The appendicies that are referred to are missing at this moment... I'll add them as soon as I get them.
Members involved in fund raising and service organizations know that it is
not independent of other people or activities. Any successful club and funding
effort involves a complex group of activities, people and organizations.
This is what makes working within an organization such as the Association of
Kinsmen and Kinette Clubs of Canada so interesting and rewarding. In a way,
fundraising is like marketing or selling. The marketing plan is a systematic
way or organizing an analysis of a market and the Kin�s position in the market.
It is a program for the future. A part of the program you are going to be participating
in seeks to determine the market in which your own Kin Club operates, by examining
trends in volunteering, demographics (Kin and the Province), the British Columbia
Family unit, political and economic trends.
Today�s society demands a great deal from the new family � both parents working,
single parent families and all having less time for discretionary activities.
When people do decide to volunteer, they expect a great deal of flexibility
when and where they volunteer and they want to be treated professionally. They
also want to see tangible benefits to those they serve as well as themselves.
We hope as you go through this material, and participate in the facilitated
meetings, you will find some specific recommendations aimed at making you and
your Kin Club more attractive and competitive in this challenging philanthropic
environment of the new century.
With over 80,000 volunteer organizations in Canada, how will your Kin Club find
a competitive stance to take, one that will be recognized by the citizens of
your community as �uniquely Kin?� It is important to remember that as a Kin
and Kin Club, you are a part of a greater organization through your Zone, District
and National Association. This in itself offers some unique and strong �selling
points� for you to use in building your own Club Case For Support.
Focusing on the Association�s �All-Canadian Heritage� also helps differentiate
you from other service organizations.
Some of the areas and recommendations we will be making may at first, seem to
stray outside the parameters of what would be considered marketing. A conscious
effort has been made to stay within the mandate of the marketing function. However,
as we are working the field of philanthropy, service clubs and non profit organizations,
some areas may be perceived as being non-marketing areas.
As the world around us changes, so too must our clubs and our approach to how
we recruit, train, encourage and retain our prospective new and current members,
our current fund raising approach then too must change both as a Club and as
an Association. This must be done in a more concise and professional way, with
a well planned and coordinated effort by retaining the best of the past and
blending in new ideas and energy, Kin can and will remain vibrant and dynamic
as we move our organization into a �New Century of Caring.�
In determining the direction of your Club and the Association, from a marketing
perspective, it is critical that any evaluation and recommendations be linked
to the external environment.
This environmental analysis is an examination of the external and internal conditions
affecting both the present and future performance of your Club.
Since the decline in membership began in the late 1970�s, the organization has
undergone some fundamental changes to its structure and design. Certain pivotal
components (name, age, Kinettes) of the Association were altered as a result
of recommendations from various reports.
Planned, coordinated change is an essential component of any thriving organization.
This holds true at the Club level as well. It is not just the clubs that are
affected � but also the general public as a whole, who are most affected by
some of our decisions.
The composition of the Canadian Society today and the trends that are emerging
for the future �must be a part� of the Kin�s decision making process.
These changes hold vast implications for our clubs.
Trends In 1974
There were 35,113 registered charities in Canada. Today there are over 80,000
registered charities.
Volunteers today come from a far wider range of populations, and have much higher
expectations about the volunteer work that they do. Volunteers want to be treated
professionally and with respect. They also expect challenging and interesting
assignments, and want a great deal of flexibility as to where and when they
volunteer.
Millions of volunteers are active each week across Canada. Although over 70%
of volunteers work less than the average of 200 hours, this figure is sustained
by the over one-quarter who volunteered considerably more, especially the 8%
who contribute over 500 hours or more per year � in excess of 10 hours per week.
How people start volunteering:
50% of the people start because someone in a voluntary organization like Kin
asked them.
13% because someone they knew asked them,
5% because of their work with related organizations,
and 5% helped start the organization.
The remaining 28% became involved more formally by approaching the organization,
being referred by a volunteer bureau or responding to public relations ads.
Implications for Kin
There is increased competition for volunteer time with a growing number of
organizations.
We need to examine traditional Kin/Kinette Membership.
Is it allowing for flexibility in volunteering and are we treating our volunteers
(members) professionally?
Have we taken the time to renew the former Kin/K-40 (Alumnae)?
Challenge to be aware of the amount of time demanded by Kin as it relates to
the average volunteer. Current and future membership recruitment techniques
need to recognize how the average Canadian is being recruited into organizations.
The traditional concept of a typical Canadian family has changed significantly.
In the early 1970�s the husband-only-works family was by far the more common
type of Canadian family. By 1986, the double-income family had become firmly
entrenched as the most common form of the Canadian family. Much of this information
can be obtained through Statistics Canada.
Young people appear to be deferring marriage. The proportion of single women
aged between 20 and 24 years has increased each year. Marriages continue to
be more fragile than in the past. While in 1971 there were 29,775 divorces,
during the 80�s the number was consistently above the 60,000 per year mark.
There has been an increase in the number of single parent families. The majority
are headed by women � increasingly, younger women.
Implications For Kin
The family model upon which the Kin organization was created, and in fact enjoyed
the most success with in terms of membership, has been replaced as the most
common type of family unit in Canada.
Traditional methods of recruiting young people in their early twenties may no
longer be effective due to their change in marital status. Recruiting young
married couples will be more and more difficult, since fewer exist.
A new market of single parents and older singles could be developed for Kin
Clubs.
The amount of time that couples devote to volunteer activities has decreased
due to an increase in women in the work force and men playing larger roles in
the home.
The �Graying of Canada� is also a major consideration. As the Baby Boomers age,
more and more will have available (retired) time to devote to volunteer activities.
Canada is experiencing a huge growth in the number of persons that could be
classified as a visible minority. Currently it is estimated that over 5 million
of the population are visible minorities. Projections based on current immigration
levels would see this level rise to over 40% of the population by 2026.
Immigrants, particularly the new immigrants, are moving to the major urban centres,
mostly west of Montreal.
Immigration has been a highly focused trend particularly in the large metropolitan
areas. The proportion of Canadians in the 25 major cities in the country continues
to increase exponentially. The market for potential Kinsmen and Kinettes peaked
in 1996 at 10,492,300 then a steady decline started, with an anticipated total
of 9,570,300 in 2026. This is based on current trends and does not include compensation
of the low birth rate with increased immigration levels.
