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TRANSCRIPT
District Five Year Plans
District 105M
2011-2016
Created by District Long Range Planning
Committee
Version 1.2
January 2012
Contents
1. Introduction.....................................................................................................................................1
2. Service .............................................................................................................................................2
2.1 Introduction ...........................................................................................................................2
2.2 District Cabinet Service Structure..........................................................................................3
2.3 General Comments Pertinent to all Committees. .................................................................3
2.4 Five Year Plan for all Committees ..........................................................................................4
2.5 Health and Environment Committee.....................................................................................5
2.5.1 Sight and LEHP...................................................................................................................5
2.5.2 Diabetes.............................................................................................................................6
2.5.3 Message in a Bottle (MIAB) and Medic Alert ....................................................................7
2.5.4 Speech and Hearing...........................................................................................................8
2.5.5 Physical and Learning Difficulties ......................................................................................9
2.5.6 Environment ....................................................................................................................10
2.6 Youth Committee.................................................................................................................11
2.6.1 Lions Young Leaders in Service........................................................................................11
2.6.2 Adopt a Youth Club..........................................................................................................12
2.6.3 Young Ambassadors ........................................................................................................13
2.6.4 Youth Football .................................................................................................................14
2.6.5 Music Competition ..........................................................................................................14
2.6.6 Life Skills/Tacade .............................................................................................................15
2.6.7 Leo Clubs..........................................................................................................................16
2.6.8 Peace Poster ....................................................................................................................16
2.7 International Committee .....................................................................................................18
2.7.1 LCIF ..................................................................................................................................18
2.7.2 North Sea Lions (NSL) ......................................................................................................18
2.7.3 International Relations ....................................................................................................19
2.8 District Service Officer .........................................................................................................20
2.8.1 Five Year Plan – District Service Officer...........................................................................21
2.9 District Officer for the Elderly ..............................................................................................23
2.9.1 Five Year Plan – District Officer for the Elderly ...............................................................23
3. Membership ..................................................................................................................................24
3.1 Introduction – Current Status ..............................................................................................24
3.2 Five Year Plan.......................................................................................................................28
3.2.1 Existing Branch Growth to Charter – Year 1 – Year 4 (2011 – 2015)...............................29
3.2.2 Club Extension - Year 2-5 (2012 – onwards)....................................................................30
3.2.3 Re-Districting ...................................................................................................................30
4. Leadership .....................................................................................................................................31
4.1 Introduction – Current Status ..............................................................................................31
4.2 Five Year Plan.......................................................................................................................34
4.2.1 Foundation Work – Year 1 (2011-2012) ..........................................................................34
4.2.2 Preparation – Year 2 (2012 – 2013).................................................................................34
4.2.3 Delivery – Year 3 – Year 5 (2013 – 2015).........................................................................34
5. Governors Team ............................................................................................................................34
6. Communication and Public Relations............................................................................................37
6.1 Introduction – Current Status ..............................................................................................37
6.1.1 Public Relations ...............................................................................................................37
6.1.2 Website management .....................................................................................................37
6.1.3 Internal Communication..................................................................................................37
6.1.4 Midland News..................................................................................................................37
6.1.5 IT Coordinator..................................................................................................................37
6.1.6 Almoner ...........................................................................................................................38
6.2 Five Year Plan.......................................................................................................................39
6.2.1 Preparation – Year 1/2 (2011-2013)................................................................................39
6.2.2 Delivery – Year 2-5 (2012 – 2016) ...................................................................................39
7. Future Considerations ...................................................................................................................41
7.1 Region and Zone Chairmen..................................................................................................41
7.2 Finance and Administration Committee..............................................................................41
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1. Introduction
Lions Clubs International’s vision statement is:
To be the global leader in community and humanitarian service
In order to uphold this vision, clear plans are needed for its future development and
direction and this document, created by the District Long Range Planning Committee sets
out to define five year plans to meet the hopes and aspirations of all the Lions in District
105M. It is not intended that this document should be a definitive one-off plan but rather a
‘living’ or rolling plan reviewed, revised and expanded in successive years enabling the
District to adapt as circumstances change. As a starting point, the Long Range Planning
Committee has reviewed and set out plans for service, membership and the Governors
team.
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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 include:
To create and foster a spirit of understanding among the peoples of the world
To promote the principles of good government and good citizenship
To take an active interest in the civic, cultural, social and moral welfare of the community
To encourage service-minded people to serve their community without personal financial
reward, and to encourage efficiency and promote high ethical standards in commerce,
industry, professions, public works and private endeavours
Last but no means least the Lions Clubs International Code of Ethics includes:
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
buying equipment for a local playgroup. District, Multiple District and International service
projects and initiatives are often viewed by many as just that, projects and initiative 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 District, and indeed
Lions Clubs International as a whole, provides little or no direct support for clubs’ local
‘bread and butter’ service or fund raising activities. If this is true, it is clearly a failing of the
District and its officers in putting over the relevance of these projects at a local level.
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2.2 District Cabinet Service Structure
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.
2.3 General Comments Pertinent to all Committees.
It has already been stated that although many of the projects, especially youth and health
involve local activities they tend to be seen by many clubs as separate from their service
activities and this may well explain why many of the projects are poorly supported. One aim
of the District Plan must be to raise the profile of International, MD and District initiatives
within clubs. The District and its officers must make them causes that clubs want to support
as part of their normal service activities. Most of the onus for this must fall to District
officers. Indeed, at Autumn Forum in October 2010 the view was expressed by many Lions
that they wanted to see more of District officers.
One way of achieving this would be to tighten up the objectives of the various committees
to include coverage of all clubs via club, Zone or Region visits. For a number of years, District
officers have presented each other’s portfolios within their specific committee to varying
degrees of success. This is no reflection on any individual officer, rather the lack of a
consistent story to tell by each committee and different levels of presentation skills of each
officer. The proposed solution to this is for each committee to develop a presentation that
covers all portfolios within its remit which can be delivered by any member of the
District Governor 2nd
Vice District
Governor
1st
Vice District
Governor
Health and
Environment
Committee
Youth Committee International
Committee
Clubs Clubs Clubs
4 Version 1.2 – January 2012
committee. Additionally, the District GLT will assist in the development of presentations and
training of District officers in presentation skills.
The Five Year Plan should also include targets for the District officers to work towards where
appropriate. These targets will enable District officers to plan their year to fulfil the
obligations of the post and meet the expectation of District Lions and allow the District
Governor Team to monitor progress and measure the performance of the District. Targets
should include:
• Target number of club or zone visits by individual officers
• Target number of clubs participating in activities, such as Young Ambassador and
Peace Poster entries
2.4 Five Year Plan for all Committees
The following is pertinent to all committees for Years 1 to 5.
• Define targets for committee chairmen and their committees to cover all clubs in the
district via club, Zone or Region visits and target numbers for uptake of District
projects by clubs.
• Develop a presentation that covers all portfolios within the committee and that can
be delivered by any member of the committee with the assistance of GLT.
• Undergo presentation skills training by GLT were 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 in the
District.
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2.5 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 (MIAB)
• Environment
2.5.1 Sight and LEHP
Lions association with projects relating to sight impairment in District 105M is long and
proud and include Campaign Sight First, our involvement with Sight Savers, bringing
awareness of sight impairment through World Sight Day and LEHP, the establishment of
Moorfield’s Eye Bank and Korle Bu and our latest project with St Dunstan. Whilst Lions have
been generous with their response to the major sight related projects appeals such as
Campaign Sight First and St Dunstan, other sight related projects have been less supported
in recent years. Whilst a lot of effort was goes into promoting ‘World Sight Day’ or as of last
year ‘Sight Weekend’ but only 10% of clubs or 6 out of 60 take part in District 105M in 2010.
