
Public Relations Officer – Publicity for District wide events, assistance to Clubs in improving their PR
I.T. Coordinator – Advice to Clubs on better use of I.T.
Webmaster – Maintains the District website
Midland News Editor – Publication of news about Club and District activities
DG’s Newsletter – Putting together a DG’s monthly newsletter
Competitions – Running the various District competitions In addition to these there are roles within Membership and Leadership that need to be covered
but which may not need to report directly to Cabinet.
For Membership the team needs to provide support to Clubs in recruiting and retaining members
as well as looking for opportunities to build new Clubs. These activities probably need a team of at
least six people plus the Chair but the report to Cabinet and Convention could be provided by just
the Chair.
For Leadership the team needs to provide training to Lions to prepare them for roles at Club and
District level, as well as providing general leadership training and helping the DG team to
identify potential future leaders within the District. Again a team of Training Officers is required
but reports to Cabinet and Convention could be made by the Chair.
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8 Future Considerations
Service, Membership and PR must remain as key focal points for the District for the foreseeable future if membership is to grow and bring the increase in numbers required for us to remain as a District in our own right. The Governors Team must “lead from the front” by supporting all Clubs, Zones and Regions, and Regions and Zone Chairs need to liaise closely with GMT/GLT. This will require additional training and funding so close co-operation with the Finance and Administration committee will be necessary.
8.1 Region and Zone Chairs
• Training and regular support for Region and Zone Chairs is essential. GMT/GLT must keep pace with changes in their roles, such as budget holders for funds identified to increase membership
• Increased emphasis on the need for at least two Region and Zone Chairs Review Meetings during the year in order to measure progress, discuss issues arising from Clubs, gain views from other Chairs and share experiences
• Attend pre-Cabinet meetings with the District Governor for two-way discussions about District Club and committee issues in a confidential environment
Currently, Regions and Zones and the Clubs therein are working effectively within the District, therefore there appears no reason to change things at present. However the role of Region Chair has been questioned and may need to be defined, particularly as supporters of Zone Chairs, GMT, etc. when a different perspective is required. Ongoing monitoring and training is essential.
8.2 Finance and Administration Committee
One of the principle aims of the Finance and Administration Committee is to sustain LCI’s position as the global leader in community and humanitarian service at the lowest cost to
Lions and their families. Over recent years the District has been managed financially so as not to require any significant increases in its membership dues.
One way this has been achieved for example has been by a signification reduction in administrative costs by embracing modern technology in the form of e-mail, online meetings,
social media, etc.
The Finance and Administration Committee have been asked to formulate and implement a long range financial plan which can be sufficiently flexible to allow regular updates in accordance with
specific District requirements.
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8.3 Long Term Financial Planning Background The banking arrangements of the District were reviewed during the year 2013/14 by the LRP and F & A committees in consultation with the trustees to the charitable trust accounts. It was established that there appeared to be no definitive policy for investment of District funds, with all District funds being held in current accounts and not on deposit, and that at 2013/14 there was no inventory of District Capital Assets for the purposes of valuation, depreciation or replacement. A policy of prudent and ethical investment was agreed with the opening of deposit facilities with the existing bankers. It is recognised that, because of historically low interest rates, this has meant very little would have been earned from a deposit facility and that the District has enjoyed effective free banking; however, the interest rate position is likely to change in future years, and free current account banking could cease to be offered.
The District Budget Each year the Finance & Administration Committee of District 105M produces a balanced budget to take account of projected income from members’ subscriptions and other known sources. It is anticipated that in future some income may arise as a result of the investment strategy described above. That known income is balanced against known and projected expenditure for the year in question. That projected budget is referred to the District Convention for approval and adoption for the coming year.
