Strategic Plan (2006-2015)
Kiwanis -Pacific Northwest (PNW)
(As Revised So Far in KY 2007)
Summary
This Strategic Plan addresses goal areas that will increase net membership growth, assuming the same attributes that attract new
members will retain members. The success of the District is dependent on the success of the clubs in meeting the goals they set.
However, the District can help by providing encouragement and tools via the District trustees and committee chairs. The goal areas that
will lead to success are:
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Service – To be the premier adult and youth volunteer service organization in the Pacific Northwest.
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Membership Growth – In order to provide better outcomes for our communities and service leadership programs, we need to
significantly grow membership. The resources for helping children, communities, and providing adult and youth leadership
development are proportional to total membership. A suggested (placeholder) goal is 35,000 members by 2015. Many
strategies are offered that would help clubs increase net membership – if they are communicated to all clubs. Currently, the
average club size is about 30 members; hence, the majority of the clubs may be too small to effectively sponsor new clubs. In
fact, 2/3 of the PNW clubs are currently below charter strength, so there should be a sense of urgency for clubs to act on
building these clubs.
A proposed schedule is given (PNWDGrowthGoal1ScheduleA.pdf) that could improve the current situation by strengthening
existing clubs and meet the suggested 2015 membership goal. The placeholder goals are a 10% net member/year increase
(currently 3 net new members the first year and 270 new clubs (about 6 new clubs/division) by 2015. Success with this
approach would lead to an average of 55 members/club by 2015 and strengthen potential sponsorship for new clubs. These
goals will be amended when a Growth Plan is developed by the TAG committee.
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Communications and Our Voice – Kiwanis will be a powerful voice for children and communities. Strategies are offered to
communicate what is important to 100% of members and to have a stronger community voice.
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Leadership Development – Kiwanis will be the premier provider of programs that develop competent, knowledgeable, and
ethical youth and adult leaders.
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Diversity – Clubs strive to mirror the population in their communities.
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Structure - The PNW Kiwanis will be structured to facilitate movement towards its goal to be the most effective service
organization in the Pacific Northwest and to be 35,000 members by 2015.
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Finance - Create the financial resources to meet the goals, objectives, and strategies outlined in the strategic plan.

Service Leadership Programs - Service leadership programs are important keys to the future of Kiwanis, but are not
necessarily getting effective Kiwanis attention at the club level.
Core Ideology
Core Purpose:
To improve lives and communities through service, leadership, and fellowship worldwide.
Core Values:
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Committed to the six Objects of Kiwanis
Embrace diversity
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Committed to clubs as primary outlets for service, fellowship, and leadership
Dedicated to serving children, families, and communities worldwide
Open to the exchange of ideas
Responsive to member needs
Committed to developing youth and adult leaders
Vision:
Kiwanis, ONE million members strong by our 100th Anniversary in 2015, will be the most effective adult and youth volunteer service
organization worldwide. PNW Kiwanis with 35,000 members strong by 2015 will would be the premier adult and youth volunteer service
organization in the Pacific Northwest.
Goal Areas
Goal Area 1: Service
To be the premier adult and youth volunteer service organization in the Pacific Northwest.
Strategic Objectives:
 Increase service to children and communities.
 Known as the premier service organization within the Pacific Northwest by 2015.
 Increase value of service projects- More WOW!
 Putting quality service first is a club responsibility.
Strategies: (all high priority)
A. Embrace service projects and publicize.
B. Team with other service organizations.
C. Encourage clubs to conduct community assessments to promote relevance.
D. Acknowledge club successes.
Goal Area 2: Membership Growth
In order to provide better outcomes for our communities and service leadership programs, we need to significantly grow membership.
The resources for helping children, communities, and providing adult and youth leadership development are proportional to total
membership.
Strategic Objectives:
 Our placeholder membership goal is 35,000 by 2015 (currently 11,304).
 Zero net membership loss in 2006 (“draw a line in the sand”)- Actual +5.25% net growth and initiation of TAG in
2006, but membership has been declining in 2007 through March 2007.
 Increase service to children and communities.
 Reduce membership attrition rate to 5% by 2013.
 Known as the premier service organization within the Pacific Northwest by 2015.
 Address community diversity.
 Encourage and reward Non-Charter strength clubs to become charter strength within two years.
 Net membership growth is a club responsibility.