Females with full-time employment continue to earn roughly 65-70% of their male
counterparts earnings.
Implications For Kin
A challenge for Kin to recruit more visible minorities into their clubs, perhaps
as a method of urban expansion.
Recognition that the traditional areas for Kin membership, those being rural
communities and smaller towns, are shrinking.
This will require creative strategies to maintain current presence and future
growth.
The Clubs should be looking to new and innovative ways to encourage participation
and membership.
Possibly some recognition of reduced earning capacity of Kinettes should be
considered.
As the overall base of potential members shrinks, competition will become more
fierce for volunteer time.
The challenge to the club is to have strategies in place when this decline begins
(or better still � before it begins).
Continued fiscal restraint on behalf of governments at all levels will result
in freezes or cutbacks to traditionally government funded programs and services.
The new century will not be an easy time for Canadians. There is distinct evidence
of ongoing slowing economic growth.
Canadian society is still somewhat divided on constitutional issues and how
they want to be governed and organized as a society. The face of the workforce
is changing drastically.
With the onset of huge strides in technology, and an increase in home-based
businesses, a smaller and smaller percentage of the work force is being employed.
Large cutbacks, downsizing and retirement packages are becoming the �norm�.
There is also a large increase in concentration of ownership of firms where
one mega-company can own hundreds of others.
Implications For Kin
The Kin Association will need to be acutely aware of the financial implications
of a more global market/economy on current and future members. Planning will
need to include a realization of these tough economic times.
Opportunities exist for Kin to promote entrepreneurial skills and personal development
to members of their communities. The advent of the Internet brings our entire
Association to your doorstep and can provide tremendous information and support.
Mass recruiting through corporations will be more expensive as fewer large firms
exist. Targeted approaches for membership recruitment can be made on small and
mid-size firms.
The Kin Club must be prepared to speak on issues directly related to the health
of its membership. This would not involve becoming a political organization.
Rather, one that monitors issues and provides input to the community when results
of their decisions affect the Kin membership i.e. the current difficulties facing
clubs through the gaming regulations.
Owners of small and home-based businesses tend to work more hours, than those
people in larger firms with distinct hours, leaving less time for volunteer
activities.
In addition, downsizing of large firms means fewer people doing the same amount
of work, again resulting in less discretionary time.
A lot of this information has been provided through a survey done some years
ago for the Kinsmen Association through Benson & Hedges Advertising Ltd. While
recognizing that this data is somewhat dated, it is still pertinent to the difficulties
clubs are facing today.
Kinsmen had a reasonable amount of awareness amongst those people who could
name a service club. Of those identifying a service organization, a substantial
number (80%) named Kinsmen. This rated slightly higher than the Lions Clubs
with 77%.
Of significant note is the fact that 30% of the respondents had NO awareness
of service clubs at all. (It should be noted that the average club size at that
time in the communities that were sampled was approximately 50 members).
Most people seemed to have a good understanding as to what service clubs do.
In all communities surveyed, they are perceived to be doing community service
work, improving the community; however, uppermost seemed to be the idea that
they raise money and that social events tend to dominate.
Most descriptions of the characteristics of service club members are positive.
They include: outgoing, energetic, active, willing to help, community oriented,
caring, concerned and an average person.
Also included in the survey was �an older person�. The term �middle-aged person�
was also prevalent in the data.
About 57% of the respondents were aware of Kinettes. When asked to describe
the Kinettes, 15% indicated they were Kinsmen�s wives and another 10% described
the Kinettes as a female version of the Kinsmen.
The most common description of Kinette activities was that �they help the Kinsmen.�
When asked if they would consider joining a service club, over 55% said yes.
Implications for Kin
The positive awareness of Kin in the sampled communities should serve as an
indicator of the impact that strong healthy Kin Clubs can have on their community.
In the case of clubs in District Five, there was strong awareness of the Kinsmen
Mothers� March.
Kin needs to build on the positive perception of service clubs, but needs to
concentrate on getting rid of some of the �old ways�. The time is right to reposition
your club as the �prominent service club in your community.�
Kinettes, if they are to continue to operate as they have in the past need more
updated data upon which to build and evaluate their image. Since gaining their
own independence in 1988, and the changes in the Association�s structure, there
are some good indications that changes need to take place to encourage and involve
more women of today.
The research bears out the theory that people will volunteer if only they are
asked. The challenge to this Association is to aggressively market their club
and the Kin name. Motivate and train members in recruitment techniques.
The Complete Kin Club
Strengths and Weaknesses of the Club
(S.W.O.T. Appendix H)
To guarantee an effective delivery of marketing strategies that will work for your Club(s) and for all levels of the Organization, an examination of the current strengths and weaknesses, as they pertain to marketing yourself to your community must take place.
80 years of service work and established reputation of enthusiastic members
Pride in being an �All-Canadian� Organization Family aspect of Kin
A large and growing volunteer-base
A long list of major accomplishments throughout the communities of British Columbia
Major awareness of the Kinsmen Foundation of BC in operation for over 48 years
and the ongoing successful operation of the Kinsmen Mothers� March Building
of the Kinsmen Neurological Research Tower at UBC Many BC
Kinsmen and Kinettes who have gone on to political office and successful businesses
Weaknesses
Communication and awareness challenges of �getting the good word out� of the
work being done by the clubs in their communities and around BC.
One year term of office for most of the leaders in all levels of the Association
making it necessary for an ongoing education/training/recruitment program.
Disunity as it pertains to an ongoing common vision: Club programs Zone projects,
District projects as well as National programs.
To plot the direction of your Club and the Association from a marketing, membership
recruitment and ongoing fund development program perspective. For the next few
years some measurable and attainable goals should be set with an action plan
developed on how those goals might be met.
When determining specific goals, a number of criteria are at play:
Is the mission of the club clearly stated in market-oriented terms?
Is the mission of the club feasible in terms of the club�s opportunities and
resources?
Are the club�s various objectives (long range goals) clearly stated so that
the marketing objectives may be directly related to the future vision of the
club?
Are the marketing objectives appropriate, given the club�s competitive position,
resources and opportunities?
At this time, the club in most cases follows the mission of the Kin Association
(Serving the Community�s Greatest Need). In all likelihood, it does not have
a specific �club mission� statement. Rather it operates under the direction
of a series of objects and aims.