Asset Replacement and District Equipment Inventory In recent years a substantial funding surplus over and above projected day to day expenditure had arisen, but no specific review has been undertaken of likely expenditure in the medium term on the replacement of District Assets. An inventory has been compiled in 2015 to identify the location, age, condition and useful remaining life of District Assets such as TVs, projectors, screens, banners, tents and other items. A provision can now be made in the draft District budget for the foreseeable replacement of such items. It has been noted with concern by the LRP committee as a result of the inventory exercise that there has been very little control or tracking of where and by whom equipment is held. It is intended that in future replacement costs can be more accurately predicted as a result of the 2015 inventory.
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Specific Allocation of Funds within the District Accounts The issue of the multiplicity of informal specific reserve allocations of funds held within the District bank account was also addressed during 2013/14. It was agreed by the LRP and F & A committees and by the charitable trustees that matters need to be as transparent as possible and all informal reserves of funds held within the District bank accounts required to be identified, considered and either consolidated into clearly defined specific reserves or released as no longer appropriate. There have also been identified certain residual amounts from appeal collections in earlier years which have not been expended but have been carried forwards within the District accounts and subject to restrictive future usage. It was agreed between the LRP and F & A committees to approach the trustees of the charitable accounts and also the full Cabinet to obtain permission to reallocate restricted funds into a humanitarian assistance fund within the District accounts so as to make full and transparent use of all available monies.
Actions Year 1: 2013/14
Produce transparent and agreed District budget for 2014/15
Establish an investment strategy
Undertake an inventory of assets
Identify all allocations of funds held for restricted purposes
Obtain permission to consolidate restricted fund allocations
Include a prudent provision for asset replacement in District budget for 2014/15 Year 2: 2014/15
Produce transparent and agreed District budget for 2015/16
Complete inventory of assets and review replacement requirement
Review District expenditure on meetings and travel, and consider alternative formats and their cost implications
Encourage engagement from Clubs in budgeting process Year 3: 2015/16
Produce transparent and agreed District budget for 2016/17
After due consideration F & A to resolve our position on electronic banking
Ensure that all Clubs are informed and, where required, receive training on the implications of changes to the Charities Act
Ensure that adequate provision is made for Centennial celebration events across the District by supplementing funds made available by local Clubs or organisations
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APPENDIX 1
COUNCIL OF GOVERNORS ELECT FOR 2015/16:
A Vision for 2015/16, and beyond......
MD Leadership Vision:
• To have a One Year Strategic Plan that determines the direction of the Lions
organisation in 2015/16. Districts can then take a lead from the Strategic
Plan.
• To have a Five Year Long Term Vision that determines the future direction of
the Lions organisation in MD105, and to reflect the social, cultural and
technological changes in society. The Vision will be used as a basis for future
One Year Plans.
Action
• Develop One Year Plan for 2015/16, based upon ideas generated by
incoming (2015-2016) DGs. To be completed by March 30th 2015
• DGE`s to include Key elements of MD One Year Plan for 2015/16 in their
District Plans for 2015/16. To be completed by April 30 2015.
• Incoming Council to work with new CoC and CS/CT to start to
implement the One Year Plan at MD level, to be completed by April 30,
2015
• Review the role of the CoC so that the job description reflects the direction
of MD 105, with particular reference to a role in promoting Lions to an
external audience. To be in place by May 30 2015.
• Five Year Vision Group to be set up comprising Lions from across the
Organisation who have the necessary skills and expertise, to be in place by
30 December 2015.
• Leaders who possess new ideas, thinking, change awareness and the
willingness to implement the Five Year Vision need to be identified and
developed both at MD and District level. To be identified by 30 December
2015
• Work with MD Leadership Co-ordinator to implement identification of
future Leaders plan. Linked to Five Year Vision by March 2016
• Work with CAC/GLT Co-ordinator to rigorously evaluate the training that
has been given to past District Governors and other leaders to see what
benefit has been achieved and then consider what further training and
development is needed to help implement the One year Plan and the Five
Year Vision. Ongoing throughout 2015/16.
• Evaluate DG Training programme. Recommend all 2VDG`s to have ALLI
training. Action: CoG
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MD Communications and PR Vision:
• Multiple District 105 to continue to evaluate its communications to clubs
and members using existing and new methods and tools.