Similarly, although many clubs enthusiastically promoted LEHP after its initial launch, few
have followed it up as medical knowledge has advanced and information has been updated.
The aim for the next five years is for the District Officer to work with Zones and clubs to
promote sight related projects and help develop activities that raise the awareness and
profile of those with visual impairment within our communities.
Year 1
• In the first month of the Lions year, create a programme with date of sight related
activities and circulate to all clubs in the District.
• Encourage each Zone to appoint Zone Sight Officer to coordinate sight programmes
in the Zone.
• Meet with the Zone Sight Officers to set out a strategy to promote sight awareness
issues, ideas and information in their Zone clubs.
• Promote/re-launch the Lions Eye Health Programme (LEHP) as a regular routine
activity/awareness promotion and ensure that clubs have access to and use of any
new LEHP literature for distribution at every Lions event.
• Promote MD Sight Projects such as Sight Savers, Korle Bu and Saint Dunstan’s
appeal.
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• Arrange and coordinate a major sight related activity in one Region in the District.
• Review progress and refine objectives if necessary.
Year 2 onwards
• As Year 1 except arrange and coordinate a major sight related activity in each Region
or at least one Zone in each Region in the District. Ideally, this should be aimed at
different Zones each year to ensure over a three year cycle all Zones in the District
are covered.
2.5.2 Diabetes
During the Lionistic Year 2007-2008 in 105M, the District Diabetes Officer created new
guidelines for promoting diabetes awareness and in particular for running diabetes
screenings. These were necessary to reflect changes in legislation, particularly that relating
to Health and Safety issues that had come into being since the early days of screenings
carried out by Lions. Since then diabetes service activities appear to have ‘gone quiet’ and it
is not certain what activities have occurred. This may be because there are difficulties in
organising medically qualified staff for diabetic screenings by staff qualified and insured to
do so, i.e. Doctors, Pharmacists, and Practice or Diabetic Nurses. However, there are other
diabetes related activities that many clubs in MD105 are carrying out which this District can
and should be involved within our communities by promoting the education side of the
Lions Diabetes Awareness Programme. The aim over the next five years must be to raise the
profile of diabetes and diabetes awareness activities within the clubs of our District.
Year 1
• Review the guidelines to and obstacles to diabetes screenings within this District.
• Promote diabetes awareness within each Zone in the District.
• Ensure all clubs are aware of and have access to the latest promotional material
relating to the Lions Diabetes Awareness Programme.
• Encourage clubs to carry out one diabetes awareness activity with the aim to achieve
33% of clubs in the District participating.
• Arrange and coordinate at least one major Diabetes Screening within the District to
promote the public’s awareness and Lions involvement with Diabetes UK.
• Review and refine objectives as necessary
Year 2
As Year 1 except:
• Encourage clubs to carry out one diabetes awareness activity with the aim to achieve
66% of clubs in the District participating.
• Arrange and coordinate at least one major Diabetes Screening in each Region in the
District.
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Year 3 onwards
As Year 2 except:
• Encourage clubs to carry out one diabetes awareness activity with the aim to achieve
all clubs in the District participating.
2.5.3 Message in a Bottle (MIAB) and Medic Alert
As both MIAB and Medic Alert are both means vulnerable people within the community
alerting medical services of their medical conditions and medication in the case of
emergencies, it seems sensible that both are covered by one District officer.
MIAB in one guise or another has been available within District 105M for many years.
Originally launched in Northamptonshire as Lions Lifeline about ten years ago (and still
known and promoted by that name in Region 3), there was a great reluctance by Lions in
that area to roll it out across the District because of the logistics and pre-financing of bottles
from Region 3 Lions. As a result over the following years, Lions across the remainder of the
District have embraced the MD initiative of ‘Message in a Bottle’ which is managed by
MDHQ and so there are now two competing systems resulting in confusion. This is clearly
nonsensical and time has come to unify Lions Lifeline with MIAB and this must be the first
objective for the District Officer.
Medic Alert is a well promoted project at Multiple District level at conventions, the Lion
magazine and mailers although donations this year on are significantly down. At District
level there seems to have been limited promotion over the last few years. Zone Chairmen
have been given promotional leaflets to distribute to their Club Presidents but recent
District Officers do not seem to have been particularly proactive. This is not a criticism, but
perhaps reflects the role. Much depends on the general public approaching clubs for
sponsorship of bracelets and therefore clubs have less control over Medic Alert as a
community service activity than most other activities.
The aims for the next five years are as follows:
Year 1
• Review MIAB in District 105M and identify the areas in the District where the
programme has still to be launched.
• Unify MIAB and Lions Lifeline under the umbrella of the MD Programme MIAB.
• Coordinate the re-branding of Lions Lifeline as MIAB in Region 3.
• Coordinate the launch of MIAB in one new area in the District.
• Set up a programme of a biannual refreshing of MIAB with the emergency service
within the District and coordinate with the appropriate Zones.
• Promote Medic Alert in each Zone of the District and encourage clubs to advertise
through their local doctors and pharmacists
• Promote donations by clubs to Medic Alert
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• Review and refine objectives as appropriate
Year 2
• Coordinate the launch of MIAB in two new areas in the District.
• Coordinate refreshing of MIAB with the emergency service within the District in the
appropriate Zones.
• Promote Medic Alert in each Zone of the District and encourage clubs to advertise
through their local doctors and pharmacists
• Promote donations by clubs to Medic Alert
• Review and refine objectives as appropriate
Year 3 onwards
• Complete launch of MIAB across the District.
• Coordinate refreshing of MIAB with the emergency service within the District in the
appropriate Zones.
• Promote Medic Alert in each Zone of the District and encourage clubs to advertise
through their local doctors and pharmacists
• Promote donations by clubs to Medic Alert
• Review and refine objectives as appropriate
2.5.4 Speech and Hearing
As people all get older, their ability to hear diminishes. As this is a gradual process, many are
unaware that it is happening until it is too late and the sufferer has to adapt their way of
life. As this is not a visible problem, society tends to not to take it seriously. If one is blind,
society sees the white cane, if one is physically handicapped, the disability is generally
apparent. Modern technology has made deaf aid virtually invisible and so hearing
impairment has become ‘invisible’. Deaf Aware Training Sessions have been carried out for
Lions in Districts 105D, 105EA, 105SW and 105NE. There are five trained Lions who teach
Deaf Awareness and three Lions who are in the final stages of their training to become
qualified trainers. Clearly there is no-one trained within District 105M and so this needs to
be addressed so that the awareness of hearing disabilities within our communities can be
raised.
The aims for the next five years are as follows:
Year 1
.
• Identify and train at least one Lion within the District in Deaf Awareness.
• Once trained, organise and run a District Deaf Awareness workshop, perhaps at
Forum
• Agree on and circulate to clubs in the District a week within which to hold District
wide Deaf activities to promote Deaf Awareness within the community similar to
Sight Awareness week with the aim to have 33% up take by clubs
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• 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 if appropriate
Year 2
As Year 1 except:
• Agree on and circulate to clubs in the District a week within which to hold District
wide Deaf activities to promote Deaf Awareness within the community similar to
Sight Awareness week with the aim to have 66% up take by clubs.
Year 3 onwards
As year 2 except:
• Agree on and circulate to clubs in the District a week within which to hold District
wide Deaf activities to promote Deaf Awareness within the community similar to
Sight Awareness week with the aim to have all District clubs participating.
