Lions Clubs International

LIONS CLUBS INTERNATIONAL

DISTRICT 105E

STRATEGIC PLAN 2017-18

THE POWER OF WE We stand together to serve those in need

THE POWER OF THE POWER OF ACTION SERVICE We must be the change we As more of us come together, the wish to see in the world world’s problems become smaller

District 105E Strategic Plan 2017-18 V2 1 PURPOSE OF THE STRATEGIC PLAN

The Strategic Plan is used to summarise the health of District 105e and outline work required to enable the District to develop in the future when it merges with District EA.

It focuses on seven key trends;  Management of Change  Technology Advances  Financial Planning  Internationalisation  Sustainability  Service provision  Moving forward

The Strategic Plan sets out the strategy to be adopted over a rolling period which will encompass at least the next 3 year tenancy of the District Governor, 1st Vice District Governor and 2nd Vice District Governor.

The District Strategic Plan should be linked closely to the International and Multiple District strategy.

INTERNATIONAL VISION, MISSION AND STRATEGY

To be the global leader in community and humanitarian service.

To empower volunteers to serve their communities, meet humanitarian needs, encourage peace and promote international understanding through Lions Clubs.

The focus this year is to embrace our association’s motto “We Serve” It is a powerful expression. “We” symbolises the power of our 1.4 million members, and “Serve” expresses our clear, decisive action to convert every dollar into service for the most urgent needs around the world.

The Power of We The “Power of We”, one person cannot lift a car, but together we can, one person cannot educate a village, but a group of like-minded people can. As more of us come together, the world’s problems become smaller.

“We Serve” also highlights our most important quality – connectivity We are connected to each other as Lions and to the communities we serve. In a chain, each individual link combines to form an unbreakable line. If our chain has 1.4 million strong links, that becomes a powerful force for good.

The Future is Now Our new strategy – LCI Forward – was developed as a road map for Lions to plan, implement and achieve our vision for the future and meet the growing needs of the world. This new strategy will enhance our service framework, reshape public opinion and improve visibility, improve our club, district and organisational excellence and improve our membership experience while reaching new markets.

We look to build on our strong history of impact and enhance our focus to meet the growing challenges facing our world and couple those with the strategies and resources of LCIF.

In addition to the Global Leadership Programme and Global Membership Programme already being rolled out. LCI have created the Global Service Framework to mobilize the passion, interest, and efforts of Lions and Leos behind five service areas: diabetes, environment, hunger relief, pediatric cancer, and vision.

The goal is to triple our humanitarian impact by serving 200 million people annually across the globe by 2021. The Global Service Framework complements all the great ways clubs serve locally, and it

District 105E Strategic Plan 2017-18 V2 2 gives Lions and Leos new opportunities to respond to the diverse set of needs facing the global community.

“TOGETHER : We will harness the power of we. We will commit to action. We will leave the world a better place for all.”

DISTRICT STRUCTURE

DISTRICT CABINET

The District Cabinet comprises of the following members;

 District Governor  Immediate Past District Governor  1st Vice District Governor  2nd Vice District Governor  District Administrator  District Secretary  District Minute Secretary  District Treasurer  Sergeant at Arms  Strategic Development Team  District Administration Team  District Communications Team  District Global Membership Team  District Global Leadership Team  District Community Service Team  District Youth Team  District International Team  Zone Chair Team  Centennial Team

The positions of District Administrator, District Secretary, District Treasurer, Zone Chairmen, District Team Leaders and District Officers have to be agreed with the District Governor prior to appointment. Some of the Officers take on these duties based on a three year period.

The Cabinet Officers comprise of the Team Leaders plus the Zone Chairs and the Cabinet meetings are arranged by the Sergeant at Arms at the request of the District Governor. District Officers comprise of the members of each of the District Teams.