• Public Relations will be recognised as an effective and essential activity
for promoting Lions, to share success internally and externally.
Current Position:
• Most members have little or no concept of what MD or Lions International
are or do. Their focus is: Club, maybe Zone then possibly District!
Therefore, we need to stop bombarding clubs with information from MD or
LCI which is rarely read by the ordinary member.
• Despite the recently introduced excellent new MD PR and marketing
programme Lions remains a “secret” in many areas. A large part of this is
down to clubs who, often, are slow to see the value of promoting what they
do.
Action:
• By 31st December 2015 review the recently submitted PR and marketing plan to
verify its effectiveness. Revise as appropriate.
• Promote the message that PR is a “must have” not an option.
• Improve communication to members, primarily through Districts and zones so that
important information is provided in an attractive way, using all communications
tools, and so that members buy in to a long term programme to promote Lions –
Nationally, Regionally and Locally.
• Make communications with Clubs lively and informative and in a form which can be
easily used as a base for locally adapted promotional material.
• Encourage all clubs to have up to date websites and social media pages (e.g.
Facebook)
• Use low cost, simple ways of promoting Lions: for example, every member should
wear a pin at every opportunity…and every member should have a Lions sticker on
his/her car!
• Consider increasing our external profile, working more with the national media,
involving our Patron and CoC more and seeking sponsorship acquisition.
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MD Membership Vision:
• Membership and Retention is a key priority and MD105 will work on New
Member Recruitment and New Club formation and the “Keep 1” membership
satisfaction programme.
Current position:
• 10 of 13 Districts are either in transition or very near to it with many clubs who are
very set in their ways and serving their communities to the best of their ability but
with an ageing membership, finding it difficult to recruit new members.
Suggested Solution:
• By 31st October 2015 MD and District Officers to carry out a survey of all Districts
and pinpoint areas not covered by existing clubs, also in areas where small clubs are
operating in larger communities where service is limited due to age restraints. These
are areas where new clubs would give a long term benefit to those communities. The
membership of Lions does not currently represent the diversity of the general
population.
• To carry out this initiative it is necessary to train the Region and Zone chairmen to
investigate the potential areas, discuss ideas with the GMT coordinator and their
clubs, and find a key person in the area to get the ball rolling.
• By 31st October 2015 each District to prepare a Long Range Membership Extension
Plan, using as appropriate the membership tools and programmes made available
through the MD GMT Co-ordinator, and share with DG teams and GMT MD Co-
ordinator.
• Communicate with to other organisations like U3A, Duke of Edinburgh's Award
Scheme, the Scouting Association and JCI UK to form partnerships with them with
the aim of mutual support and increasing our membership.
• The District GMT and clubs should be encouraged to:
a) Assess the needs of their communities and the service commitment required.
b) Analyse the clubs and ascertain their capabilities with existing and projected
membership levels over a five year period
c) District GMT coordinators should think outside the box and look at the bigger
picture
Conclusion:
We are fast becoming an ageing organisation in danger of collapsing unless we act now to
protect the service to our communities. The formation of new clubs will quickly increase
our viability and most importantly, give our communities the security and service which
they have enjoyed in the past and hopefully continue for the long term future.
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MD LCIF and International Vision:
• Clubs in the Multiple District should be encouraged to increase donations to
LCIF and to MD International Projects.
• These donations help Lions expand their outreach and increase their impact
within their local and global communities to serve even more people in need
around the world.
The Foundation provides support in four areas of service:
• Preserving sight
• Serving Youth
• Disaster relief
• Humanitarian efforts
MD Projects include sight (Korle Bu/Moorfields); health (Gift for Living, WaterAid);
education (UNICEF, School in a Box and Help2Read) and support for Street Children which
rescues children in danger in the UK and overseas.
Action:
• Many clubs are not aware of the range of grants/funding available from LCIF, or of
the differences between various International projects. This must improve, and a
simple summary of all MD projects should be collated and circulated to all Clubs by
31st October 2015.