2.5.5 Physical and Learning Difficulties
Over the last two years within District 105M, apart from the new involvement with the
Midland’s Disability Games it is not at all clear what has been achieved under the remit of
Physical and Learning Difficulties. At a Multiple District level, the main involvement has been
with Special Olympics GB and Lions new involvement with a mission called Project Unify.
There are 1.2 million people with special needs in the UK. Most of them are misunderstood
and very many have been subjected to bullying and antisocial behaviour. Most of this is
because of general ignorance and a fear of the unknown or the unusual.
Project Unify hopes to break down barriers and clear confusion with Lions being asked to
spearhead this project through contacts with all schools in their area. It is hoped to not only
educate all children about the needs and aspirations of each other, it is also hoped to
persuade able-bodied children to become mentors or even trainers to the less able. It is
proposed that this is progressed through Young Leaders in Service award scheme. It will
hold to the long term objective of helping vulnerable people, encouraging the young on to
the path of Service and maybe even laying the basis for future recruitment into Lions Clubs
or possibly even the earlier route of Leos. 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 more suited for the Youth Committee portfolio.
It is proposed to refer this office back to the Long Range Planning Committee to review and
further define as part of its yearly rolling review of the District plan.
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2.5.6 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. This year, the District officer has focussed on environmental
issues differently by encouraging Lions to take a ‘greener’ approach to running their clubs
and in their lives in general. This has been met with varying degrees of enthusiasm by Lions
in the District. Nevertheless, there is a place for both aspects of environmentalism in Lions.
The aims for the next five years are:
Year 1 onwards
• Circulate to clubs environmental dates in the year, such as WWF Earth day and
Climate week
• Promote and encourage to undertake at least one environmental project within their
communities per year, particularly to coincide with an environmental date
• Promote and encourage clubs to take a ‘greener’ approach to running their clubs and
lives
• Review and refine objectives.
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2.6 Youth Committee
Currently the Youth committee comprises eight portfolios:
• Young Ambassadors
• Youth Exchange
• Youth Football
• Music Competition
• Life Skills/Tacade
• Vulnerable Persons
• Leo Clubs
• Peace Poster
The future of any society is youth and their development. Lions have always recognised this
and the programmes shown above reflect their commitment to youth development.
However, it is true that Lions within this District find it hard to young people who are willing
to participate in these youth programmes, particularly Young Ambassador, Youth Football,
Peace Poster and especially Leo Clubs. It is difficult to pinpoint the reason; it may be that
these programmes do not interest the young of today; it may be that Lions in this District do
not promote the programmes adequately; or it may be that the young do not know who
Lions are because Lions do not interact with them sufficiently. Clearly, as Lions we believe
the youth programmes are valuable in youth development and maybe a way to improve
their uptake is to interact and work with young groups in our societies, to develop their
involvement in community service and through that involvement prepare them for other
programmes such as Young Ambassador and Youth Exchange.
Two initiatives exist that do not fall within the remit of any of the current District Youth
Officers’ remits, namely:
• Lions Young Leaders in Service
• Adopt a Youth Club
2.6.1 Lions Young Leaders in Service
Young Leaders in Service is a scheme by Lions clubs aimed at recognising, encouraging and
directing young people for their service within the community. Each young person records
their service activities in a logbook, activities that can include service to the young, the
elderly, family members, the homeless and hungry or the environment. These activities
count as hours towards an award, either silver or gold depending on the hours served in the
community. The young experience the rewards of community service, become involved in
their local community and an award. The community recognise Lions commitment to young
people and the community and benefit from the efforts made by the young people. Lions
experience the rewards of supporting young people and more importantly, increase the
profile of Lions in your community.
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Young people from all sorts of walks of life can be found to enter the scheme including St
John, Red Cross, schools, youth clubs, scouts, guides, churches, sports clubs, cadets, young
carers and all youth organisations.
2.6.2 Adopt a Youth Club
Adopt a Youth Club is a scheme originating from District 105SE which aims to support
affiliated Youth Clubs. 105SE District Youth Team has worked together to benefit young
people across Kent, Sussex and Surrey. Local Youth Groups often need the support of
funding and volunteers, the scheme offers youth Clubs additional support for one year.
Lions have a lot to offer in terms of advice; they know where to go when legal advice is
needed and are experienced in fund-raising and community service. Youth Clubs often need
this link between themselves and the community.
Both schemes are perfect ways to introduce the many activities that Lions have for young
people within an easy framework (e.g. Young Ambassador, Football, Tacade, and Peace
Poster). These give Lions a built in audience for the projects and the youngsters have
programmes to look forward to.
The aims for the Youth Committee over the next five years to achieve greater involvement
with youth in their community are:
Year 1
• Promote and encourage clubs within the District to take up either or both schemes
with the aim to achieve 33% of clubs in the District participating
• Work with clubs where necessary to identify young people for the Young Leaders in
Service candidates
• Advise on publicising and attend award ceremonies
• Monitor and review
Year 2
As Year 1 except:
• Promote and encourage clubs within the District to take up either or both schemes
with the aim to achieve 66% of clubs in the District participating
• Help clubs to identify candidates to be for other Lions Youth programmes, such as
Young Ambassador, Youth Exchange, Youth Football and Peace Poster.
• The Young Ambassador Officer to help clubs by mentoring potential candidates for
Young Ambassador programme
• Encourage clubs to use their new contacts working with the young to promote
awareness of Lions Youth programmes
• Monitor uptake of other Youth programmes through involvement with these
schemes
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Year 3 onwards
As Year 2 except:
• Promote and encourage clubs within the District to take up either or both schemes
with the aim to achieve all clubs in the District participating.
Success with these aims is likely to have a beneficial knock-on effect with other youth
programmes.
2.6.3 Young Ambassadors
Acknowledging the work that so many of the young people in the community carry out is
important in the development of community service minded people for the future and the
Young Ambassador programme is an excellent means to do it. However, for years clubs in
the District have struggled to find candidates and the concept of holding club, Zone or even
Region rounds of the competition has long disappeared. This is unlikely to change in the
short term, but the opportunities available to clubs through their involvement with the
youth in the community outlined above means that in the mid to longer term this should
improve. The plans for Young Ambassador reflects this, accepting a status quo situation for
the first couple of years improving as the effect of greater involvement with youth in the
community kicks in.
The aims for the following five years are:
Year 1 and 2
• Promote the Young Ambassador competition to clubs through Zone meetings with
the aim to achieve a contestant from each Zone in the District, advising and working
with each Zone to help find and develop each candidate.
• Promote and encourage clubs to support candidates in their service to the
community for the long term (not just during the year they are candidates for Young
Ambassador)
• Monitor and review progress of emerging candidates from club involvement with
youth in their community
Year 3
As Year 1 and 2 except:
• Add one emerging candidate from each Region into Young Ambassador programme
Year 4
As Year 1 to 3 except:
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• Add two emerging candidate from each Region into Young Ambassador programme
Year 5
As Year 1 to 4 except:
• Add one emerging candidate from each Zone into Young Ambassador programme
2.6.4 Youth Football
Youth football seems to have a history of being difficult to promote because of the number
of competing competitions football clubs already participate in through the FA. Certainly
many clubs are put off sponsoring teams because of the unknown level of financial support
that is needed; it might be low if the team is knocked out in the first round or expensive if
the team reaches the MD Final. Timing is also an issue; teams need to be registered at the
beginning of the season (August) following the long summer close season, when often the
football clubs are uncertain whether they have a team or not. Clearly to take this
programme forward in the District needs the input of Lions that understand the workings of
the FA and can best develop the plan. It is therefore proposed to create a sub group of the
LRP with the District Youth Football Officer and Lions with interest in this area in the coming
year to develop the District plan for Youth Football to implement in the subsequent years.