These are not really stated in market-oriented terms, as the format of the object
and aims does not lend itself easily to being printed on a recruitment brochure,
quoted to a member of the media, or quickly impressed upon a potential member.
Toastmasters International�s mission is: �To provide a mutually supportive and
positive learning environment in which every member has the opportunity to develop
communication and leadership skills, which in turn foster self-confidence and
personal growth.�
The Kin Club should consider developing a similar format to help in quickly
communicating the primary functions of the Organization. Utilizing the current
objects and aims as the guiding principles, the following club goals could be
developed and further enhanced:
The Kinsmen and Kinette Clubs can be recognized by the community as the foremost
Service Organization in their community in terms of community service work,
personal development, fun and fellowship.
The image projected by the club is that of a professional, adult, all-Canadian
Community Service Organization that provides good work in their community while
enjoying the Volunteer support they do.
Educate the community-at-large to increase the number of people who can identify
specific Kin projects or causes. I.e. Kinsmen Foundation of BC, CF, or local
community programs and projects.
Ensure that the club becomes a market driven club. Use the marketing function
to assist your Club in anticipating future events and initiating actions that
will allow your Club to succeed and grow in an ever changing environment.
This section�s specific steps are designed to meet the club�s goals. This
is the �how are we going to get there� component of the plan. Use this simply
as a guide to make up your own club direction.
Incorporated into the club marketing strategy this should be a good marketing-mix
that is specific recommendations dealing with the product (club), price, delivery
and communication.
Also, this section will deal with a positioning strategy, making recommendations
on target marketing.
Based on the goals that have been set forth, strategies can now be developed
that will assist the club in meeting it�s goals.
This is the process by which the club establishes and maintains its distinctive
place in the community (market). This applies to club and all the services offered
by it. Once a positioning strategy has been selected, this forms the framework
of the marketing mix. The product (Club) pricing (dues) and distribution (membership)
elements create the chosen position, while communication efforts convey this
position to the relevant target market (community).
The Kin Club has several distinctive components that set it apart from other
service clubs in your community. Kin is unique in that it is an �All-Canadian
Service Association.� While there are other service organizations in Canada
that can also make this claim (Canadian Progress Clubs, Jaycees of Canada),
Kin is the largest Organization by a wide margin. While this may not have a
direct affect on a person�s decision to join, it certainly is a positive factor.
If your Club uses this feature to show that it is better able to address Canadian
issues than the internationally-based service organizations, Kin is in a better
position to market itself.
Where the �age restriction� used to be viewed as both a boon and a detriment,
the club can now aggressively go after all members of the community with no
restrictions on age. This is also an opportunity (if handled properly) to go
back to the Kin Alumnae, K-40 and former members to see if they can be recruited
once again to rejoin and assist the club.
In determining a position for your Club in the service club and volunteer sector
marketplace, your Club needs to continue to emphasize community service work
and opportunities for personal development and growth. This does need to be
done in an environment of fun and fellowship. Remember, the Association was
founded on fellowship and �service through fellowship.� It is important to remember
that you never want to take the �Fun� out of Fundraising! Your club must make
itself recognizable as an Organization that is designed for fun, fellowship
and providing community service. It needs to demonstrate to the community that
it is responsive to the community (citizens) needs and issues.
The club may want to focus the motto of the Club a little more for marketing
purposes. For example, the motto of the Kinsmen and Kinettes of Canada is �Serving
the Community�s Greatest Need.� From your own Clubs� perspective, you might
like to work one of your major programs or projects into that statement and
make it more �localized and marketable� to the people of your community.
In the case of the North Coast Zone and the Terrace Kin Club, they might like
to use as an example: The Terrace Kinsmen and Kinettes providing for �The Community�s
Greatest Need* in a multitude of ways that you might recognize, such as the
establishment and our ongoing support of the well-known Kiddies Camp at Lake
Else. (or their contributions to minor hockey, a new arena, or a home for our
community�s Senior Citizens)
By localizing the motto of the club it becomes more recognizable and appealing
to the community.
The �Graying of Canada� will have a very definite affect on the methods of
recruitment for the Kin Clubs of BC. Since 1996, the age group 21-45 has started
to decline and the Baby Boomers continue to grow exponentially. The challenge
for the clubs will be to determine an effective strategy to encourage these
community citizens to become contributing members of your Club.
Given the resources of your Club, it is impossible to market to all of these
people simultaneously; therefore, the concept of target marketing should be
applied. As a nonprofit organization, governed by a series of objects and aims,
the club must carefully select and communicate to the market segments that it
wishes to develop. The Association�s object ��to promote and direct fellowship
among young men in Kinsmen clubs and young women in Kinette clubs of good character
within Canada�.� Is an extremely broad mandate. While this directive forbids
exclusion of anyone, it does not mean that we must try and recruit the entire
market at the same time.
A plan of targeting a series of groups and individuals with a goal of reaching
as many citizens in your community as possible should ensure that we are not
perceived as excluding any members of the general public. In the appendix you
will find a useful tool simply called �WHO DO YOU KNOW� this tool, when used
correctly, will help focus you and your Club members on top prospects in which
to market your Club.
Weinberg and Lovelock�s document �Planning and Implementing Marketing Programs
in Nonprofit Organizations� offers an interesting perspective on the products
that are advocated by nonprofit organizations.
�Many nonprofit organizations view their products from a different perspective
than prospective customers (potential members). The service provider usually
considers the product to be much more important than the user does. For instance,
while highway-safety organizations view wearing seat belts as vital, the great
majority of the population is indifferent to this behavior. Club Executives
must avoid thinking that what they do is either indispensable or morally compelling.
It is the marketplace that determines a products acceptance and the motivation
to purchase (join) derives from the benefits that the customer expects to receive.�
It is extremely important that these points are kept in mind when examining
the Kin Club (product). While a longtime Kin member might find one aspect of
Kin to be very important, the marketplace may (and has in many cases) find that
same area to be outdated or unimportant. To attract new members into the Club,
a blend of the best of the traditions and values of Kin must be developed with
new and current ideals.
A second concept needs to be introduced before an examination of the product
(club) takes place. For the club to meet the serious membership and marketing
challenges that lie before it, a consensus must be reached that all of the efforts
of the various members follow a common direction and vision that being the improvement
of the product (Club). This will be assisted with the use of a strong Club Case
Statement that will be covered in the next section of this package.