• LCIF District Officers to encourage Clubs to donate to LCIF, by preparing a short,
concise document outlining type of grants available and the timescale involved in
completing the various stages of the grant application process. This should be sent to
Club Presidents by 31st October 2015.
• District LCIF and International Officers to promote through Zone meetings
• It must be stressed that grants are made possible through generous contributions of
Lions worldwide and that, in the spirit of serving better together, if we do not donate
we cannot expect to receive.
• Promote the special relationship between Lions & the UN to the clubs
• Promote International Club Twinning
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MD Community Service Vision:
Clubs in this Multiple District should be encouraged to focus more on providing active
service to their communities by initiating service projects, either individually or by
working jointly with other clubs in their zone to deliver a joint project.
Also to increase donations to LCIF, our own Charity.
Current Position:
• Many clubs have moved away from hands on community projects towards a model
of merely providing funding for the community projects of other groups, and
assisting with the fund raising activities of major international charities.
• At times our service may consist of a donation of cash to help a worthwhile cause;
however there is no greater means to raise the awareness of Lions on the ground in
the community than to actually provide hands on service by Lions ourselves, from
the odd “fish and chip” delivery, or calling bingo for old folks, to undertaking major
projects.
• The Lions Clubs International Foundation provides the means for our organisation to
achieve the original aim of Melvin Jones - to provide unselfish service to others -on
a grand worldwide scale. Many clubs are not aware of the range of funding available
from LCIF for Lions initiated projects.
Actions:
• District Governors to ask Clubs to tell us what Lions service means to their Club in
the 21st Century, and to have a nationwide discussion on the responses.
• Clubs to undertake Community “needs assessments” as soon as possible in 2015/16
to identify projects for the next year and beyond, and be proactive, sharing
successes.
• Clubs to take on one new service activity in 2015/16, and that information to be
collated and success celebrated.
• Clubs to become informed about sources of funding from LCIF.
Health – Lions projects for health enables Clubs to have readymade service projects with active support from District and MD officers.
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MD Youth Vision:
To have a portfolio of youth programmes that are relevant to a wide range of young
people and which provide a broad spectrum of opportunities in all programmes for
young people of all abilities.
These programmes will benefit young people who participate and will engage Lions
Clubs with families, schools, organisations and communities.
1. There are currently seven projects under the Youth portfolio:
Young Leaders in Service
Young Ambassador
Youth Exchange
Peace Poster
Leos
Music Competition
Life Skills.
2. Questions:
• Are all the present Youth projects relevant to young people in today's society?
• Do our Youth projects provide a broad based spectrum of opportunity to participate
in all activities to all young people and not just to an elite minority?
• Do current Youth projects develop relationships for Lions to work with schools and
other groups on specific projects and with Leos?
3. Actions:
• By 31st December 2015 obtain participation figures for every Youth
programme at all levels across the MD for the last 3 years.
• Review and refresh the Youth Portfolio to ensure that it is relevant and serves
the widest possible range of young people of all abilities. This could mean
removing and/or adding programmes.
• Peace Poster: record by District, the number of applicants per year for the last
3 years. Also funding plan:- PP District Officer
• Young Ambassador: record by District, the number of applicants per year for
the last 3 years. Also funding plan;- YA District Officer
• YLiS: record by District, the number current in progress, the number of
Silvers awarded, the number of Gold awarded. Also funding plan: - YLiS
District Officer.
• Music Competition: record by District, the number of applicants per year for
the last 3 years, and funding plans:- MD Music advisor / District Officer
• Youth Exchange: record by District, the number of applicants per year for the
last 3 years:- YE District Officer
• Life Skills: Understand current activity and planned engagement with Clubs.
MD Life Skills Officer
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MD Centenary Vision:
To ensure a relevant programme of events in each District to mark the Centenary
Celebrations in 2017 with at least one these programmes to be a joint activity for all
Districts.