2.6.5 Music Competition
The Music Festival is an excellent competition and allows our young to compete against the
best in Europe. The number of entrants from this District is not as high as it could be and
perhaps it is caused by clubs finding out too late which instrument and musical pieces are
chosen for the next competition to find sufficient contestants of the correct standard. If this
is the case a solution may be to create a District wide database of music colleges and
institutions so competition details may be sent directly from the District Officer. This should
shorten the time taken to find candidates and potentially increase numbers taking part. It
would also be possible to marry up local clubs with contestants when applications arrive.
The aims for the next five years are:
Year 1
• Promote the Music competition to clubs through Zone meetings with the aim to
achieve a contestant from each Zone in the District
• With the assistance of the clubs in the District, identify and create a database of
music colleges and institutions to target for competition candidates.
• With the assistance of the clubs, contact and promote the completion at the
identified music colleges and institutions to get sign up.
• Circulate the identified music colleges and institutions with application forms and
follow up with the aim of getting at least three candidates
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• Monitor and review success of contestants arising from the database.
Year 2 and 3
• Promote the Music competition to clubs through Zone meetings with the aim to
achieve a contestant from each Zone in the District
• Circulate the identified music colleges and institutions with application forms and
follow up with the aim of getting at least six candidates
• Monitor and review success of contestants arising from the database.
Year 4 and 5
• Promote the Music competition to clubs through Zone meetings with the aim to
achieve two contestants from each Zone in the District
• Circulate the identified music colleges and institutions with application forms and
follow up with the aim of getting at least ten candidates
• Monitor and review success of contestants arising from the database.
2.6.6 Life Skills/Tacade
Lions Clubs association with ‘Tacade' reaches back for over 25 years and in general seems to
have had varying degrees of appeal to Lions. ‘Skills for Adolescence’ was enthusiastically
embraced at the beginning of the association along with ensuing courses. In recent years,
there seems to have been less enthusiasm. Whilst clubs appeared to be happy making
donations towards the programme, its promotion and embedment in school curriculum
appear to be less evident within 105M. However, the latest programme, ‘Life Changes’
together with its voucher scheme has caused a revival of interest within the District and
now it is important that this is built on over the forthcoming years.
The aims for the next five years are:
Year 1
• Promote Tacade programmes in each Zone encouraging clubs to sponsor
programmes into their local schools. Particular emphasis should be put on those
areas in the District where the latest Tacade programme has not been offered to
schools
• Encourage clubs to build on their relationships with local schools to promote other
programmes such as Peace Poster
• Monitor and review progress
Year 2 onwards
As Year 1 except:
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• Contact schools and local authorities that have taken up Tacade programmes for
feedback and views
• Disseminate feedback to District Lions through newsletter or workshop
2.6.7 Leo Clubs
Successful Leo Clubs are the life blood for the future of Lions Clubs. In the past there have
been many Leo Clubs in District 105M but these have now dwindled almost to extinction. A
lot of these centred on the children of Lions but as these children have grown older and left
Leos, the clubs have not been sustained and have gradually closed. If there is to be a Leo
presence in the District this issue needs to be addressed quickly. Being a similar problem to
that of the general levels of membership in Clubs in the District, it needs the input of the
GMT and GLT committees to move forward. It is therefore proposed to refer this issue back
to the Long Range Planning Committee and GMT to create a plan for Leo development in
the District during the next Lions year.
2.6.8 Peace Poster
Peace poster is an opportunity to encourage the young people in local communities to think
about the importance of world peace, tolerance and international understanding, and to
pass it on. Like other youth programmes, Lions find it difficult to promote and taken up by
schools because of a number of reasons:
• It invariably is an extracurricular activity that needs the support of a teacher
• Bad timing as all the preparatory work needs to be done during the summer when
schools are closed
• LCIs insistence on the use of US paper sizes that are not common in Europe
Of course, whilst Lions in the District see this as a programme solely for schools, that is not
necessarily the case. As Lions become more involved with youth clubs and similar youth
activities in their communities, the opportunity to promote Peace Poster to a wider
audience will arise.
The aims of the next five years are:
Year 1
• Promote the Peace Poster competition to clubs through Zone meetings with the aim
to achieve at least two entrants from schools in each Zone in the District
• Encourage clubs to look at alternative routes to promote and get contestants for the
Peace Poster competition, e.g. youth clubs, scouts and guide groups, boys brigade
and church groups
• Monitor and review progress
Year 2
17 Version 1.2 – January 2012
As Year 1 except:
• Achieve one entrant per Zone in the Peace Poster competition from a non-school
route
Year 3 onwards
As Year 2 except:
• Achieve two or more entrants per Zone in the Peace Poster competition from a non-
school route
18 Version 1.2 – January 2012
2.7 International Committee
Currently the International committee comprises four portfolios:
• Lions Clubs International Foundation (LCIF)
• North Sea Lions
• Water Aid and Street Children
• International Relations
Most of the International activities are supported through financial donations that are
presented to clubs through the District Governor’s ‘Shopping List’. This year, the District
Governor departed from tradition by recommending topics for donations to allow clubs to
decide their own level of charitable donations. This was met with mixed responses,
welcomed by some clubs and rejected by others. Other clubs are questioning whether the
District Governor’s ‘Shopping List’ should exist as they feel obliged to donate. It is
recommended that this issue should be referred back to the Long Range Planning
Committee for consideration.
2.7.1 LCIF
District 105M has a good history of supporting LCIF, as designated programmes such as
Campaign Sight First 1 and 2 and disasters such Haiti, Australia, Pakistan, New Zealand and
Japan. Clubs also see LCIF as a means to meet their contribution towards International
activities through undesignated activities. It is difficult to see how this can be improved.
The aims for the next five years are as follows:
Year 1 onwards
• Promote LCIF and undesignated donations to clubs through meetings at each Zone in
the District
• Promote the award of Melvin Jones Fellowships to worthy recipients, particularly
non Lions carrying out exception service within the community
• Promote donations to designated/disaster appeals directly to clubs as they arise.
• Review and revise objectives if appropriate
2.7.2 North Sea Lions (NSL)
North Sea Lions, initiated by PDG John Court in 1979, has been set up as an alliance between
Districts in the UK, Netherlands, Germany and Denmark. Its fundamental aims were to raise
money to help less fortunate in the Third World, whilst at the same time enjoying the fun
and fellowship of Lionism between the Districts. Over the years the main aim has been
upheld and many projects have been completed around the world. However, in recent years
19 Version 1.2 – January 2012
the other aim to enjoy fun and fellowship has dwindled. Whilst Lions from Europe have
continued to visit 105M on Convention weekend and participated in social events, it
appears to be some considerable time since Lions from District 105M have reciprocated. It
would seem that half of the original aim of North Sea Lions is not being met.
Getting Clubs in District 105M to support NSL financially does not appear to be a problem
as:
• 105M Lions feel that NSL is their project and have a long affinity to it
• It is a annual item on the District Governor’s Shopping List
• As with LCIF, it meets Clubs contribution towards International projects.
Getting Clubs to support the social aspect of NSL is less certain. Certainly those that
participated in earlier years thoroughly enjoyed the fun and fellowship. But those Lions have
got older and perhaps their personal finances may not stretch so far. For newer Lions there
is no longer the tradition of visiting NSL Districts and so again, it is uncertain how much
support such trips would have. Therefore before planning to re-introduce visits to NSL
Districts, it would be prudent to gauge the response from Lions within the District.
The aims for the next one year are as follows:
Year 1
• Gauge the views of District Lions on the resumption of NSL social trips and the
numbers that would participate
• Gauge the views of District Lions on the format of such social trips
• Report findings to the LRP committee for review and decisions for future plans.