The Cabinet is a body that moves things forward within the District, not looking back on things that have already gone but learn from the good practices and experiences of the past. Reports are taken as read and are collated and distributed electronically two weeks before each Cabinet Meeting. The Cabinet Meeting is therefore a forum of decision-making and an advisory body concerned with driving the District forward using the Strategic Plan as a basis for discussion.

DISTRICT GOVERNOR TEAM

The district administration and district leadership would be an overwhelming responsibility for just one person. By approaching district leadership as a team, the District Governor, 1st Vice District Governor, and 2nd Vice District Governor can accomplish more and serve in their positions more effectively, ultimately improving district operations.  District tasks are delegated and dispersed across the team, resulting in more effective district administration and leadership  Opportunities exist for the 1st and 2nd Vice District Governors to gain experience  There is continuity in district administration from year-to-year District 105E Strategic Plan 2017-18 V2 3  A collaborative and supportive team environment is created

The District Governor Team is at the core of the team-based structure of the district GMT, GLT and GST. The integration of these three teams at the district level will address regional growth and development, increase membership, improve club health, enhance the quality of leadership and provide more service to the community, locally, nationally and internationally.

The District Governor Team will visit zone meetings across the district at least once every year to facilitate successful administration of the club. Clubs will be offered the opportunity for the District Governor to visit should they wish it.

The purpose of visits are to ensure that clubs are :  Functioning within the constitution and by-laws and policies of the association  Conducting meaningful community service projects  Demonstrating excellent financial practices  Maintaining effective internal communications and continuous community public relations programmes  Implementing membership recruitment, orientation and retention programmes  Participating in District, Multiple District and International events.  Convey the messages from the International President, the Board of Directors, and the District  Discussing difficulties, if any, and possible solutions.

DISTRICT ADMINISTRATION OFFICER

The District Administration Officer will :

 support the strategic work of the District Governor in rolling out the strategic plan across the District. They will provide co-ordination of the Team Leaders to support them in the delivery of the aims and objectives of their team to meet the goals of the District Governor.  be an experienced Cabinet Officer who will ensure the District Strategic Plan is maintained and accomplished. The post will be a three year post.  liaise closely with the District Governor and be familiar with the progressive arrangements for District key events, incoming officers’ forums and District Convention. They will take part in Club Officers’ Workshops as required.

The District Administration Officer is a member of the Strategic Development Team.

DISTRICT SECRETARIAT

The Cabinet Secretariat is under the supervision of the District Governor.  District Secretary  District Minute Secretary

The duties of the District Secretary are to;  Further the purpose of the association  Keep an accurate record of the proceedings of all meetings of the District Governor’s Cabinet and District Convention  Forward Cabinet Meeting minutes within five days after each meeting to all members of the Cabinet. Provide copies of the Convention minutes to the District Governor and every club secretary.  Give the successor all records that pertain to the office of Cabinet Secretary, immediately following the end of the fiscal year.  Perform such other duties pertaining to the office of District Secretary, and as delegated to him or her by the District Governor and Cabinet

District 105E Strategic Plan 2017-18 V2 4 DISTRICT FINANCE

The District Finance is under the supervision of the District Governor.  District Treasurer  District Assistant Treasurer  Sponsorship/Acquisitions Officer

The duties of the District Finance are to;  Further the purpose of the association  Deposit funds in bank(s) as are designated by Cabinet  Disburse those funds only on authorisation of the Cabinet  Obtain bond for the faithful discharge of the duties of this officer in an amount set by Cabinet  Submit a financial report to the Cabinet and other special reports as requested by the Cabinet  Submit the District Books and Accounts for Audit whenever required by the Cabinet  Give the successor all monies and records, financial and otherwise, that pertain to the office of Cabinet Treasurer, immediately following the end of the fiscal year.  Assist in obtaining financial funding in the form of Grants, Loans, Sponsorship, etc.  Administrate and Coordinate a Resource Stock within the District ensuring that stocks are maintained and Clubs are made aware of the Resources available.  Perform such other duties pertaining to the office of District Treasurer, and as delegated to him or her by the District Governor and Cabinet

STRATEGIC DEVELOPMENT GROUP

. Chairman - IPDG . Member – 1st VDG . Member – 2nd VDG . Member – PDG . Member – PDG . Member – District Administration Officer . Member – District Secretary . Member – District Treasurer . Member – Seconded Lions at discretion of SDG Chairman

The Strategic Development Group looks at the structure and the administration of the District along with future changes that may be required from time to time.

