Project Vision 2010-2011

A strategic planning project of the Kiwanis Club of Oceanside Pacific, consists of a series of guiding principles which will be passed along to incoming presidents over the years. They are to be used to keep the club on a relatively consistent course toward the vision of a well-known and respected service club in our community. Each of these principles should positively impact the progress toward that ultimate goal. The intent is that they be reviewed and updated each year prior to being passed on to the next president.

The image projected by the meeting place, both inside and out, should be a positive one as viewed by members and potential members. The meeting room should be easy to locate and parking should be ample and nearby. Noise level during meeting should be minimal, especially the food preparation and service aspects. The room should lend itself to set up for a business meeting, including the ability to expand when necessary. The cost of the meeting room and the level of service (food, set up, etc.) are high priorities. Members should be surveyed as least annually for any likes/dislikes in all of the above categories. The room must be barrier free for those with physical disabilities, including appropriate restroom facilities nearby. There must be sufficient, accessible and secure storage for club equipment.

Changing the day of the regular meeting should not be attempted unless the club is compelled to change. Avoid weekends and Mondays since attendance suffers on these days.

The time the meeting starts and the manner in which it starts are important considerations. The time should reflect members= needs as much as possible. Meetings should always begin at the appointed time. Never change the time, even a few minutes, unless compelled to do so. Ending on time will be facilitated by the use of a timed agenda.

If a meal is served, it should be of high quality and served in a timely manner. Consider cost vs. choice and quality of food. The President should delegate a member to oversee the meals and receive any member comments or complaints. Survey members for likes/dislikes at least annually, more often if there are a number of complaints.

Keep dues affordable according to the type of member in the club. Increase dues only under extreme and necessary circumstances. Be very clear what the dues funds are used for. Seek alternative means of increasing funds. When an assessment period is complete, return the dues to the base rate.

Promote at least one high-impact project each year. Intensify the publicity on all projects in the community. Plan enough “hands-on@projects to satisfy member needs. Balance large (labor intensive) projects with smaller ones. Be sensitive to member "Burn-out”. Calendar all projects to avoid conflicts. Match member talents/skills and interests in selecting projects. Encourage pride in the club projects.

Survey the members to confirm their support before undertaking projects which require a large turnout. Match member talents/skills and interests in selecting projects. Promote projects which are financially sound. Develop fund raising goals to match service projects. Always give the public its moneys worth. Publicize the use of 100% of fund-raising dollars for service projects.

Programs drive club attendance. Prohibit pure sales programs. Encourage publicity for all programs. Set up properly for programs. Always allow the full 25 minutes, even at the sacrifice of some club business. Use all possible resources. Spend enough time on introductions that the program/speaker feels important. Survey members for likes and dislikes prior to the beginning of each administrative year.

This is club/member driven, and should be. Promote the club as active. Promote club activities which are exciting. Publicize the best club activities widely. Always promote having fun and fellowship. Image building is an ongoing process. Emphasize the positive and promote it repeatedly in the community. Be sensitive to others in the fun and fellowship time during meetings. Take care not to injure the feelings of guests.

Encourage an open membership: no quotas. Be sensitive to important issues of either sex as they are brought to the Club's attention. Help the club to be seen as encouraging membership without regard for the gender. Try to avoid quotas while building the minority gender. A 50-50 split is not necessarily a desirable goal. Let it happen.

Encourage an open membership: no quotas. Be sensitive to important issues of race or ethnic background as they become known. Help the club to be seen as encouraging membership without regard for race or ethnic background. Try to avoid quotas while building diversity of membership.

Encourage an open membership: no quotas. Be sensitive to important issues related to members and their chosen life's work. Do what is necessary to prevent too many from a single profession or vocation becoming dominant in the membership.

Survey members for likes/dislikes. Try for quarterly all-club events. Small events are fine. Encourage members to suggest possible small group activities which do not require much organization (ball games, beach parties, shows, etc.) where the number attending is not important. Encourage all-member participation in major events like the Installation Banquet and Anniversary Party. Provide something for everyone during the year.