2.7.3 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 strategy moving forward must be
as it is now, for the District Officer International Relations Officer to promote and facilitate
twinning activities as required, but it would seem unreasonable to set growth targets.
20 Version 1.2 – January 2012
2.8 District Service Officer
Every year throughout the District, clubs carry out an enormous number of hours of service
in their communities. The types of service cover all areas of health, youth and international
activities and are very varied. However, clubs rarely share these ideas outside of their Zone
and no mechanism exists to disseminate these good ideas to the rest of the District. In
addition, whilst clubs do embrace service activities promoted by District Officers, for
example awareness of the visually impaired on World Sight Day, these activities tend to be
seen as separate from their service activities, lack the good ideas which can results in the
activity being poorly supported, poorly executed and lacking the impact the activity should
have in the local community.
It is proposed to create a new District Service Officer role to be the conduit for collating,
disseminating and championing good service ideas to clubs throughout the District, to
develop best practices for running service (and fund raising) events and to coordinate
resources and expertise within the District. The District Service Officer will interact with the
service committees as shown below.
District
Governor
2nd
Vice District
Governor
1st
Vice District
Governor
Health
Committee
Youth
Committee
International
Committee
Clubs Clubs Clubs
District Service
Officer supported by
Insurance Officer H&S Officer
Vulnerable Persons
Officer
PR Officer
Competitions
Club Club
Club
21 Version 1.2 – January 2012
2.8.1 Five Year Plan – District Service Officer
Being a new role within the District, this five year plan will be split into a number of phases,
definition, development, implementation, review and refining.
Year 1
• Define the job description for the District Service officer to include:
• Interaction with District Clubs to develop up a database of ‘good ideas’ for
service activities
• Development and maintenance of best practice for service and fund raising
events
• To assist clubs to gain access to resources and advice needed for their service
and fund raising events.
• Interaction with the three main Service Committees to champion initiatives
and activities throughout the District and to coordinate these events to
maximise impact and PR opportunities.
• Identify suitable candidate and add to cabinet if appropriate
Year 2
• Arrange and attend Zone and club meetings to develop a database of good ideas for
service activities from across the District
• Develop a best practice guide for service activities in conjunction with the Insurance,
H&S, Vulnerable Persons and PR Officers
• Carry out trial run of best practice guide on at least three events (preferably one per
Region) and review
• Disseminate database and procedures to clubs through visits, Zone meetings,
workshops and District website
• Liaise with Health, Youth and International Committee Chairmen to identify potential
events and plan for coordinated events starting in year 3
• Identify publicity opportunities within the work of the committees and from clubs’
local events
Years 3-5
• Update database and further disseminate to clubs through visits, Zone meetings,
workshops and District website
• Organise and run coordinated events as planned for year 3.
• Plan further events or repeat events for years 4 and 5.
• Identify further publicity opportunities within the work of the committees and from
clubs’ local events
22 Version 1.2 – January 2012
• Review and refine
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Define District Service Officer's job description and scope. Identify suitable DSO candidate Visit clubs to promote role and collate 'good ideas' Develop database and update
Develop best practice guides Trial run on best practice guides Disseminate database and best practice guide
Identify and plan coordinated events with committee chairmen Run coordinated events Identify publicity opportunities
Milestone Point - District review of DSO impact
2012 2013 2014 2015 2016
23 Version 1.2 – January 2012
2.9 District Officer for the Elderly
The feedback from the District clubs through the Club Questionnaire on their views of the
level of service on youth, the disabled, those with sensory impairment, the environment and
international projects shows the majority feel these are likely to remain at their present
level over the next five years. The exception is service for the elderly which the majority feel
will increase. Few would disagree with this, but if we analyse the structure of District 105M
cabinet, there is no District Officer that specifically focuses on the needs of the elderly. The
elderly with physical and learning disabilities, sensory impairments or suffer with diabetes
fall within the remit of District Officers within the Health and Environment Committee.
However, within our society there are many elderly who are fit but are lonely, they may feel
vulnerable and certainly want company. Some of the Clubs in the District already address
these needs, but many do not. This is not necessarily the fault of Clubs; certainly data
protection vulnerable persons’ legislation has made it more difficult for Lions in recent years
to identify the elderly who are lonely. If we are to be compassionate towards the elderly
and to be leaders in this area of the ‘big society’ there is a need for a District Officer for the
Elderly.
2.9.1 Five Year Plan – District Officer for the Elderly
Similar to the implementation of a District Service Officer, the role of the District Officer for
the Elderly, this five year plan will be split into a number of phases, definition, development,
implementation, review and refining.
Year 1
• The LRP Committee make recommendations for the job description of the District
Officer for the Elderly. It is envisaged that this will need a significant input from the
Vulnerable Persons Officer.
• Define objectives for the District Officer role
• Identify a suitable candidate for appointment in Year 2 to work with the LRP
Committee to finalise the definition for the District office and set and agree objective
for the role.
Year 2 onwards
• Appoint a District Officer for the Elderly to Cabinet.
• Review and refine role as necessary
24 Version 1.2 – January 2012
3. Membership
3.1 Introduction – Current Status
Membership within District 105M has, for a long time, been a source of concern through
dwindling numbers for a number of different reasons. The District is currently in transition
not meeting the minimum requirements of 35 clubs and a minimum of 1,250 members. The
following graph (Figure 1) represents the June membership numbers since 2003 until 2010
and shows a steady decline until 2007 and since then numbers appear to have stabilised at
about 1,060 members.
950
1000
1050
1100
1150
1200
1250
1300
2003 2004 2005 2006 2007 2008 2009 2010
Figure 1: District 105M Membership Numbers since 2003.
The current membership figures have been analysed further (Table 1) to identify individual
club membership numbers to identify clubs severely at risk with membership less than 10
(red), vulnerable clubs with membership between 11 and 15 (amber), reasonably stable
clubs with membership between 16 and 20 (light green) and healthy clubs with membership
greater than 20 (bright green). This information has also been overlaid onto a map of the
District (Figure 2) to identify potential vulnerable ‘hotspots’. There are currently 13 clubs
‘severely at risk’ and that includes Brixworth and District branch club whose numbers have
dropped over the last three years and Alcester branch whose increase in membership has
stagnated. If over the next few years, any or all of these clubs were to fail, the District would
lose up to 104 Lions. If those ‘vulnerable’ clubs are added to the equation, then the District
could potentially lose a further 131 Lions. Additionally, hidden within the ‘healthy clubs’ are
those with high membership numbers but few active members that are really vulnerable or
‘severely at risk’.
25 Version 1.2 – January 2012
There appear to be two vulnerable ‘hotspots’ within the District, the main one being centre
on Northamptonshire involving ten clubs, predominantly Zones H and I. The second
‘hotspot’ centres on the Birmingham and Wolverhampton, predominantly Zones A and B.
Not everything is negative, the fact that the decline in numbers has stabilised over the last
three years implies that Clubs recognise the need to recruit new members and are doing so.
However, at the moment recruitment of new members each year balances those that are
lost. District has supported this recruitment through funding ‘yellow card’ drops and
promoting branch clubs. This support, though, mainly has been reactive to requests from
clubs rather than identified and driven from District. It is recognised that each club is
autonomous and many resent ‘interference’ from District and so mostly clubs have been left
to organise and coordinate their own membership recruitment. As a result, returns have
been somewhat ‘hit and miss’ and most successes have taken much longer to achieve than
predicted.