This will include any Resolutions that may be submitted for the District Convention and Multiple District Convention along with looking at the Roles and Responsibilities of District Officers and the District resources.

The Strategic Development Group also has the responsibility for monitoring the status of the Strategic Plan throughout the Lionistic year.

Going forward to the new District The Strategic Development Team will develop a plan to take the District forward to merge with District EA. A team will be set up to negotiate a way forward with District EA which be presented to Cabinet at their November 2017 meeting.

CERTIFIED GUIDING LION TEAM

 CGL Team Leader – 2nd VDG  Certified Guiding Lions

It is recognised that assistance is required for new clubs, or the strengthening of existing clubs, in the aim of providing a service in the local communities. The Certified Guiding Lion Programme provides the skills for existing experienced members to become effective guiding Lions and members of the

District 105E Strategic Plan 2017-18 V2 5 Certified Guiding Lion Team, who can provide the assistance and mentoring for clubs to become more effective within the community.

Two Guiding Lions will be appointed to each club who requires their assistance for a period of two years. The role of the Certified Guiding Lions will include;  Attending meetings of the assigned club

 Provide necessary advice, guidance and mentoring

 Promote the effective running of the assigned club

 Encourage the assigned club to participate in Lions activities

 Submit status reports to the District Governor Team as to the progress made within the assigned club

ZONE TEAM

Zone Chairperson Coordinator – Global Leadership Team Leader  Zone A  Zone B  Zone C  Zone E  Zone F  Zone G  Zone H  Zone I

The Zone Team comprises of the nine Zone Chairpersons, these provide a link between the Clubs within the District to the District Governor and District Officers.

The Zones are as follows :

 Zone A - Barton on Humber, Brigg District, Caistor & District, Humberston North Sea, Grimsby Cleethorpes, Market Rasen.  Zone B - Gainsborough, Glanford & Lindsey, Hykeham, Isle of Axholme, Lincoln, Scunthorpe, Winterton.  Zone C - Boston, Coningsby & Tattershall, Horncastle & District, Louth District, Mablethorpe Sutton & District, Skegness, Spilsby, Woodhall Spa.  Zone D - Bourne & District, Crowland, The Deepings, East Elloe, Grantham, Sleaford & District, Spalding, Stamford & District.  Zone E - Ashbourne, Derby, Ilkeston, Matlock Derwent Valley, Ripley Amber Valley.  Zone F - Ashby-De-La-Zouch & Coalville, Loughborough, Rothley & Soar Valley, Shepshed, Swadlincote & District.  Zone G - Edwinstowe & The Dukeries, Newark, North Notts, Retford, Southwell & District, Worksop.  Zone H - Nottingham West, Notts Derby Hemlockstone, Radcliffe on Trent, Vale of Belvoir.  Zone I - Blaby & District, Leicester Charnwood, Leicester Host, Melton Mowbray, Oadby & Wigston, Rutland.

The Zone Chairperson is the link between the clubs in the Zone and the District leadership team. The Zone Chairperson should motivate and counsel clubs and communicate with clubs. The Zone Chairperson should be a Lion who has leadership ability and is respected in the area.