Strategies: (all high priority)
A. Strategically recruit to meet club and community needs in terms of desired outcomes.
B. Tell everyone you are a Kiwanian! (wear it and communicate).
C. Embrace service projects and publicize.
D. Clubs have an effective membership growth plan and campaign (e.g., ABC program) and Chairman – 95% of all
clubs by 2008.
E. Existing charter strength Encourage clubs strive for at least 10% net growth/year.
F. Non-Charter strength clubs become charter strength within two years. (moved to strategic objectives.
G. Build new clubs – Identify new club opportunities by 2008. Set goal of six (6) new clubs per Division over next 10
years. Average one new club per Division by 2015.
H. Increase TAG team resources by training others.
I. Clubs provide effective new member orientation and mentors
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Annual club and periodic community assessments: 95% of all clubs by 2008. Not being relevant is a barrier to both
growth and retention. It is critical to find out what can make clubs more attractive.
Post quarterly newsletter with service projects content for universal use (Communications Goal Area 3) as soon as
possible.
Post monthly communication from Governor to all members as soon as possible (Communications Goal Area 3).
Organize and utilize Past Lt Governors to strengthen existing clubs and build new clubs
With the new KI dues paying schedule, timely membership growth statistics are only available through the monthly
reporting system. All clubs need to be reporting monthly as soon as possible.
Develop purpose and strategy for building new clubs to maximize return on investment; e.g., enhance Service
Leadership Programs, location without service club, non-traditional Kiwanis club development, etc.
Sell membership to businesses and organizations on the basis of enhancing their value to the community.
2/3 of our clubs are below charter strength. Initiate Charter II type or mentoring program in the District. Acknowledge
and publicize successes.
TAG Team develop strategic plan for membership growth.
A Goal of 35,000 members by 2015 is the placeholder
10% net member growth/year in existing clubs (3 net members increase on average per club to start) and 273 new
clubs (6 new clubs/Division) by 2015 would accomplish placeholder goal. Membership goals and growth plan needs
to be provided periodically by the TAG Team committee.
Pacific Northwest Membership
40,000
35,881
35,000
30,000
25,000
20,000
31,482
Year 2005
380 Clubs
Average Club Size = 29 Members
27,598
24,180
21,186
18,578
15,000
10,740
10,000
16,321
11,304
14,383
12,734
Year 2015
653 Clubs
Average Club Size = 55 Members
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Year
Goal Area 3: Communications and Our Voice
Kiwanis will be a powerful voice for children and communities worldwide.
Strategic Objectives:
 Increase Kiwanis service focus on children
 Increase consistency and clarification of Kiwanis messages and images
 Increase opportunities to promote and speak to issues relating to Kiwanis messages and images.
 Speak to more than the choir members and attempt to engage more of the less active members.
 Our voice attracts new members.
 More visibility via local newspapers, radio and television (community access) is a club and/or division responsibility.
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Strategies:
A. Define and communicate Kiwanis messages on children and communities and clarify the role of Young Children:
Priority One (YC:PO).
B. Develop a club-to-club information sharing resource (e.g., quarterly District Newsletter) using a volunteer editor. Post
the newsletter on the District Website, email to Lt Governors and all club members as soon as possible.
C. Initiate a monthly Governor’s report to all members by posting the report on the District Website and email to Lt
Governors and to all club members as soon as possible.
D. Evaluate conventions and zone conferences to create more value for the attendees.
E. Clubs develop relationships with local newspapers, radio, and television (community access).
Schedule:
Governor(s) and Lt Governors promote the need for effective communications to
members and public. “Tell everyone you are a Kiwanian.” District Success so far are the
New Builder, International Newsletter, reinstating Monthly Reports, and ETC!
Goal Area 4: Leadership Development
Kiwanis will be the premier provider of programs that develop competent, knowledgeable, and ethical youth and adult leaders.
Strategic Objectives:
 Increase opportunities for participation in Kiwanis leadership programs
 Increase the understanding of the value of the programs
 Increase the number of participants in leadership development programs.
 Effective Kiwanis participation in sponsored Service Leadership Organization.
 All leaders are trained or at least know their responsibilities.
 Clubs develop strategic plans to meet their club needs.
 Real time feedback on meeting club goals. The new OMR may help.