Club No Club No Club No
Birmingham Northfield/Kings Norton 1 Birmingham Acocks Green 16 Solihull 21
Kidderminster (Tenbury Wells) Branch 2 Birmingham Sheldon 16 Barwell & Earl Shilton 21
Shakespeare (Alcester) Branch 5 Birmingham Exhibition 16 Towcester & District 21
Birmingham Edgbaston 6 Stour Valley 16 Nuneaton 22
Rushden & District 6 Bromsgrove 16 Rugby Rokeby 22
Bilston & Willenhall 8 Marston Green & District 17 Worcester 23
Sutton C'field & Erdington 8 Bushby 17 Birmingham Handsworth 24
Evesham Vale 8 Birmingham Moseley & Kings Heath 18 Shirley 24
Northampton 8 Sandwell 18 Castle Bromwich & District 24
Dudley 9 Northampton 80 18 Wellesbourne & District 24
Wolverhampton 9 Market Harborough (2005) Branch 18 Malvern Hills 24
Coventry Phoenix 9 Thurnby 18 Shakespeare 26
Hinckley & Burbage 10 Droitwich 19 Kingswinford & Stourbridge 27
Lutterworth 10 Redditch 20 Warwick 27
Rowell 11 Knowle & Dorridge 28
Walsall 13 Southam & District 30
Birminghm Chinatown 13 Coventry Godiva 33
Kidderminster & District 13 Kettering & District 33
Bedworth 13 Balsall Common 34
Aldridge & District 14 Coventry Leofric 35
Birmingham Handsworth Ladies 14 Kenilworth 41
Wellingborough & District 14
Corby & District 14
Market Harborough 15
Table 1: Club Membership Numbers.
The changes to the District structure by Lions Clubs International through the introduction
of the Governors Team, the Global Membership Team (GMT), Global Leadership Team
(GLT), and the launching of new initiatives such as ‘My Ideal Club’ and Certified Guiding
26 Version 1.2 – January 2012
Lions allows this District to review its approach to membership retention and extension and
develop a strategy for the future.
The following is a proposed strategy for the next five years.
27
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12
Fig
ure
2:
Dis
tric
t C
lub
‘H
ea
lth
’ M
ap
28 Version 1.2 – January 2012
3.2 Five Year Plan
This five year plan for membership concentrates on building existing District clubs and
branches for the first two years before addressing extension in Year 2 for implementation
from Year 3 onwards.
Foundation Work – Year 1 (2011-2012)
• Align the District with the new Lions Clubs International structure for GMT and GLT
• GMT and GLT coordinators to identify and train potential candidates throughout the
District to become Certified Guiding Lions (CGL).
• Aim to have sufficient CGL in place across the District by December 2011 to
start a rebuilding of Clubs programme from January 2012 with a full team of
21 certified by end of June 2012.
• District GMT and GLT to launch and train District clubs in ‘My Ideal Club’ tool.
Rebuilding of Clubs – Year 1-3 (2011 – 2014)
• GMT coordinator and team to identify clubs ‘severely at risk’ and ‘vulnerable’ in
terms of numbers, active members and age to define a programme of club
rebuilding.
• Discuss and gain agreement from those clubs for rebuilding to embed a CGL within
the club. (This is likely to be met with resistance from some clubs).
• CGL to work with the members of the club to develop a membership recruitment
and, if necessary, an activities strategy for the club.
• The membership strategy should aim to achieve a club membership of at
least 16 members.
• The membership strategy will include a mentoring programme for new
members supported by the District GLT.
• Organise and run one membership drive in Year 1.
• Follow up interested potential members, recruit and induct into the club after an
appropriate involvement in activities.
• Carry out mentoring programme with new members.
• Review progress of club rebuilding programme at end of June 2012 with District GMT
coordinator.
• Repeat membership drives, recruitment, mentoring and review in Years 2 and 3.
• NB Mentoring of any recruited members in Year 3 will continue into Year 4
29 Version 1.2 – January 2012
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Align membership committee with GMT guidelines
Re-build of Existing Vulnerable Clubs (<10 members)
Identify CGL candidates
Train CGL candidates
Launch and train District Clubs in 'My Ideal Club'
Identify vulnerable clubs to benefit from CGL
Get club agreement to accept CGL
CGL to develop membership strategy with members
Club membership drive
Appoint new member mentor(s) from within club
Milestone Point - District review of membership increases in vulnerable clubs
Mentoring of new members
2011 2012 2013 2014 2015
Assuming ‘healthy’ clubs can maintain a status quo on their membership levels, stabilising
‘severely at risk’ clubs to 16 members by Year 3 gives the District up to 104 further members
and by stabilising ‘vulnerable’ clubs adds an additional 29.
3.2.1 Existing Branch Growth to Charter – Year 1 – Year 4 (2011 – 2015)
• The following plan refers to Alcester, Brixworth and District, Daventry (to be formed
February 2011) Market Harborough 2005 and Tenbury Wells branches only.
• The District GMT coordinator to review the current recruitment and activities
strategy of each of the existing branches.
• The District GMT to review branch mentoring strategy, include if missing
from current strategy and arrange appropriate training through the GLT.
• As a branch needs 20 members to charter and with current experience, it
is anticipated that this will require at least 4 years to achieve.
• The District GLT to train existing club guiding Lions to become CGLs.
• The branch and CGL to organise and run one membership drive in Year 1.
• Follow up interested potential members, recruit and induct into the club after an
appropriate involvement in activities.
• Carry out mentoring programme with new members.
• Review progress of club rebuilding programme at end of June 2012 with District GMT
coordinator.
• Repeat membership drives, recruitment, mentoring and review in Years 2, 3 and 4.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Develop Existing Branch Clubs to Charter
Review existing branch status with existing Guiding Lion (membership and activities)
Train existing Guiding Lion as a CGL
Organise and run one membership drive
Induct new members
Appoint new member mentor(s) from within club
Milestone Point - District review of membership increases in branch clubs
Mentoring of new members
20162011 2012 2013 2014 2015
Chartering the existing branches within the District (assuming that Daventry forms at a
predicted 7 members) gives the District an additional 4 clubs and a potential 67 members by
Year 4.
30 Version 1.2 – January 2012
3.2.2 Club Extension - Year 2-5 (2012 – onwards)
• The District GMT to identify potential areas within the District and carry out
feasibility studies for club extension through the formation of branch in Year 2.
• The feasibility study should include potential branch clubs to support existing
aging clubs similar to the Market Harborough model, explore the potential
for new format clubs e.g. internet clubs, weekend clubs, breakfast or lunch
clubs.
• Agreement should also be reached with appropriate clubs to act as mother
clubs for each proposed branch.
• The District GMT to propose a programme of branch formation in Years 3 to 5
prioritising the branches to be formed. This is likely to be no more than two
formations in any one year.
• The District GMT together with the sponsoring club and Zone Chairman to appoint a
CGL to lead the branch formation locally.
• The District GMT, sponsoring Club, Zone Chairman and CGL to develop and activities
programme, promote Lions within the designated area, run a yellow card drop and
hold a ‘Meet the Lions’ function.
• The District GMT, sponsoring Club, Zone Chairman and CGL to follow up interested
potential members, organise and hold meetings and undertake the activities
programme.
• The District GMT to review the progress of the potential branch and at an
appropriate time, induct the members and form the branch club.
• The sponsoring club and CGL to work with the branch club to build a strong and
active club with a membership of twenty for chartering. This is likely to take up to 5
years.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Develop New Branch Clubs to Charter
Review District for the formation of potential branch clubs
Feasibility study on potential branch clubs
Milestone Point - Branch formation priority list
Appoint CGLs for each branch formation
Develop branch programme, promote Lions in area and run 'Meet the Lions' meeting
Develop embryonic club through activities
Form branch and induct members
Develop membership to 20
Charter branch club
Milestone Point - District review of formation of branch clubs
20162011 2012 2013 2014 2015
3.2.3 Re-Districting
If and when MD 105 reorganises the District boundaries, the District and GMT should be
flexible to adapt to any changes. However, until such announcements are made by the MD,
it is not possible to create any plans.