Explanatory notes:
• Districts are appointing Centenary Advisors to promote the development of ideas
and plans to celebrate the event.
• Districts will develop their own plans and activities. Action: DG Teams and
Centenary Advisors.
• Centenary Advisors will regularly share ideas throughout all Districts.
The MD will also identify a joint activity for all the Districts to participate in. This project
will need to be relevant to all Lions and easy for all Clubs to take on. It will also, when
combined across the MD, provide a powerful PR focus.
Action: Districts, Centenary Advisors, MD sub-committee, PR.
It has been proposed that a relevant joint activity would be to rejuvenate the recycled glasses
project (do-able, relevant, low cost, measurable, and needed). This has already been
identified as one of the Centennial activities- help should be given to ensure that every club
participates.
Really important that Clubs measure and report all Centennial activities.
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Summary of Visions:
MD Community Service Vision:
Clubs in this Multiple District should be encouraged to focus more on providing active
service to their communities by initiating service projects, either individually or by
working jointly with other clubs in their zone to deliver a joint project. Also to increase
donations to LCIF, our own Charity.
--------
MD Membership Vision:
Multiple District 105 will make Membership one of its key priorities and will work
specifically on New Member recruitment, Retention and New Club formation.
-------
MD Communications and PR Vision:
Multiple District 105 will improve its communications to clubs and members using
existing and new methods and tools. Public Relations will be recognised as an effective
and essential activity for promoting Lions.
-------
MD Leadership Vision:
• To have a One Year Strategic Plan that determines the direction of the Lions
organisation in 2015/16. Districts can then take a lead from the Strategic Plan.
• To have a Five Year Long Term Vision that determines the future direction of
the Lions organisation and to reflect the social, cultural and technological changes in
society. The Vision will be used as a basis for future One Year Plans.
-------
MD LCIF Vision:
Clubs in the Multiple District should be encouraged to increase donations to LCIF and
to MD International Projects. These donations help Lions expand their outreach and
increase their impact within their local and global communities to serve even more
people in need around the world.
-------
MD Youth Vision:
To have a portfolio of youth programmes that are relevant to a wide range of young
people and which provide a broad spectrum of opportunities in all programmes for
young people of all abilities. These programmes will benefit young people who
participate and will engage Lions Clubs with families, schools, organisations and
communities.
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MD Centenary Vision:
To prepare a relevant programme of events in each District to mark the Centenary
Celebrations in 2017 with at least one these programmes to be a joint activity for all
Districts.
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APPENDIX 2 Lions MD105 Centennial Service Challenge Agreed Activities Programme (April 2015) Batteries Recycling** 1,000,000 Blood Donations 100,000 Clear a Path 100 miles Contact the Elderly 100,000 contacts Diabetes Journey 1,000 miles Diabetic Screening 100,000 Feed the Hungry 100,000 Bulb Planting 100,000 Hearing Aid Recycling 10,000 Hearing Dogs 14 LEHP 100,000 referrals MIAB 1,000,000 from 1.7.14 to 31.12.17 Prostate Screening 100,000 Sea Lions – Endangered Species Draw Attention Spectacles Collection/Recycling 1,000,000 Swimming Challenge 100,000 lengths * 50 metres Trees 100,000 Vaccinations Ebola & Measles 2 * 100,000 YLIS 100,000 hours Garden Parties Buckingham Palace & Aras-an-Uachtarain Lord Mayors or Similar Parades Special Olympics Families Hosting Sheffield 2017 MJFs – recognising the Community 1,000 LCIF 50th in 2018 BMHA 100 per annum for two years Stamp/First Day Cover/Envelope 100 Years of Music Marathons 100 runners
Other ideas and details may be added – watch this space!
**do not hoard batteries – please put them in the professional containers at supermarkets or community recycling sites as soon as possible. I do not want the number but I do want the total weight deposited, on a regular basis. I will check to see how this can be reported on MyLCI. Ron Cross