The duties of a Zone Chairperson are to;  Further the purposes of the association

District 105E Strategic Plan 2017-18 V2 6  Serve as chairperson of the District Governor’s Advisory Committee in the Zone and call regular meetings of the committee  Play an active role in membership development including organising new clubs  Be well informed about the activities and health of the clubs in the Zone  Endeavour to have every club in the Zone operate according to its constitution and by-laws and the association’s policies and constitution and by-laws  Promote representation at International, Multiple District and District Conventions by each of the clubs in the Zone  Visit a regular meeting of each club in the Zone at least once and report the results to the District Governor Team.  Attend a business meeting of each club in the Zone and report the results to the District Governor Team.  Play an active role in leadership development at the club level  Perform such other functions and act as may be required by the International Board of Directors.

GLOBAL MEMBERSHIP TEAM (GMT)

. GMT Coordinator . 1st Vice District Governor . 2nd Vice District Governor . Membership Registrar . Internet Club Co-ordinator

The GMT is headed by the District GMT Coordinator and monitors the membership of the District via the My LCI Monthly Membership Reports and Activity Reports, along with providing guidance on Recruitment, Retention, Extension and New Club Development.

District 105E’s aim is to increase membership by 10% to ensure our Community Activities can be resourced adequately and we can grow the District membership year on year.

The membership team will develop a membership event in a box tool for clubs to be able to deploy.

GLOBAL LEADERSHIP TEAM (GLT)

. GLT Coordinator . 1st Vice District Governor / Certified Guiding Lions . 2nd Vice District Governor . Club Officer Training . Zone Chairs

The Global Leadership Team, headed by the District GLT Coordinator, analyses training needs, designs and delivers training, coaching and mentoring to develop Lions throughout the District. The GLT Coordinator works closely with the Multiple District GLT leader and Lions Clubs International leadership Division.

The development programmes provided include :  Member Orientation

 Mentoring Programme

 Emerging Lion Programme

 Club Officer Training

 Zone Chairs Training

 District Officer Training

District 105E Strategic Plan 2017-18 V2 7  Certified Guiding Lion Training

 District Governor Training

 Regional Forums

The Global Leadership Team will :  Develop a portfolio of training materials that can be delivered both face to face and virtually to ensure the information is accessible to everyone at a time that suits them.  Set up and communicate 4 training events at locations spread across the District. COMMUNITY SERVICE TEAM

. Community Service Team Leader . Diabetes . Message in a Bottle / Message in a Wallet . Plugsters . Disaster Relief

The Community Services programme covers all aspects of health projects which are sponsored by the District, Multiple District and International. These projects can be in partnership with other organisations or as stand-alone Lions projects.

The third Purpose of the Lions is, ‘to create and foster a spirit of understanding among the people of the world’. The Purpose emphasises the importance of Lions international understanding and cooperation commonly known as International Relations.

Community programmes fulfil the Fifth Purpose of Lions Clubs International: ‘To take an active interest in the civic, cultural, social and moral welfare of the community’. Community projects can also include recreation, eye health programmes, environmental projects, aid to elderly, computer instruction and citizenship classes.

The LCIF supports the efforts of Lions clubs around the world in serving their local communities and the world community as they carry out important humanitarian service projects. The LCIF Coordinator will act as the link between the District and LCIF. The role will ensure any application for grants meets the Associations criteria and help is given to the Clubs in making any Grant Application.

YOUTH TEAM

. Youth Team Leader . Leos . Young Leaders in Service . Young Ambassador . Peace Posters . Youth Football . School Liaison

The future of any association is youth and their development. Lions have always recognised this and the programmes we undertake reflects our commitment to youth development. Lions can find many different ways to engage with young people who are willing to participate in these youth programmes. The programmes are aimed (and constantly being reviewed) to interest the youth of today.

The Youth team will develop a new Youth programme that is aligned with the youth of today. They will also find out from our young Lions what this organisation needs to look like going forward.

COMMUNICATIONS TEAM

. Communications Team Leader . Public Relations and Marketing . District Newsletter District 105E Strategic Plan 2017-18 V2 8 . Webmaster . Almoner

The Communications Team will develop the awareness of all Clubs to the benefits of good marketing and public relations by increasing the public’s knowledge and understanding about what the Lions do through hard copy publications, electronic means and public awareness stands.