31 Version 1.2 – January 2012
4. Leadership
4.1 Introduction – Current Status
For the Lions’ year 2011-12 Lions Clubs International have split the leadership role away
from the old MERL team forming two new teams, the Global Membership team (GMT) and
the Global Leadership Team (GLT). The role of the latter is still being defined at MD level but
within 105M it can probably be summarised into four separate needs. These needs and the
interaction between the GLT and other parts of the organisation are represented in the
following diagrams.
32
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12
NE
ED
IN
TE
RA
CT
ION
G
LT
OU
TP
UT
NE
ED
IN
TE
RA
CT
ION
G
LT
OU
TP
UT
Wh
at
Ne
ed
Fu
ture
Go
ve
rno
rs
Act
ion
De
fin
e r
eq
uir
em
en
ts o
f G
ove
rno
r
De
fin
e/i
de
nti
fy:
•
Wh
o –
wh
ich
Lio
ns
•
Wh
at
– n
ece
ssa
ry t
rain
ing
•
Ho
w –
pro
gra
mm
e
•
Wh
en
- t
ime
sca
le
Fu
ture
Go
ve
rno
rs
Lia
ise
an
d a
gre
e
Ad
vis
ory
Co
mm
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e
Pa
st D
istr
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Go
ve
rno
rs
Se
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r D
istr
ict
Lio
ns
Se
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r Le
ad
ers
hip
Tra
inin
g
Org
an
isa
tio
na
l sk
ills
Ma
na
ge
me
nt
skills
Co
mm
un
ica
tio
n s
kills
Tra
ine
d L
ion
(s)
to s
up
po
rt C
lub
(s)
Wh
at
Ne
ed
(G
MT
)
Re
ten
tio
n /
Gro
wth
Vu
lne
rab
le c
lub
or
bra
nch
Ne
w c
lub
s
De
fin
e/i
de
nti
fy:
•
Clu
bs
•
Pri
ori
ty
•
Loca
tio
n in
Dis
tric
t
Act
ion
Ass
ess
re
qu
ire
me
nts
De
fin
e/i
de
nti
fy:
•
Wh
o –
wh
ich
Lio
ns
•
Wh
at
– n
ece
ssa
ry t
rain
ing
•
Ho
w –
pro
gra
mm
e
•
Wh
en
- t
ime
sca
le
Lia
ise
an
d a
gre
e
Re
qu
est
GLT
su
pp
ort
MIC
Gu
idin
g L
ion
Clu
b E
xce
lle
nce
33
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n 1
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ary
20
12
NE
ED
IN
TE
RA
CT
ION
G
LT
OU
TP
UT
NE
ED
IN
TE
RA
CT
ION
G
LT
OU
TP
UT
Wh
at
Ne
ed
(G
ov
ern
ors
Te
am
)
Ca
bin
et
Off
ice
rs
•
Re
gio
n C
ha
irm
an
•
Zo
ne
Ch
air
ma
n
•
Co
mm
itte
e C
ha
irm
an
•
Sp
eci
ali
st O
ffic
ers
Act
ion
Ass
ess
re
qu
ire
me
nts
De
fin
e/i
de
nti
fy:
•
Wh
o –
wh
ich
Lio
ns
•
Wh
at
– n
ece
ssa
ry t
rain
ing
•
Ho
w –
pro
gra
mm
e
•
Wh
en
- t
ime
sca
le
Lia
ise
an
d a
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e
Re
qu
est
GLT
su
pp
ort
Tra
ine
d D
istr
ict
Off
ice
rs
Off
ice
r T
rain
ing
Sp
eci
ali
sati
on
Tra
inin
g
Pla
nn
ing
ski
lls
Pre
sen
tati
on
skills
Wh
at
Ne
ed
(C
lub
s)
Clu
b O
ffic
ers
•
Pre
sid
en
t
•
Se
cre
tary
•
Tre
asu
rer
•
Co
mm
itte
e C
ha
irm
an
•
Se
rvic
e
•
Fu
nd
Ra
isin
g
•
Me
mb
ers
hip
•
PR
Act
ion
Ass
ess
re
qu
ire
me
nts
De
fin
e/i
de
nti
fy:
•
Wh
o –
wh
ich
Lio
ns
•
Wh
at
– n
ece
ssa
ry t
rain
ing
•
Ho
w –
pro
gra
mm
e
•
Wh
en
- t
ime
sca
le
Ad
vis
ory
Gro
up
Re
gio
n C
ha
irm
an
Zo
ne
Ch
air
ma
n
Tra
ine
d C
lub
Off
ice
rs
Off
ice
r T
rain
ing
Pla
nn
ing
ski
lls
Me
eti
ng
skills
Pre
sen
tati
on
skills
Ad
min
istr
ati
ve s
kills
Acc
ou
nti
ng
ski
lls
34 Version 1.2 – January 2012
The following is a proposed strategy for the next five years.
4.2 Five Year Plan
This five year 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 (2011-2012)
• Align the District with the new Lions Clubs International structure for GMT and GLT
• Identify and select members of the training team
• Prioritise training and leadership needs
• 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 (2012 – 2013)
• Review Spring Training and consider feasibility of a Spring Forum training event for
2013
• 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 – Year 5 (2013 – 2015)
• Regularly review success of training delivered and revise material to address any
weaknesses
• Deliver full schedule of training events
• Revise schedule to meet changing needs
5. Governors Team
Introducing the post of 2nd
Vice District Governor to supplement the existing District
Governor and Vice District Governor to make a three person team, allows the load on the
District Governor to run the District during his/her year of office to be reduced. 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
35 Version 1.2 – January 2012
decisions and this works well. A further easing of the load on the District Governor is the
sharing of Club visits; indeed Lions Clubs International guidelines recommend that club visits
should be shared between the three Governors each year in such a way that each Governor
visits each club in the District over a three year period. This allows the District Governor
more time to in his year of office to manage the District, ensure that objectives and goals
are met and have more time to support District, Regions, Zones and clubs activities and
events. A number of Districts within MD 105 have already implemented this procedure and
as a result are seeing benefits for the District Governor and the District in general.
There are a number of models that can be followed:
• The District Governor visits half the clubs in the District in his year with the 1st
and
2nd
Vice District Governors sharing the remainder equally.
• The District Governor visits half the clubs in the District in his year with the 1st
and
2nd
Vice District Governors sharing the remainder, the 1st
Vice District Governor
visiting a greater proportion than the 2nd
Vice District Governor.
• The 1st
and 2nd
Vice District Governor sharing the club visits equally between them
during their terms in office and the District Governor managing the District and
attending Zone meetings and supporting District, Regions, Zones and clubs activities
and events.
Whichever system is adopted, it is essential that it is phased in allowing 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. A trial run by the 2nd
Vice District
Governor has been carried out this year (2010-2011). The feedback by clubs is positive,
members believing it not only reduces the burden on the District Governor but might
actively encourage Lions to put themselves forward for the position of Governor who might
otherwise be discouraged by the amount of work perceived in the position.
The following is the proposed five year plan to implement the change in club visits;
Year 1
• At the beginning of the Lions year, the Governors team will meet and agree the club
visits for the year.
• The District Governor will visit all District clubs at a business meeting.