THE MARKETING PLAN IS DEFINING THE PRODUCT AS
�THE LOCAL KIN CLUB�
The Kin membership survey indicated that people join their club for various
reasons. Some want opportunities for personal development. Others wish to serve
their community, while many others simply wish to meet new friends. The common
denominator between all members is that they are members �of a club.� Clubs
that offer interesting service projects; have meetings that start and end on
time; have an opportunity for fun and fellowship; and are respected in their
community are the clubs that are successful in terms of membership. It is imperative
that the club develops plans that will assist themselves in becoming successful
if they are to grow and prosper and attract new members. AND it is not a one
time effort � it is an ongoing program.
To firmly establish Kinsmen and Kinette Clubs in this previously defined competitive
position and meet the needs of our target markets, a number of key elements
will need to be made that will affect the end product (club).
Sit down with your Executive and or club members in a general �committee of
the whole� and discuss and decide on a set of �club standards� that you feel
would define a �successful club� in your community. This process could involve
two or three different meetings with discussion on key areas such as: Fellowship
� Club Projects � Recruitment � Retention etc. Gather input from current and
past members, past presidents, involve your Deputy Governor etc. Keep an open
mind and stay away from the negative or �Kin-Killer Phrases.� (Appendix A).
Phrases like � �we tried that once and it didn�t work etc.
Open your minds to new and exciting ideas and challenges. Look at ways of improving
current and past projects in your community. Look at ways of being more actively
involved in ways that do not take too much effort and finances.
As an example, you might like to get on the bandwagon with the Kinsmen Foundation
of British Columbia. They are currently working on a couple of new programs
like the Red Cross Equipment Loan Program, the Canadian Blood Services � Be
a Bloody Good Kin Program, or Spinoza the Bear Ambassadorial Program.
All of these programs can be high profile � community awareness programs and
won�t take much organization or money but will return to the club (in dividends)
a higher profile and a chance to recruit new members from other areas of interest.
There is, of course, the old standby program that your Club might like to rejuvenate
with a new and concerted effort to recruit Mothers March Volunteers in your
community � then provide some cultivation and stewardship of these new Volunteers
and consider recruiting them to Kin.
The key to having the clubs throughout the District move in a common direction
is to ensure that all club members can understand the vision. Decide as a club
if you want your standards of success measured in terms of service dollars raised
or in terms of membership? Is the current measure of success to help your club
president win the Outstanding President�s award? A clear vision of what it takes
to become considered a success in this Association will make it easier for all
clubs to strive toward success.
Under the new Best Practices and Policies and Procedures contemplated by the
Association, you may also wish to look at altering your attendance requirements
to include a system that allows for people who can�t attend all meetings but
are present at service projects and fellowship activities. In other words look
for ways to make it accommodating for your club members. Some clubs sing the
Kin songs, some read the Aims & Objects, do what your members feel comfortable
with but put some extra effort into making whatever they decide worthwhile and
meaningful.
Look at putting together a long term plan for your meetings, such as specific
guidelines and direction can be looked at by the whole club the members should
be involved in selecting who and what kind of speakers and meetings they would
like to see. There are some excellent examples of meeting agendas in your Association
president�s manual. Take the time to look at them and include them as topics
for discussion with your club as you begin to put together your set of club
standards. Look for better and more efficient ways of running your meeting allowing
for something that is more interesting and entertaining, but short in duration,
leaving more time for fellowship.
Its important to keep in mind that shorter meetings require less time to be
given up by the members, but does take more time in planning. There are a number
of tools available you should also consider using when running your club focus
groups or discussions such as The Matter of Pride Video from the Kin Headquarters
or the Courage Video from the Kinsmen Foundation of BC. Many of the communities
throughout the province now have colleges or university colleges you may visit
and see if any of them have a meeting facilitator who might volunteer to come
in and work with your Club on a goal setting session.
The final component in a market mix is communication. Informing existing and
potential members about the club, creating persuasive arguments for joining
and staying in the organization and constantly reminding people of the community
about your Kin Club.
The areas to be examined within the communication component include publicity
and public relations, media advertising and personal selling.
Communicating the Kin Club�s position to the selected target markets is now
the challenge, having made the product (Club) the best that they can be.
The major emphasis of the Kin strategy to communicate with the general public
will be that of a coordinated public relations campaign. Being a non-profit
organization, budgets are not really large enough to pay for media advertising.
This is an area that will require some time and attention. However, as budgets
are limited, it really boils down to this; the best method of marketing your
Club is through personal selling. The personal recruitment component of Kin
has been identified as the single best method to increasing membership. However,
once again, it is not a �one-time-event�, it is an ongoing program that requires
the support and involvement of all members of the club.
Clubs should look for strategic partnerships in the community for assist them
in gaining public relations and awareness. If for example there is a community
group that is staging an annual event like May Day in Port Coquitlam, the Stampede
in Williams Lake, or the Air Show in Vanderhoof. All these events in themselves
garner good media coverage, if the club is involved in them they gain awareness
through synergy with the other program. You may also wish to consider adding
your club�s name and involvement to the upcoming 50th Anniversary celebrations
of your own Kinsmen Foundation of BC in the year 2002. (See Appendix G � The
Dirty Dozen)
Once your Case Statement (CASE FOR SUPPORT) is completed, information can be
taken from this document and turned into a series of radio, TV and newspaper
public service announcements (PSA�s) that promote the good work your Club is/has
done in the community. It can also be tagged with the current needs of the club,
i.e. we need volunteer marchers for the Annual Kinsmen Mothers� March. The Case
Statement and Case For Support are discussed in section II of this information
package.
Building this marketing plan will help make the Kin Club relate more closely
to their external environment, to the community, to potential new members and
their own Association. Evaluating the success of the various initiatives previously
recommended will be crucial to responding to future changes or having the ability
to fine tune the strategies that will need to be in place for your club.
The basic focus of this section is for the product (club) component of the
marketing mix to make the club more attractive for members or the residents
of the community to join. This will be accomplished by creating a product that
treats potential volunteers professionally while increasing the amount of flexibility
in how these people may contribute to the organization.
By providing more interesting meetings, better education, training in terms
of meeting operation as well as recruitment and retention allowing the club
to focus on a �back to basics philosophy�. The Association/Club was founded
and designed to promote fellowship through service and by operating more efficient
meetings leaving time for planned fellowship activities the retention rate will
improve. With high quality training being provided to all members in recruitment
techniques, more people will be able to experience Kin which combines with these
fundamental skills your club needs to put in place recommendations designed
to bring your club into the new century.
