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RESOURCE MANUAL AND CLUB
IMPLEMENTATION WORKBOOK

SECTION A

RESOURCE MANUAL

Every Lions Club is unique, and so too is the District 60B Forward programme in Your Club. The results of your Club Assessment and evaluation will highlight club strengths and weakness, and indicate areas or processes in need of enhancement, development or change. With this information and access to the tools you need, Your Club will have the ability to develop a practical plan that will guide you to achieve your club’s success, and the strategic goal of District 60B Forward.

Understanding District 60B Forward

District 60B Forward is a Call For Action to set and implement goals that will seek to solve the underlying problems that hinders club health and growth. The call for action is being made in response to years of gathering information from Club’s regarding their concerns and aspirations, which provides a framework for developing Club excellence and sustainability.

Goals and Objectives

The Overarching Goal of District 60B Forward for the 5-year strategic time frame 2018-2024 is:

Achieving Long Term District and Club Sustainability and Excellence

(continual improvement)

District 60B Forward calls attention to the need to achieve two objectives.
  1. Operational Objectives: dealing with such matters as service activities,increases in membership, fundraising targets for the year, etc.

  2. Strategic Objectives: to solve underlying club problems and challenges that areundermining club health and causing club failures. These objectives are intendedto deal with challenges that could adversely affect the long-term health andsustainability of the club.
Most clubs set out to achieve operational objectives and should continue doing so. District 60B Forward calls attention to the fact that Clubs must set goals that address problems undermining club health in order to thrive and remain healthy.

The Call For Action

Five (5) essentials of the Call For Action:

UNLOCK YOUR CLUB’S POTENTIAL

The first important step involved in response to the Call For Action is to know the keys to your club’s success. Here are Nine (9) Strategic Focus Areas to consider:

SERVICE IMPACT

The impact of your service means:
  • Knowing your community and its needs
  • Adding value to the quality of life in terms of the number of persons affected,
  • Contributing a benefit to the welfare of the community.

MEMBERSHIP STRENGTH

This means achieving a growing active membership that is characterised by:
  • High levels of retention
  • A desired mix of age, gender, skills and interests
  • Strong team cohesion and high morale
  • A valued and satisfying membership experience

LEADERSHP STRENGTH

This means having a strong leadership base that:
  • Is evidenced by a sufficient pool of current and future leaders
  • Has the required
  • Has the required competencies to assume responsibility for the future development and sustainability of Clubs and the District.

FINANCIAL HEALTH

A strong financial position means:
  • Having sufficient income to meet the financial obligations of your club
  • The ability to access community financial support in amounts sufficient to fund service activities
  • The ability to manage and account for the stewardship of the Club finances.

OPERATION EFFECTIVENESS

This means:
  • Meeting high standards of operating performance and efficiency in carrying out the regular administrative affairs of the Clubs.
  • Conducting productive and interesting club meetings
  • Arranging for the seamless transfer of administration from year to year.

PUBLIC STANDING

This means:
  • Attaining a high, favourable public profile
  • Achieving high public recognition within the community as a valuable community resource.
  • Creating partnerships within the community
  • Having in place an effective community liaison officer

LEO PROGRAMME

This means:
  • improving relationship between Leo and Lions Club
  • Offering enhance leadership opportunities
  • Providing greater oversight
  • Developing strategic for Leo transition to management

LCI/LCIF ENGAGEMENT

This means:
  • Participate in Campaign 100
  • Naming a Melvin jones in your club
  • Maintain minimum of 20 US per member per club

DISASTER RELIEF PREPAREDNESS

This means:
  • Implementing a Disaster preparedness plan
  • Use internal recourse to response to disaster strikes
  • Workingwith disaster preparedness agencies in preparation of disasters
  • Raising awareness on identified or emerging risks in relation to natural disasters.