• The 1st
Vice District Governor will visit between twenty and twenty five clubs at a
business meeting.
• The 2nd
Vice District Governor will visit fifteen clubs at a business meeting.
• The District Governor will attend as many Charter celebrations as possible in the
District.
• The Vice District Governors will attend the remainder of Charter celebrations
between them.
36 Version 1.2 – January 2012
Year 2
• At the beginning of the Lions year, the Governors team will meet and agree the club
visits for the year.
• The District Governor will visit between thirty five to forty District clubs (i.e. the
remaining clubs) at a business meeting.
• The 1st
Vice District Governor will visit fifteen clubs at a business meeting.
• The 2nd
Vice District Governor will visit fifteen clubs at a business meeting.
• The District Governor will attend as many Charter celebrations as possible in the
District, prioritising clubs not visited at a business meeting.
• The Vice District Governors will attend the remainder of Charter celebrations
between them.
Year 3 onwards
• At the beginning of the Lions year, the Governors team will meet and agree the club
visits for the year.
• The District Governor will visit between thirty District clubs (i.e. the remaining clubs)
at a business meeting.
• The 1st
Vice District Governor will visit fifteen clubs at a business meeting.
• The 2nd
Vice District Governor will visit fifteen clubs at a business meeting.
• The District Governor will attend as many Charter celebrations as possible in the
District, prioritising clubs not visited at a business meeting.
• The Vice District Governors will attend the remainder of Charter celebrations
between them.
• At the end of the year, the Governors team will meet to review the implementation
process and acceptance of the visit procedure by District Clubs.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
DG team agree club visit programme for the year
District Governor visit all clubs in the District
Ist VDG visit 20 - 25 clubs in the District
2nd VDG visit to 15 clubs in the District
DG team to attend club charter celebration
District Governor to visit 35 - 40 clubs in the District
Ist VDG visit 15 clubs in the District
2nd VDG visit to 15 clubs in the District
District Governor visit 30 clubs in the District
Year 1 Year 2 Year 3 Year 4 Year 5
37 Version 1.2 – January 2012
6. Communication and Public Relations
6.1 Introduction – Current Status
The Communication and Public Relations Committee currently performs the following roles:
6.1.1 Public Relations
The District PRO has a number of functions within the District. He should:
• Promote good public relations practice within the clubs, encouraging the appointment of
a PR officer in the club and providing templates for press releases and other promotional
material
• Seek to obtain publicity for Lions’ activities across a wider area than that covered by an
individual club through the linking of common events, e.g World Sight Day, or by
exploiting the newsworthiness of a local event.
6.1.2 Website management
The District Webmaster manages the layout and updating of the district website
(www.lions105m.org.uk) ensuring that it is up to date and relevant. He is not responsible for
the content of the site, however, and relies on district officers to provide material covering
their portfolios. The Webmaster acts as editor, not author, for this material.
6.1.3 Internal Communication
The District Webmaster also manages the district’s internal mailing list which is used to both
circulate district information to clubs and to publicise individual club events around the rest
of the district. All Club Presidents and Secretaries together with all District Officers are
required to be on the mailing list, all other Lions can be added to the list on request. Each
year the list is updated with any new officers added. Members are only removed from the
list if they so request. The current list contains around 380 members.
6.1.4 Midland News
Midland News is the internal newsletter for district 105M although it is published on the
website and is therefore available to the general public. The Midland News officer
encourages clubs to provide articles publicising forthcoming events as well as reporting on
past events. The Midland News officer acts as editor, not author, of the material used.
6.1.5 IT Coordinator
The District IT Coordinator is currently a shared office with District Webmaster and is responsible for
promoting the use of information technology by clubs. Primarily this involves encouraging and
assisting clubs to produce and maintain club websites. Recently this has expanded to include the use
38 Version 1.2 – January 2012
of social media such as Facebook and Twitter by clubs. Around 75% of the district’s clubs have
websites currently.
6.1.6 Almoner
The District Almoner is responsible for the welfare of members throughout the district
specifically through messages of condolence or congratulation on behalf of the district to
members who have suffered a loss or illness or achieved personal and Lions’ milestones.
The Almoner relies on being informed of such events by club members.
39 Version 1.2 – January 2012
6.2 Five Year Plan
This five year plan for communication and PR focuses on three areas, Public Relations, club
websites and social media. That is not to say that the other areas of the committee are not
important but that there is little forward planning required other than to carry on with
regular reviews of activities to ensure they are still relevant.
6.2.1 Preparation – Year 1/2 (2011-2013)
PR
• Work with Health, Youth and International Committees to plan for events or occasions
that can deliver wider publicity, e.g. World Sight Day, Lions Awareness Week, Young
Ambassador Finals.
• Encourage clubs to plan their own events to coincide with the above
• Continue to encourage clubs to appoint a PR officer
• Develop templates for press releases and other publicity material and get Webmaster to
add them to website
Web Sites
• IT Coordinator to visit clubs without a web site and offer to set up e-clubhouse site for
them
• Investigate possibility of running a training session for e-clubhouse management during
2012/13
• Aim to have at least replaced generic pages on district website with a generic e-
clubhouse site for all clubs by end of 2011/12.
Social Media
• Provide instructions on the use of Facebook and Twitter to all clubs by the end of June
2012
• Aim to have 10 new clubs on Facebook by end 2012.
6.2.2 Delivery – Year 2-5 (2012 – 2016)
PR
• Aim to deliver at least one publicised district wide event in conjunction with service
committees during 2012/3
• Aim to have 75% of clubs or more with a named PR officer by end 2012/13
• Press release template available on website by December 2012
Web Sites
• Review clubs’ web sites and encourage clubs to keep them up to date.
• Aim to have 100% of clubs with up to date or generic information by end 2012/13
Social Media
40 Version 1.2 – January 2012
• Monitor club use of social media and advise on best practice
• Plan social media training session during 2012/13 to be run by end 2012/13
41 Version 1.2 – January 2012
7. Future Considerations
This year, the Long Range Planning Committee has continued to focus on Service and
Membership in the District and the implementation of a Governors Team. In addition
sections on Leadership and Communications and PR have been added. Two areas have not
been considered:
• Region and Zone Chairmen
• Finance and Administration Committee
7.1 Region and Zone Chairmen
In 2008, the District carried out an exercise to re-Region and re-Zone the District. In doing
so, the number of Regions in the District was reduced from five to three, the number of
Zones from ten to nine and the number of Zones in each Region increased from two to
three. A number of other changes were introduced:
• Improved training for Region and Zone Chairmen by the District Leadership Officer
• Introduction of two Region and Zone Chairmen review meetings during the year to
measure progress, discuss issues arising from clubs to gain view from other chairmen
and to share experiences
• Holding pre-Cabinet meetings with the District Governor for two-way discussions
about District club issues in a confidential environment
Currently, Regions and Zones and the clubs therein are working effectively with the District
and therefore there appears no reason to change things at the moment. However a review
is being conducted by the Long Range Planning Committee to validate this opinion.
7.2 Finance and Administration Committee
The aim of the Finance and Administration Committee is to achieve being the global leader
in community and humanitarian service at the lowest costs to Lions and their families. Over
the past couple of years the District has been managed financially so as not to require
increases in its dues to the members. This has been achieved to a large extent by a
reduction in administrative costs by embracing modern technology in the form of e-mail.
Monthly mail shots have become a thing of the past and with it printing and postage costs.
Whilst many Lions believed that it was transferring printing and associated costs from
District to their own pockets, in reality most Lions read communications electronically and
print very little.
Nevertheless there is no long term financial plan for the district and the Finance and
Administration Committee have been asked to consider how such a plan could be
formulated and implemented.