The PR grant that has been created, will assist Zones and Clubs to promote Lions within their areas.

ADMINISTRATION TEAM

. Administration Team Leader . Constitution, Nominations & Resolutions . Health, Safety . Insurance . Vulnerable Persons . Convention Co-ordinator . Convention Officer . Legal . Competitions

The Administration team provides the governance and compliance for the District. It provides guidance to members, Clubs and District of their legal responsibilities under Regulatory Law and International, Multiple District and District Constitutions and By-Laws.

They will also advise Clubs based on the Standard Club Constitution.

The Convention Officer provides the guidance and arranges the International, Multiple District and District Convention in conjunction with the Convention Host. This follows the District Convention Guidelines.

Competitions are a way of recognising achievement and developing a friendship and fellowship between members. The following Competitions are organised by the District:  International Relations  Medic Alert  Young Ambassador  Opportunity for Youth  Peace Poster  Special Peace Poster  Environmental Photography  Membership Growth  Travelling Lion

INTERNATIONAL TEAM

. International Team Leader . International Relations Officer . LCIF Co-ordinator . North Sea Lions . Water Projects (Water Aid) . Bert Mason Humanitarian Award . Twinning . School in a Box . Street Children . One Shot One Life

The International team cover Lions projects which are sponsored on an international basis through Lions Clubs International Foundation. District 105E Strategic Plan 2017-18 V2 9 The LCIF supports the efforts of Lions clubs around the world in serving their local communities and the world community as they carry out important humanitarian service projects. The LCIF Coordinator will act as the link between the District and LCIF. The role will ensure any application for grants meets the Associations criteria and help is given to the Clubs in making any Grant Application

LIONS CLUBS

Lions Clubs International has developed club types to meet the needs of our changing world, reaching people who have not previously had the opportunity to join a Lions club. The District would encourage all Lions Clubs to be of mixed gender and encourage both male and female membership.

The club types are listed below;  Traditional Lions Clubs  New Century Clubs  Campus Lions Clubs  Lioness Lions Clubs  Leo to Lions Clubs  Club Branch Program  Internet Cyber Clubs

LIONESS CLUBS

Under the sponsorship of a Lions Club the purposes of Lioness Clubs are; a) To provide community service opportunities for individuals under the jurisdiction of the sponsoring Lions Club. b) To cooperate with the sponsoring Lions club in carrying out its service program and activities. c) To unite its membership in friendship, fellowship and mutual understanding.

The sponsoring Lions Club are responsible for the organisation, supervision and guidance of its affiliate Lioness Club and the Lioness Clubs will have the same program of comprehensive General Liability insurance (Public Liability) available at no cost as it is provided to Lions Clubs.

The District acknowledges the Lioness Clubs, the excellent work done and the Service Activities carried out, but encourage females to be members of a Lions Club.

LEO CLUBS

The importance of the Leo Clubs should not be understated as these young people are the future of Lions in years to come.

The Leo Club programme provides young people with the opportunity to develop leadership skills by conducting civic and service activities in their communities.

The sponsoring Lions Club is responsible for the organisation, supervision and guidance of its Leo Club

ANALYSIS OF OPERATING ENVIRONMENT

PESTLE ANALYSIS

The PESTLE analysis tool can be used to identify the current status and position of the organisation in relation to the external environment. This then can be used as a basis for future planning and strategic management in conjunction with the SWOT analysis.