One has to be somewhat concerned when in a community the size of Prince George
there is only one Kin Club, while there are three or four Rotary Clubs. What
are they doing that we are not? Include this topic as a discussion element as
you look to ways to make your club(s) stronger in your own community. It�s not
all a bed of roses for our friends the Rotary. They too have their own set of
difficulties. However, there is no doubt that they are being far more successful
in recruiting new members � Why?
SECTION II
Club, Membership & Executive Orientation
CASE FOR SUPPORT
More than ever before, to garner support today, those who donate both their
time and dollars want justification for involvement in an organization like
Kin. They want to know why and what specific needs must be met. The reason must
be more compelling than ever before.
The Case for Support must show that your Club has a sound plan for the future
and the vision to see it through. Potential members/donors must understand the
impact on your community if the needs are not met.
Potential members do not support an Organization � they support what the Organization
does for people. How does the work your club does impact upon the citizens of
your community? How does it improve their lives? What gives your club its good
name? Think about the many good projects that have been completed in your town
and document them. Don�t be afraid to �brag a little� about what this has meant
to the town.
Demonstrate the value of your work in real �human terms�. Numbers and statistics
are good ways to exemplify this � but nothing beats telling a �human interest
story.� Indicate that the numbers are too high even if one person who needs
the services of your club is not assisted by the club. In other words, potential
supporters need to be moved by the cause itself. The old adage of �People Give
to People� is very true. Supporters give to people, not to programs.
More and more today, potential members and donors are looking at non-profit
and charitable organizations from very concrete business perspectives. While
giving remains a part of our culture, the increasing number of requests and
general feeling of �tightening our belts� has forced many potential prospects
to develop more criteria to help them determine whether or not to support a
cause or club. Prospects are also scrutinizing organizations for ethical standards,
disclosure of finances and proof of efficient and effective use of funds.
Show that your club is not duplicating services and works collaboratively with
all complementary services in your community. Also, show how your club is different
from other organizations. Present financial reports, demonstrate low administrative
costs, and explain your standards for ethical operation. Be honest and answer
all questions. Realize that you are selling something when you are seeking support.
You are not selling the Organization, its accomplishments and human resources
as you are selling the need to be needed.
A Case Statement Prompter worksheet is included as appendix B of this package. We will work our way through one at this session. We would encourage you to do a similar exercise at your own club level.
As the Chief Executive Officer of your club it is your responsibility to lead
and direct your club executive and club members through the exercise of �building
a strong Case For Support. This document will become the �blueprint� for the
future of your club for years to come.
More and more people are volunteering today, and the figure is on the rise as
people from different segments of our multi-cultural communities join our volunteer
ranks. Increasingly, corporations, educational institutions and others are encouraging
employees and students to take on volunteer roles in their community as they
can gain valuable experience.
Be creative in your search for volunteers. Don�t limit the search for good people
by looking only in traditional places for the same people. Welcome new members
and volunteers by providing them with tasks that are appropriate for their time
and talents. People volunteer because they want to feel needed and can put their
talents to good use. They want real opportunities to help and are less interested
in �committee work�.
More and more volunteers want to see results, not rubber stamps. Give volunteers
(Members) especially executive members real responsibility and a sense that
they are a valued part of your club. Give the most active volunteers approval
granting authority for projects, goals, timelines, etc.
Despite all of this, volunteers are becoming harder to recruit. Also, given
economic restraints, more competition and tighter controls, volunteers are becoming
more important than ever to the lifeblood of your Organization to �open doors.�
Cultivation/Stewardship is more important than ever before. Expect to take longer
to recruit volunteers. Develop recruitment strategies around specific projects
with specific functions and timelines so that volunteer prospects know what
to expect, thereby decreasing the possibility of them saying �no� because they
are worried about becoming too involved. (See Volunteers in Appendix C).
One avenue some clubs have used successfully to involve new members or volunteers
is through the avenue of �Honorary Members� of your club. These members do not
have to actually participate in the day to day operation/meetings of the club,
but like to volunteer for specific projects or turn out for club social events
etc. As you all know, once you have been involved in a few projects/social events,
it is a lot easier to convince someone to actually join and become a member.
You may want to try this with a few of your current people who appear to turn
out and participate in some of your ongoing club functions. Start by making
sure they are included in your club information plan. Send them bulletins, send
them information on upcoming club events, projects, social events etc. Invite
them to participate at their own pace. Ultimately, they may decide they would
like more.
Volunteers & Club Member Evaluation
You might like to also consider doing an evaluation of your club as it currently
stands. What kind of members do you now have � what kind would you like? Are
you like most clubs, burning out a number of the members who seem to do everything,
and hanging on to a number of those who simply want to be �knife & fork� members?
Take the time to find out more about each of your members and find out what
they like/don�t like to participate in.
Try and establish your executive and club committees that better suit the needs
of the members to encourage more personal commitment and participation. Always
be on the look-out at any club project or event for the �repeaters�.
These are volunteers who like the project or event itself. They can usually
be convinced that this project or event is just one of many that they might
enjoy, should they become members.
In appendix A of this package you will find a recruitment worksheet entitled
(Who Do You Know?) This is a very easy tool to use � and can be very beneficial
in identifying potential members and donors to your club and events. We will
walk you through one at this session, but we suggest that you do the same thing
at your own club level. Try not to let the club get into the �negative� aspects.
There is always someone who will say, �I asked him/her to join, but they were
not interested.� Probably what happened was someone ran into the prospect and
said something like: �Why don�t you join Kinsmen?� They probably replied, �I
don�t have time � I�m already into too many Organizations!�
PLAN YOUR WORK � WORK YOUR PLAN.
Don�t ever go into a recruitment ASK without doing your HOMEWORK first.
Community � Volunteer & Supporter Cultivation
Once you have completed your �HOMEWORK� i.e. recruitment program, CASE for SUPPORT, etc., and then the club should embark on a community awareness program to get their name out into the community. This will assist in the recruitment process if the citizens of the community know who you are and what you do.
