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Strategic Plan

Strategic Plan. District 10 2010-2012 Biennium. The Mission Statement. The central purpose and role of District 10 is defined as:

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Strategic Plan

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  1. Strategic Plan District 10 2010-2012 Biennium

  2. The Mission Statement • The central purpose and role of District 10 is defined as: Zonta International is a global organization of executives and professionals working together to advance the status of women worldwide through service and advocacy.

  3. The Vision Statement • ZI Vision of the Future • Zonta International envisions a world in which women’s rights are recognized as human rights and every woman is able to achieve her full potential. • In such a world, every woman is literate and has access to education, health care, legal and economic resources on an equal basis with men. • In such a world, no woman lives in fear of violence.

  4. Objects • The objects of ZI shall be • To improve the legal, political, economic, educational, health, and status of women through service and advocacy. • To work for the advancement of understanding, goodwill, and peace through a world fellowship of executives in business and the professions. • To promote justice and universal respect for human rights and fundamental freedoms. • To be united internationally to foster high ethical standards, to implement service programs, and to provide mutual support and fellowship for members who serve their communities, their nations, and the world.

  5. Values • ZI endorses the values expressed in the United Nations Universal Declaration of Human Rights. ZI is nonpartisan and nonsectarian; it is independent and takes positions based on its own values. • As Zontians we are: • Honest • Trustworthy • Respectful of others • Committed to Zonta’s mission • Loyal to ZI

  6. Guiding Principles • Women’s rights are human rights, essential for the development of all peoples. • By advancing the status of women, society as a whole is improved. • The key to change is the combination of service and advocacy. • Worldwide and local action is our strength. • International friendship encourages understanding and peace in the world. • Zontians are united through purpose, values and democratic principles.

  7. Service Goal 1: Zonta’s service programs reflect and enhance its mission. District 10 • Promotes & recognizes club activities that support and meet these objectives

  8. Advocacy Goal 2: ZI is a leading advocate for the rightsof women and the girl child District 10 • Communicates with clubs • Promotes and recognizes club programs/activities linked to advocacy

  9. Membership Goal 3: Increase membership by retaining and recruiting members who are committed to and actively work towards achieving Zonta’s mission. District 10 • Each club has a net increase of 1 • 90% of clubs achieve membership 20 or more (Promote and recognize club plans to achieve increased membership) • Each club has no more than 25% in any one classification

  10. Governance Goal 4: ZI’s governance structure facilitates the achievement of its mission. District10 • Each club has a structure mirroring ZI’s committee structure • Each club has a succession plan

  11. Governance Goal 5: The ZI Foundation governance structure facilitates the achievement of its mission. District10 • Ensure D10 Foundation is healthy and we are able to continue our scholarships • Recognize clubs who give 1/3 of their service funds to ZI Foundation • Recognize clubs with an increase in individual giving

  12. Financial Goal 6: ZI has sustainable financial resources that support current activities and provide for long-term growth District10

  13. Financial Goal 7: Zonta’s districts and clubs have sustainable financial resources that support current activities and provide for long-term growth. District10 • Present and execute a balanced budget that accurately reflects the state of the district • Provide clear presentation of financial position

  14. Financial Goal 8: ZI Foundation has sustainable financial resources that support current activities and provide for long-term growth District10 • Foundation continues to meet scholarship obligations

  15. Staff Goal 9: ZI employs qualified, committed and effective staff that support the mission and goals of ZI and ZIF by providing appropriate and responsive services District 10

  16. Credibility and Visibility Goal 10: ZI is the organization of choice for those committed to advancing the status of women through service and advocacy. District 10 • Recognize those clubs with a PR Plan • Recognize those clubs with a Marketing Plan • Recognize those clubs with a club newsletter • Recognize those clubs with a club website in concert with Electronic Communication Policy of Zonta International

  17. Strategic Action Programs The following strategic action programs will be implemented: • Action Plan One – Increase Membership (OMC Chair) • Develop action plan to mentor clubs w/ less than 20 members • Develop action plan for membership drives and new member orientation • Establish communities to target for new clubs within 1 year • Charter new club in New Mexico in Albuquerque or Santa Fe • Charter new club in Arkansas in Fayetteville or Little Rock • Charter new club in Oklahoma in Broken Arrow, McAlester, Jenks, or another surrounding suburb of Tulsa • Examine Texas communities of Denton, Gonzales, Hillsborough

  18. Strategic Action Programs (cont.) • Action Plan Two – Continue fiscal responsibility (Treasurer) • Prepare and present financial documents/papers at 2011 D10 Conference which clearly and accurately reflect district financial position • Categorize expenses under appropriate budget line items • Prepare accurate database of district membership by 2011 D10 Conference • Determine and execute plan to digitize district financial records by end of 2010-2012 Biennium • Work with Gov and D10 Board to prepare realistic budget for next biennium to present at D10 Conference in 2011

  19. Strategic Action Programs (cont.) • Action Plan Three – Communicate Effectively (Board Members/PR Chair) • Establish accurate database of members, including email addresses, within 6 months • Obtain rosters from each club by Sep 1, 2011 (Area Directors) • Obtain list of committee chairs from each club and pass to district committee chairs by Sep 1, 2010 • Establish communication method (like Zonta flashes or Facebook) this biennium to provide critical information to district members

  20. Implementing the Plan • Active involvement in Zonta leads to commitment • Commitment impacts recruitment, which leads to growth • Growth is key to a strong and healthy district

  21. Implementing the Plan (cont.) • Accomplish the mission • Our mission is to advance the status of women • We need members to achieve our mission • We need a (methodology) to recruit and retain members • Develop the (methodology) • A (methodology) needs a plan to achieve the objectives • A plan requires clearly stated expectations and requirements

  22. Implementing the Plan (cont.) • Get motivated about Zonta…through variety of activities • Service • Networking • Fellowship • Advocacy • Programs • Community

  23. Implementing the Plan (cont.) • Stay organized • Strong, well-connected committee structure puts like minds together to accomplish activities • Operates district efficiently • Fosters commitment

  24. Implementing the Plan (cont.) • Communicate • About where we are headed • About opportunities, successes, and activities • About larger mission issues and international service

  25. Implementing the Plan (cont.) • Recognize and celebrate • Make sure good works get acknowledged • Internally, via newsletters, meetings, special awards, birthdays • Externally, via activities, events, training, awards, public relations

  26. Succession Planning • Leadership is vital to any district • Building/developing good leaders in our district means exposing them to Zonta roles and missions • Continuity in the club, area, and district is vital to the success of Zonta

  27. Succession Planning (cont.) • Succession planning (and continuity) can be accomplished in many ways: • Begin exposure to board through Director position and then move to other offices • Establish a President Elect position as the president in training • Establish a succession where the Vice President moves up to Pres Elect and then to President • Adopt two year terms for each office; this assures continuity and good training in key positions

  28. Summary • Long Range and Succession planning are initially time-consuming • However, once our plan is developed, it can be reviewed and easily updated each Biennium • It gives our members and district leadership common goals and objectives to plan for and accomplish • Result is a successful and viable district!

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