District 105E Strategic Plan 2017-18 V2 10 Political Economics The Big Society Current economic climate 2015 Elections – lobby MPs and prospective MPs Disposable Income Police Commissioners – non-political, lobby on National Lottery Funding Service projects European Funding Euro Elections, East Midlands constituency mirrors Sponsorship 105E – lobby candidates Terrorism attacks

Social Technical Inclination of Public to become volunteers IT Communications advances Increased need to develop and support food Real Time information donations such as food kitchens Home Internet The role of Charity Organisations Video Conferencing Changing Population Demographics Twitter Increased need for communications Facebook Trend towards IT communications Linkedin Work/Life Balance Skype People living longer Doodle Young people need voluntary work on CVs to get Lions App jobs More Part-Time Workers Increase in homeless Partnerships Safeguarding of our children Legal Environmental Health & Safety Regulations ‘Green’ Initiatives Equality and Diversity Act Carbon Footprint/Reduction Human Rights WEEE Regulations Race Relations Environmental Education Disabilities Climate Change Constitution & By-Laws Licencing Framework Vulnerable Persons (CRB) Insurance Liabilities Contractual Framework Manifestos

SWOT ANALYSIS

A brief analysis of strengths, weaknesses, opportunities and threats (SWOT) of the current situation in the District is as follows:

Strengths Threats ? members Challenges from other organisations for the same ? clubs giving a wide geographic spread small group of volunteers Wide range of service activities undertaken in local Dying membership communities Decreasing numbers in clubs means that clubs may Good brand image close down A group of very enthusiastic leaders Lack of belief – “we can” not “we can’t” Strong service ethic Complacency Raises in the region of £500,000 a year Cost of membership Succession planning is in place Economic climate Clubs within the District support international Loss of 3 zones from the District and the potential projects loss of those members through that action Long service members Loss of good District Officers when the 2 Districts Member development opportunities merge Innovative in Lionism Autonomous Clubs Weaknesses Opportunities Ageing membership Develop new style clubs – work based, lunch clubs, Membership apathetic to some degree in majority Saturday clubs etc.

District 105E Strategic Plan 2017-18 V2 11 of clubs Attract female members Little empathy with younger age groups Develop branch clubs Some clubs do not accept females Go into young established groups i.e. Young Little attraction to younger age groups Farmers, Scouting, Guiding to attract them to form Profile of membership in some Clubs branch clubs when they get too old for current Good officers spread too thinly groups Small clubs Continual development opportunities for members Resistant to change Work in partnership with other agencies within a Retention of Members Club’s locality to share the workload. Cost of membership Chance for new members to attend orientation Parochial Clubs sessions, leadership sessions, club officer sessions, Lack of use of Corporate image etc. Distance of travel across the District after the Work with the Marketing and PR Committee to merger develop further the PR strategy for the district and roll it out Continuation of Certified Guiding Lion Programme Talk to large corporate organisations to develop opportunities for new members and sponsorship of activities Chance to empathise with younger age groups Develop Leo Clubs Continue to promote the Centennial and use that for additional marketing and PR Through the merger of the Districts wider group of Lions to appoint to District roles Because of the larger new District the opportunity to develop electronic communications to ensure that the District works efficiently

DISTRICT GOVERNORS DREAMS

 Stop membership decline  Develop a more family friendly environment  Not change my life to be District Governor  Stop Lions being the World’s best kept secret  Have a year of FUN with all the District’s Lions

Along with these the District Governor has set some goals for Lions as a District in terms of Leadership and Membership as follows:

 Develop a portfolio of training materials that can be delivered both face to face and virtually to ensure the information is accessible to everyone at a time that suits them.  Set up and communicate 4 training events at locations spread across the district.  Clubs will be challenged to increase their membership by 10% by utilising the tools made available to them.  Develop a membership event in a box tool for clubs to be able to deploy.

Regarding moving this District forward the District Governor has added few more items.

 Come up with a new Youth programme that is aligned with the youth of today.  Find out from our young Lions what this organisation needs to look like going forward.  We have a new position within the Global Action Team, the Global Service Team Leader, this role is for me the focal point for why we do what we do and as a District I want us to take this role and shape it to work in our environment maximise the value of it in all we do and encourage the clubs to do the same.  There are two Lions heads on our logo and that I not to make it symmetrical. There are two heads because as an organisation we need to look in two directions, at our local communities and the at the wider world, this is a key message we need to communicate to everyone we can and encourage support for national and international projects as well as the ones in our communities.