Art of Cultivation & Stewardship
Because we ask people to give of themselves � recruitment, cultivation and stewardship is a �people business.� Consider each member and potential member�s involvement as a gift to the organization, its cause and mission. Using this logic, the return donors expect can also be seen in human terms. In the end, members give their time and money to better human conditions. When they give, it�s usually because somewhere down the line, either through public relations, volunteer ambassadorship, promotional materials or proposals, we have �sold them� on the need to be needed. By becoming a member of the Kinsmen Organization, they believe they can make a difference and perhaps even witness the impact of their acts.
There are three kinds of cultivation:
1.Cultivating new members, volunteers and donors
2.Cultivating current members, volunteers and donors to higher levels of support
and involvement
3.Cultivating old or lapsed members/volunteers/donors to renew their support
(K-40 and Kin Alumnae).
Following the �I� Cultivation Circle is a good means to cultivate volunteers, donors, and prospective members to your club. 1. Identification 2. Information 5. Investment 3. Interest 4. Involvement
PLAN - A
Cultivation of New Members, Volunteers & Donors
More than any other group, prospective members and volunteers require investment of your club member�s time and energy. This is done through research, word-of-mouth, and suggestions�but they may not know you or your club, you must give them ample opportunity to get to know you and your organization.
Step One � �Anyone Who�s Anyone� List: Make a list as comprehensive as possible of the individuals, foundations, large and small businesses, service clubs, civic groups, professionals (doctors, lawyers, accountants etc.)., government departments and/or ministries, unions, employee groups to name a few in your community area. Make sure the contact list is people that you feel have some �influence on decision making� for volunteer support.
Step Two � Prospect Review: Call a meeting with the specific purpose of reviewing your �Who do you Know� lists compiled by your members. The Club�s goal in reviewing the lists will be to select the most important prospects that could be anywhere from 25 to 100+ that you may wish to cultivate. This group becomes the �A Group�, the rest are the �B Group�. It is also important to have the current members/executive identify who they know (no matter how well they know them) on these lists.
Step Three � Establishing Files: Get all of the names on the lists (sub-divided into A & B) inputted into the club computer or club files quickly. Each name should have its own file on the computer and in your club office or filing cabinet. These names should be stored where they will not be lost.
Step Four � Research: Start collecting information from pertinent sources and store them in a convenient and safe place. Update the data two or three times a year and always check for accuracy. Maintaining these lists will save time in the future, as well as keep you in touch . These lists should Include: Media Membership/Executive/Zone/ District/National Past files Local periodicals such as: Chamber of Commerce Directory Economic Development Board Corporations/Industry Directory Annual Reports (Community Business) Annual Reports (Other Civic Groups) Mutual personal contacts (people who know and are well known in the community � Networking).
Step Five � Sharing Information: Taking your research and preparatory work to the active cultivation/recruitment stage means involving other people such as a Recruitment Committee Chair. This individual should be a member of the executive � or someone, who in their own right, in the community that is held in high esteem. The aim in the first stage of cultivation is to share information and have a meaningful discussion about your Club and Organization with prospects. In this stage, you are educating and creating awareness and appreciation. For membership recruitment, have your contact set up a special personal meeting. Set aside an hour and meet in a place where the atmosphere is relaxed and there will be no interruptions. The ideal place may be your clubhouse where the prospect can see, hear, touch and get a feeling for what happens there. Or it may be in their home or place of business. The old method of recruiting in a bar is not the way to go anymore. Be sure to make the meeting a two way discussion, not one way, outpouring information from your side. For the Group B prospects, organize a special �Club Breakfast/Lunch or Dinner� for 10 to 15 people. Conduct a brief discussion with the President or chairperson of the club event and encourage two-way discussion among those in attendance.
Step Six � Discovering Mutual Interests and Bonds: Through these meetings you will gain more knowledge about your prospects and will be able to determine the best way to recruit them and what to recruit them for. Have a formal de-briefing session with those who ran the meetings and gather all details. Remember no observation is too small when putting together a recruitment plan. Analyze these Clues: What kinds of questions were asked? Were satisfactory answers provided? Who asked them? Which of your club�s activities did the prospects find most interesting? Were they positive about your Kin Club? Did they ask many questions?
Step Seven � Developing a Winning Plan With a good (or at least better) understanding of your prospects, you can move on to develop a plan to secure their support for your Organization. To develop a recruitment plan: Meet the prospect again Pair up two Kin members to go as a team to meet the prospect. Or one Kin member and one other who knows the prospect well and can do the introductions Determine who should say what and most importantly, who should make the actual recruitment ask Have a back up plan if they say �no�. (What can you ask again in a different way?) Present all details of what you want the prospect to do, including time requirements Demonstrate the success the club has already enjoyed (CASE FOR SUPPORT), and is progressing toward. Prove that your Organization is a winner Demonstrate a need that only they can uniquely address with their resources, time or influence Rehearse your roles before the meeting, set up a personal meeting and put your winning plan into action.
Step Eight � Follow Up However the prospect responds, follow-up! Send a thank you note for the meeting and continue to inform them of the Club�s progress. Keep lines of communication open. If they say �no� keep in touch, keep meeting them and let them know you are still interested. One day, it might be the right time for them to say �yes.� If they say �yes�, give them all the details about what happens next (i.e. Committee meetings, club meetings, follow up from other members is also helpful). Do not leave them in the cold after they have agreed to join. Make them feel an important part of the organizations immediately.
Back to the top
Stages of Cultivation Chart
IDENTIFICATION
RESEARCH
MUTUAL INTEREST & BONDS
CONTACT INFORMATION
WINNING PLAN
FACE-TO-FACE MEETING
FOLLOW-UP
Plan B
Cultivating Current Members to Higher Levels of Support
Regular communications and recognition are the key strategies to keep members and volunteers on board with your club. Here are a few steps to take, on a regular basis, to deepen your member�s level of commitment to your club. The following plan should be continually implemented (or at the very least, once every two years).
Step 1 � Stewardship Visits The Membership Chairperson should take the time to visit the club�s key members and volunteers at least once a year. The purpose of the meeting is to let them know how your club is putting their money and time to good use. �Blow your own horn� at the meeting and make sure you remind them that your club�s successes are based on their investments. During these stewardship meetings, discover where the member�s interests are currently. Respond to those interests through the opportunities you provide for them at the club or events to evaluate their levels of support. As you do with the Executive/Board, keep them focused on goals and goal setting. Inform them about the continued impact their support has on the work of the club. The messages these visits send to members is that you value them, you need them and that their support is making a difference. Visits go a long way in maintaining (and increasing) your membership base.