Be sensitive to likes/dislikes of members. Be consistent in the image being projected to the community. Be compelled to make major changes by intense member encouragement. Keep costs in mind when making major decisions which affect most members.

Be compelled to build a new club. It is a major club involvement over many years. Test member support. If sufficient support is not available, put this project on hold. Be prepared, as a club, to commit attention to the sponsored club for two to three years. Consider the transfer of some members to the new club for this 2-3 year period. Be aware of the costs involved as well as the responsibility.

Sponsored Organizations and Youth require much club time and energy. This effort must have sufficient member support to succeed. Colntinue to support the in-house advisor at the school. Be prepared to spend time and energy over many years. These organizations are a source of assistance with club projects as well as a potential source for new members.

Ratify this with members. Currently: Youth, young children, Seniors, sponsored youth members, the handicapped and less fortunate are the Club's highest priorities. Survey community needs at least annually for specific needs.

This is a serious weakness in most clubs. Publicize all club programs and all club projects. Publicize member involvement, including new member adds. Concentrate on major impact projects and fund raisers. Organize the publicity function and treat it as a very high priority. Require regular reports of progress to the Board of Directors.

Encourage high level training for all of the Board. Use all available training resources. Encourage lesson plans, agendas, reports, evaluations. Promote club honors through members. Promote Distinguished Club status. Provide a conduit especially for the effective transfer of data and information through the chairs and from officers to officers as needed.

Analyze club average age and range annually. Seek a plus or minus 45 year average age. A wide range among the ages is acceptable. The highest priority is a club that enjoys fun and fellowship and where members know each other well and enjoy each others company.

Club size should aim for 50 to 75 active members at the end of an administrative year. The higher priority is to have members who have fun working together and who know each other well. If the club size exceeds 75, consideration should be directed toward building a new club or to the restructuring of committee organization to accommodate the increased number of members. Seek the attitude of the Club's members before proceeding on new club building vs. membership growth.

Officers and committee chairs especially should be sensitive to the needs of members and others who have physical disabilities which could preclude their attending special meetings. Attention is required for mobility handicaps as well as night driving and restroom facilities. Many homes are not suitable in these cases.

Manuals of Operation should be developed for the positions and committee projects in the club organization. New members should be able to assimilate into club projects with a minimum of specific or personal training or education. There is also a need for a transition period when former and new chairs of committees can work side-by-side in a training process. This information should be available online at our Web site.

New, as well as long-term members, need to know and be reminded of what Kiwanis is all about. Develop and implement an ongoing program of member education to keep members up to date on Kiwanis at all levels. New members particularly need to be knowledgeable about the ways in which our club is unique as soon as possible after induction. Orient possible new members prior to their presentation for approval by the Board.

The club needs a means whereby the members can minister to those members and families who are ill or who suffer come distress. This might be a committee project and could be reported at each meeting.

Members are expected to be active in club activities (including Interclubs, Division Council meetings, Conferences and Conventions, etc.) and in attendance at the regular meetings. The Membership Committee shall bear the responsibility for meeting with inactive members to determine an appropriate solution to the problem.

The Club operates a 501(c)3 Foundation for the receipt of donations. It has a separate board and functions as a separate entity from the Board of Directors.

Attendance by Club members, members of the Board of Directors and Committee Chairs (or their designated alternates), will be strongly encouraged at all regular meetings of the Board of Directors.

Registration, transportation to and from, lodging and a set per diem for meals will be budgeted for the maximum number of delegates allowed for both District and International Conventions, unless specifically changed by the Board of Directors in advance of the event. In cases where the expense is expected to be considerably more than usual (i.e., overseas conventions), consideration will be given to adding an assessment to the Annual Dues to make up the difference.

The club shall maintain a web site as both a Club and a community resource. The information in the web pages shall protect individual privacy as outlined in the rules and regulations governing websites as established by Kiwanis International. Any income derived from the sale of advertising on the site should be used to cover costs related to operating the site. The web site will be the responsibility of the Technology Committee.

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