District 105E Strategic Plan 2017-18 V2 12 Together with the help from our members, sponsors, partners and the public we can achieve so much in helping those in need, and those less fortunate than ourselves.

 We must be aiming for an increase in membership of 10% by continuing to recruit new members but also ensuring our existing members are retained.

 We must be providing our members with knowledge, skills and empowerment to enabling them to want to support our organisation now and in the future.

 We must be looking to promote a professional, well run organisation with a Corporate Image and reputation that can be proud of its achievements and is known for its impact in community activities.

 We must play our part in our International Association by promoting and supporting our charity arm; Lions Clubs International Foundation.

 We must work with partners to maximise the impact we can achieve within the community.

 We must all work as a team, not only at Club level but also at Zone, District, Multiple District and International levels; we are all part of the Family of Lions and should encompass Friendship, Fellowship and Fun.

District 105E Strategic Plan 2017-18 V2 13 DISTRICT MISSION STATEMENT

The District Governor Team have prepared the Strategic Plan in conjunction with the Strategic Development Team.

The District Cabinet has reviewed the Strategic Plan and endorsed its implementation.

The Mission Statement for District 10E has also been reviewed as follows:

1. To provide and encourage an environment where Members and Clubs provide a Service for the Community through Local, National and International Projects.

2. To continue the Recruitment and Retention of members within the Association along with the Extension of Clubs to allow growth and development of members.

3. To continue to meet the humanitarian needs of the Community by the support and partnership of the health programmes. With special emphasis on the Signature Project - Lions Eye Health Programme (LEHP)

4. To promote Youth and Lions Youth Activities within the local communities, encouraging young people to have a positive, humanitarian, respectful and helpful approach to their Community. With special emphasis on the Signature Project - Young Leaders in Service (YLiS).

5. To promote Lions Clubs International within the Community to ensure public awareness and understanding of the Association’s achievements Internationally.

6. To provide Development and Leadership of members to enable succession planning for the continuation of the Association within the District.

7. To ensure the Members, Clubs, Zones and District conform to the Constitutional arrangement of the Association and provide a Service which conforms to the legal requirements set by the Country, Regional and Local Regulatory Authorities.

8. To encourage members and clubs to support the International association of Lions through Lions Clubs International Foundation.

RESOURCES

To enable the District Strategic Plan to operate, resources must be made available from within the District finances. The plan will require funding to allow the District Officers and Teams to fulfil their Aims and Objectives.

A Management Budget will be prepared each year by the Strategic Development Team and submitted to Cabinet for approval. The Financial Budget will be monitored by the District Treasurer and the status will be reported at the Cabinet Meetings. A copy of the agreed budget will be in the Appendices of the Strategic Plan.

CONCLUSION

A strategy such as this requires a commitment from the DG and VDGs over the next 3 years to see it through. The only way that it can work is if we get strong District teams working together, who are supported 100% by Cabinet. It is important that Clubs see benefits from the work that is being carried out within the District which will allow them to become involved in the ‘programme of change’ and start to change the way that they do things. However, the success of this strategy will be in the total commitment to see it through its journey, and the continuation of the work beyond the 3 years with the belief that Lions can develop and grow.

District 105E Strategic Plan 2017-18 V2 14 APPENDICES 1. Zone Chair Team Aims and Objectives 2. Global Membership Team Aims and Objectives 3. Global Leadership Team Aims and Objectives 4. Community Services Team Aims and Objectives 5. Youth Team Aims and Objectives 6. Communications Team Aims and Objectives 7. Administration Team Aims and Objectives 8. International Team Aims and Objectives 9. Financial Budget

Signed: District Governor Lion Stephen Green

Signed: 1st Vice District Governor Lion Stephen Scall

Signed: 2nd Vice District Governor Lion Gurcharan Manku

Dated:

District 105E Strategic Plan 2017-18 V2 15