Step 2 � Follow Up Always thank your member and prospective member for the chance to meet.
Step 3 � Regular Communication Send members and prospective members progress reports, updates and general news about your club, always with the message that it is their support and involvement that is permitting wonderful, meaningful things to happen in your community.
Step 4 � Recognition Organize yearly or semi-annual appreciation events for volunteers and members. Also invite them to any special events you may organize and, if possible, recognize them at these functions. Club bulletins/newsletters and other promotional vehicles are good means for recognition. If your club has a clubhouse, you might even consider a �Wall of Fame� recognition wall for ongoing supporters and donors to club projects. Some clubs run a monthly �Kinsmen Club Salute� to club members and community volunteers in their community in the local newspaper or TV/Radio.
Step 5 � Renewing/Motivating the Member & Volunteer Revert back to follow Plan A (Cultivation of New Members) from here on.
SECTION III
Key Annual Club Elements
Introduction & Goals
The Annual program is a program that consistently challenges the members of
the club from all aspects of your annual club/member needs. It�s the cornerstone
of any successful program and the most important element.
Without an established annual program, success can be very elusive. Since the
very beginning of the Association (1920) a strong �annual program� has grown
to become the backbone of clubs.
A well organized annual program keeps the members involved and interested and
builds a solid reputation in the community � thus encouraging membership growth.
The Goals of an Annual Program
1.Get new members
2.Interest and retain the members
3.Improve and upgrade the members
Builds a membership base that can be cultivated and developed into a strong
club that will support all the club events Paves the way for further club projects,
possibly larger projects that will raise more funds in the community and increase
fellowship Motivates current members to strive for increasingly larger roles
in their club function and events Stimulates unrestricted support and involves
more members of the community on an ongoing basis (developing a better volunteer
base)
Creates a stronger awareness and acceptance of the club in the community � and
by its own members Annual events and membership will increase substantially
with the implementation of a strong Annual Program.
A well organized Annual Program will also assist the club in keeping their membership
records current.
The annual program sets the stage for attracting donors and members to your
Club. Using the same concept of the Donor Pyramid, a method of cultivation used
by professional companies for donors, you can also strengthen your own club
membership.
Using the concept of the �Donor Pyramid� which is in Appendix E of this report,
we can illustrate the various stages of membership development and moving members
to higher levels of involvement.
This pyramid format is used because the recruitment structure contains more
�potential members� at the base (but fewer hours of involvement per person)
and fewer members (but more involvement) toward the top.
At the base of the pyramid is the annual membership appeal and potential first
time members who comprise the universe � everyone who could be a potential new
member of your club. The base is usually driven through mass appeal i.e. newspaper
ads, promotional events, special events etc. Mass appeal works in some instances,
but absolutely nothing works better than a personal ask. However, it is necessary
to make sure you have garnered enough potential names to make the membership
recruitment program work because not everyone is going to want to join.
The benefits of an annual program such as this � is really significant usually
in the second year as you begin to see their increased involvement in the club
activities and further recruitment.
The middle section of the pyramid illustrates the principle of upgraded involvement.
These new members (if involved) usually become very involved in the operation
of the club, Zone, district and event national levels of the Association. It
is from this group that new leaders are created.
At the top of the pyramid are those who give the most in response to certain
needs. Most of these members will have risen to the top level through supporting
all levels of the Association and they are usually driven only by personal involvement
and satisfaction. These members are also usually the best candidates for further
offices in the Association, and long-term benefactors of their first club. (See
Member Pyramid in Appendix E)
Creating an Effective Plan of Action
Step 1-
Clearance, Approval and Buy-In Like anything you do in your
Club � it is a TEAM EFFORT. Before initiating any kind of new club membership
recruitment or fundraising programs, it�s essential to put together an effective
plan that you can �sell to your club.�
First - To your Executive
Second - To your members
Third - To your community
Fourth - To your donors & Supporters Your Club Executive should be the first
group on your list to receive an outline of your plans, the cost and results
you expect to gain from the program.
Make sure you allow opportunities in the plan for input and �buy-ins� from your
own Executive members. If you receive support for the program it will be time
to develop the plan in full (with lots of back-up research i.e. Case For Support,
realistic projections and budget). Also enlist the support of the Executive
who will be involved.
Take the time to prepare a �good presentation� to your Executive � after all
you want to �close the sale� and make sure they all agree with the direction
you want them to go. Without support, especially at your own Executive level,
you will continue to face barriers throughout the year as you move your program
forward, The best time to present this program is before you deliver next year�s
budget and the goals are set. This is usually when your club will be more open
to plans that will generate more members and revenue.
Once the Executive accepts the new annual program, arrange a special club meeting
with members of the Executive that you want to take part in the program presentation
at the club level. Rehearse the presentation of your annual program to the membership
at large.
Next arrange a special club meeting that will allow adequate time on the agenda
to completely present and gain acceptance of the new annual club program. Members
must know that their support will be important to the needs of the club. It�s
important to demonstrate the absolute need of such a program in order to grow
and survive.
Once the entire club is �on-side� take excerpts and hi-lights from the club
annual program and turn it into a press release to let the community know of
some of your goals and plans. This in itself might intrigue some members of
the community to at least ask questions of current members and could interest
others in joining.
Step 2 -
Writing the Plan All Plans should include:
1.A Club Case For Support
2.A Membership Target
3.An analysis of your potential market
4.An analysis of your own current club members and volunteer base
5.An Annual Program timeline with goals, objectives and assessment periods
6.Methodology for membership recruitment and fund raising
7.Organization chart for roles and responsibilities for all involved
8.A budget
9.Initial potential membership and volunteer list (i.e. Who Do You Know)
10.Tying in the annual program with current club, Zone, district and national
events
11.Communications and marketing plan for promoting the club in the community
and among members at the club, Zone, district and national levels
Step 3 �
Implementing the Plan These suggestions may help bring your
plan to life:
1.Take the time to recruit the right leadership to help you reach your goals
2.Keep excellent up to date records i.e. follow-up on recruitment calls
3.Cultivate new and current members
4.Maintain a good public message and �blow your own horn� about what your club
is doing
5.Review prospective new members carefully, research them so that the right
person makes the �right ask at the right time for the right reasons�
6.Develop a �defensible case statement� based on real need � that is need to
haves, not nice to haves
7.Determine realistic and achievable goals. (Better to set a slightly lower
goal and surpass it than set a goal too high, not reach it, and then let down
all those involved.) As the saying goes, you can eat a whole elephant � if you
eat it in bite sized chunks
8.Communicate every success, no matter how small
Back to the Four Pillars
In addition to the information provided in your Club President�s Manual, we
offer the following points for your consideration.