Organisational Structure

In order to provide Clubs with the help and support they need, an organisational structure has been developed to support the implementation and ongoing development of District 60B Forward. The concepts that guided the development of the Organisational Team Structure are as follows:
  • Inclusion of key players to build ownership
  • Continuity to facilitate knowledge transfer
  • A system of rotation that makes inclusion and continuity possible

DISTRICT 60B FORWARD ORGANISATIONAL STRUCTURE

ROLES AND RESPONSIBILITIES

Here are the roles and responsibilities of each group of the organisational structure of District 60B Forward.

OVERSIGHT COMMITTEE

  • Oversee the District 60B Forward process and provide direction to advance the future viability and sustainability of the District and Clubs.
  • Serve in an advisory capacity to the District Governor and the District Cabinet on matters relating to the District 60B Forward Plan.

OVERSIGHT COMMITTEE

  • Facilitate the District commitment to implement the District 60B Forward at the Club and District Level.
  • Engage and empower clubs to develop and execute a Club forward plan for their continuing development as an extension of the District 60 Forward Plan.
  • Maintain communication with Clubs and other designated stakeholders with respect to the objectives, plans, progress, accomplishments, and lessons learnt in undertaking the District 60B Forward Plan.

CLUB FORWARD TEAM

  • Conduct Club Risk Assessment/ Evaluation and identify areas of focus and strategic initiatives for long-term development and the overarching goal.
  • Work closely with your Zone Chairperson/ Implementation Team to identify and adopt immediate interventions to address risks to club health.

SECTION B

CLUB IMPLEMENTATION WORKBOOK

Section A of the document has provided you with the critical steps. Are you ready to go? Section B is the workbook that you can use to develop their District 60 B programme. Let’s get started! It will be a remarkable and rewarding journey.

Build Your Team

Clubs are encouraged to establish a Club Forward Team to guide implementation within their clubs. Club Forward Teams will have unlimited access to online and electronic resource materials to support their plans and initiatives. The team will also have a support network of Rebuilding Lions, Trainers, Facilitators, and Mentors who are in place to help Clubs at any step of the implementation process and when needed.

The Club Forward Team should be chaired by the Club President who will under his/her management, have the support of the:

  • Immediate Past President
  • Vice President(s)
  • Membership Director
  • LCIF Coordinator
  • Global Action Team Coordinator

    • The Club President may assign any member the club to the team who they believe can contribute the team’s success or delivery of specific initiatives.

CLUB FORWARD TEAM STRUCTURE

Club Forward Teams are required to complete a Club Forward Team Contact Form and submit same to their respective Zone Chairperson on the Implementation Team. The information will be used to help facilitate effective communication between both teams.

CLUB FORWARD TEAM

CONTACT FORM

DOWNLOAD

Download Club Forward Team Contact PDF Form

ONLINE

ONLINE Club Forward Team Contact Form coming soon
  1. Conduct Club Risk Assessment
  2. Plan a Club retreat to identify areas of focus and strategic initiatives for long-term development
  3. Work closely with your Zone Chairperson to identify and adopt immediate interventions to address risks to club health
  4. Evaluate club assessment data and identify the most relevant of the nine strategic areas of focus for your club
  5. Develop a short-term action plan based on immediate interventions needed and a long-term action plan for forward planning initiatives
  6. Each action plan should reflect goals, objectives, projects, action items, work teams, plan phases, timelines, progress reporting, etc.
  7. Assign tasks and projects to work teams to achieve action plan goals.
  8. Implement your plans and monitor its execution closely.
  9. Conduct progress reviews, make reports and adjust plans as needed.
  10. Prepare hand over documents to subsequent administration.

Steps in Implementation

The implementation of District 60B Forward involves six (6) steps and this workbook is intended to guide your Club Forward Team in implementing each step and also record the results of each step.

STEPS IN IMPLEMENTATION OF DISTRICT 60B FORWARD

STEP 1

Complete a Club Assessment
Assess the status of your club by completing a Club Assessment with your team. The club assessment will be an ongoing process of gathering, analysing, and reflecting on evidence to make informed and consistent judgment to improve future operations and processes of your club. Be sure to use the Club Assessment Survey provided when doing so.