A Good Case For Support should: Be related to the club and community it serves
i.e. historical information on club successes and contributions to community
and citizens Outline the club�s mission i.e. serving the community�s greatest
need.
Show that the need cannot be met without strong support Show what benefits will
be accomplished.
It is important to make the best use of your members and volunteer�s time and
match them with projects they like and feel comfortable with. Recognize that
good volunteers are often busy people and often are involved in more than one
non-profit organization.
Well planned programs at all levels demonstrate a club�s effectiveness and are
more appealing to volunteers.
Although novice membership recruiters may have some trouble in making the initial
approach, make sure they have the materials and back-up support to assist them
in the task from some of the more senior members.
Club President, Membership Chair, and Executive should assume the role of looking
after the following key elements:
1.Do all the organizational tasks
2.Adhere to the timelines
3.Devise a recruitment strategy
4.Show enthusiasm
5.Do it!
There are a number of qualities to look for in volunteers and potential new
members:
1.A regular supporter of the club
2.Strong belief in the organization (i.e. CF/Kin Fdn/Club event etc.)
3.Lively personal presence
4.Fundraising, volunteer, event management experience
5.Ability to communicate
6.Willingness to ask for funds and support of events
7.Respected member of the organization and/or community
8.Perhaps serving on other organizational boards and committees
Recruiting New Members and Volunteers
The annual program should be organized around important people who exercise
influence in several areas of the community. To be recruited, each person must
be solicited in a personal meeting by a person the club feels confident will
get a �fair hearing�. This step demands choosing the right �recruiters� very
carefully, as well as a thorough training and rehearsal of the people recruiting
them.
All recruiting should be done by a team of at least two volunteers/members,
whenever possible. A �job description� or responsibilities of a member should
be written for each presentation and used during the recruitment meeting. This
description should contain expectations regarding goals, meetings, deadlines
and responsibilities. All affirmative replies should be acknowledged with a
letter.
Volunteer recruitment is done for club membership only at this time � future
considerations i.e. executive positions etc., should be done later.
Poor Planning � Danger Signs Membership goals are unrealistic Inadequate preparation
time
Lack of Executive commitment and involvement President doesn�t play a key leadership
role Top leadership is unavailable Membership is unenthusiastic and uncommitted
Few programs are planned to encourage and renew interest Inadequate or over-generous
budget to match plans Negative public relations and communications Membership
burn-out � not enough hands doing the work Boredom Failure to use incentive
strategies � i.e. recognition for work and successes No special focus made on
the interest of varied groups Trying to do it all at once instead of phasing
it in.
Strategies for Jump Starting the Annual Program
Change any negative ideas about the club into positive ones
Track down past members � set up a club alumni and mentoring program. Make a
special effort to find out what areas they were strongest in, in their support
of the club in the past and if they can help recruit in the future. Most past
Kin no matter how far removed, still have it �in their heart� to help the organization
continue and grow.
Develop imaginative ideas to challenge the members and leadership of the club
and community Find the businesses in your community who have an affinity to
your club, and those that are making the most of the economic time and appeal
to them.
Create competitions to build excitement and success � both internally in the
club and externally in the community.
Involve local community celebrities who can assist the club in complementing
the mission.
Lead by example � the Executive should demonstrate �in-spades� that they are
behind the program and lead by example by bringing out new prospective members.
Segment potential members into groups (Who do you know) and design a program
to approach each through �their interests and abilities�. This way you will
be better able to focus your member�s efforts.
The best time to launch an annual program for your club is in September as you
�kick off the new Kin year.
Evaluate every aspect of your new membership/funding annual program. Do it early to detect areas that need improvement; areas that are worthwhile continuing; those that were productive and those that were fruitless. Then make recommendations for the next Annual Program. Be sure to update the club records system to make sure all pertinent information is available to all club members on the new recruits.
Club Steps For Success
Eight Critical Steps for Club Success
1.A real need for new members must be demonstrated. The Case for Support of the club must be convincing and saleable. The Case Statement must include: anticipated programs, the reasons for the club and what it accomplishes in the community and the advantages to the members for joining.
2.All Executive members and others in key positions must show their enthusiasm and commitment, working at all levels of recruitment organization. They must give of themselves early rather than simply lending their names to the recruitment campaign.
3.The Recruitment Program must have many recruiters � men/women who can communicate the club�s message to prospective members in a convincing way. It no longer works to simply meet someone in a bar and say � join Kin. People�s time is too important to them today. You need to �do your homework�.
4.The recruitment program should have materials that are meticulously prepared and the program must run on schedule without delays. It should follow a timeline that is both realistic and doable.
5.Ongoing personal contact must be maintained between recruiters and the President, Executive and Membership Committee at all stages: planning, training, recruiting, the kick-off and results obtained.
6.A good pace should be set and maintained by holding well organized meetings and frequent follow-ups with recruiters. A special �New Membership� report should be scheduled for each Executive and General Club Meeting. This session should be a positive experience � talking about successes i.e. new members.
7.The program must be recognized and organized along two distinct lines: the first is preparation of materials, rehearsing/training, and personal recruitment meetings. The second is recognizing the successes of those who have met the challenge. We all operate on recognition in some way or another. It is extremely important to recognize the success of your members who have recruited new members quickly.
8.The crucial factor in success is the conviction and motivation of the recruiter:
A The Club must be important in the eyes of the recruiter
B The recruiter must sincerely believe that the club is important to the community
C The recruiter must feel a satisfaction in helping the club and
D The recruitment program must be fun and it must create a sense of accomplishment
for those who take part in it. Finally � Make absolutely sure that every member
who participates in the program is thanked for their support, and those that
are successful in recruiting new member(s) is recognized for their efforts both
by the club and if possible in the community.
THE DIFFERENCE BETWEEN INFORMATION AND KNOWLEDGE IS
INFORMATION IS THE �WHAT�
KNOWLEDGE IS THE �HOW�
GOOD LUCK TO EVERYONE IN BUILDING YOUR OWN SUCCESS!