CLUB ASSESSMENT SURVEY

Download the Club Assessment Survey PDF file

CLUB ASSESSMENT SURVEY

ONLINE Club Assessment Survey Coming Soon

STEP 2

Conduct a SWOT/SWOC
Use the results of the Club Health Assessment to help conduct a SWOT/SWOC analysis of your Club. This is a structured planning method that will evaluate your club with the aim to build on your strengths, minimize your weaknesses, seize opportunities and counteract threats or challenges. Factors that may contribute to each of these are outlined below:
Here are a few diagnostic questions that can be used in a brainstorming session to help uncover some of the underlying problems that are undermining club health.

Internal Attributes

Factors likely to lead to positive change and further improvement in the quality of the Club
Factors which may compromise further improvement in the quality of the Club

Strengths

  • What have been the strengths of our Club?
  • What are we known for?
  • What are we most proud of?
  • What are we doing well?
  • What/who are our key resources and exemplars?
  • What do we control (people, resources, knowledge) that gives us an advantage?
  • What are our key areas of expertise?
  • What resources or capabilities allow us to meet our mandate/mission?
  • What positive aspects of the club have our stakeholders, community or others we serve commented on?

Weaknesses

  • What are we doing poorly or struggling with?
  • What frustrations/challenges have our stakeholders, community or others we serve expressed?
  • What do we need to fix?
  • What are the internal weaknesses and deficiencies in resources or capabilities that may be hindering the Club's ability to accomplish it mission/ mandate?

External Attributes

Opportunities

  • What opportunities will most dramatically enhance the quality of our Club?
  • What changes in demand do we expect to see over the next years?
  • What key environmental or market factors may positively impact the club or service project?
  • Where can we create more value for the Club?
  • What external or future opportunities exist for the Club?
  • What are some key areas of untapped potential?

Threats/Challenges

  • What are the key challenges or threats to the quality of our programmes that need to be addressed?
  • What are others doing that we are not
  • What future challenges may affect the programme?
  • What external or future challenges or Threats does the programme face?

SWOT/SWOC ANALYSIS

WORKSHEET

Use the SWOT/SWAC worksheet to carry out your analysis; be realistic and rigorous.

DOWNLOAD

download the Swot/Swoc Analysis Worksheet PDF file

STEP 3

Select Strategic Focus Areas
Based on the Club Health Assessment, the SWOT/SWOC analysis and the results of the brainstorming session on the underlying problems adversely affecting club health, set priorities and goals that will address these issues, strengthen club health, and reverse club decline. These goals will reflect the strategic outcomes you would like, which will generally support the Strategic Focus Areas shown in the Strategy Wheel.

STRATEGY WHEEL – STRAGETIC AREAS OF FOCUS

STRATEGIC FOCUS AREA

WORKSHEET

List the strategic focus areas which were selected by the Club for focus over the next year based on the outcome of the Club Assessment and SWOT/SWOC Analysis. State beside each Strategic Focus Area identified, the club goals that fall under this area. Remember your goals should be SMART (Specific, Measureable, Achievable, Relevant and Time bound).

DOWNLOAD

Download The Strategic Focus Area Worksheet PDF file

STEP 4

Develop Action Plan
Based on the strategic outcomes selected, develop your strategic goals and action plan using the Club Action Plan Worksheet template provided.

CLUB ACTION PLAN

WORKSHEET


DOWNLOAD

Download The Club Action Plan Worksheet PDF file

STEP 5

Implement and Monitor
Implement the plan and monitor its execution based on the indicators or targets that have been set by your Club.

STEP 6

Evaluate and Update
After 6 months, review the action plan, and revise or update, as required, to achieve your aspirations.

RESOURCE MANUAL AND CLUB
IMPLEMENTATION WORKBOOK

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