Strategies:
A. Evaluate club leadership training (CLE) for value to the participants and organization and for timeliness. Incorporate
level of maturity of club leadership being trained into evaluations. (Annual evaluation by trainers)
B. After CLE evaluation, enhance leadership development programs to create more value and to maximize future
participation.
C. Encourage clubs to evaluate their effectiveness in sponsored Service Leadership Organizations.
D. Encourage participation in Service Leadership Programs.
E. Lt Governors review responsibilities with club boards, presidents, and secretaries.
F. Evaluate and update expectations of club presidents, secretaries, Lt Governors, Committee chairmen, and
Governors.
G. Establish desired leadership/Kiwanis experience requirements for Governor.
H. Develop capability for on-line club officer training.
Schedule:
Governor(s), District Chairs, and Lt Governors evaluate leadership development needs, continuously. District Education and
Training committee to update strategic plan annually.
Goal Area 5: Diversity
Kiwanis will be committed to diversity because of the enrichment that it brings to the organization worldwide.
Strategic Objectives:
 Increase cultural understanding.
 Eliminate barriers that inhibit diversity.
 Increase diversity in clubs.
 Increase the public’s perception of Kiwanis as a diverse organization.
Strategies:
A. Encourage commitment to Diversity (leaders and members).
B. Identify and increase awareness of diversity issues.
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Schedule:
Governor(s) and Lt Governors remind club officers of the need to mirror their community population.
Goal Area 6: Structure
The PNW Kiwanis will be structured to facilitate movement towards its goal to be the most effective service organization in the Pacific
Northwest. and to be 35,000 members by 2015.
Strategic Objectives:
 Increase responsiveness to club and member needs.
 Develop an infrastructure that can support membership growth goals.
 Develop an infrastructure that can assist struggling clubs in a timely manner.
 Eliminate any organizational and/or accountability gaps.
Strategies:
A. Develop continuity in Zone leadership using primarily Past Lt Governors.
B. Periodically assess need for realignment of divisions or zones.
C. Strengthen the Past Lt Governor’s Association by identifying Past Lt Governors and getting them engaged if they are
not already.
D. Focus on Clubs - Clubs are where it happens.
E. Form a committee to evaluate merits of other organizational or leadership structures (Realignment Committee or
Laws and Regulations Committee?).
Schedule:
Governor(s) and Lt Governors evaluate organizational needs, continuously.
Goal Area 7: Finance
Create the financial resources to meet the goals, objectives, and strategies outlined in the strategic plan.
Strategic Objectives:
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Increase Club and District revenues
Improve communications to members about the organization’s finances.
Strategies:
A. Engage in strategic partnerships with businesses and other organizations to create more valuable service projects.
B. Encourage clubs with Foundations to apply for grants to create more valuable service projects.
C. Increasing membership increases Kiwanis financial resources (Goal Area 2).
Schedule:
Schedules for adapting strategies and meeting goals are continuous.
Goal Area 8: Service Leadership Programs
Service leadership programs are important keys to the future of Kiwanis, but are not necessarily getting effective Kiwanis attention at the
club level. The Service Leadership Programs are K-Kids (elementary schools), Builders (middle schools), Key (high school) and Circle K
(college) clubs. There is also a need to increase Kiwanis support to the developmentally challenged through Aktion clubs.
Strategic Objectives:
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Increase Kiwanis support to Service Leadership Programs
Improve communications between Kiwanis and Service Leadership Programs.
Strategies:
A. Develop database of Key Club graduating seniors and align/invite them to either Circle K or Kiwanis Clubs.
B. Kiwanis clubs renew their “contracts” with their sponsored Service Leadership Programs and renew commitments.
C. Sponsoring Kiwanis clubs commit to at least one interclub with Service clubs per month.
D. Kiwanis clubs embrace school advisors by at least making them honorary club members or preferably club members.
E. Strategically recruit Kiwanis members (new or existing clubs) to address Service Leadership Program needs.
F. Service Leadership Program committee chairs periodically update PNW strategic plan
G. Kiwanis clubs encourage and financially support leadership training and personal development of Service Leadership
club members.
Schedule:
Governor(s), Lt Governors, club officers work continuously to strengthen the bonds between Service Leadership Programs and
Kiwanis. Already increasing in number with fewer un-sponsored programs.
Committee Members
The Strategic Planning Committee shall review planning aspirations and resulting accomplishments each year. This committee shall
typically have about eight appointed members that include the Governor, the Governor-Elect, the Secretary, the Treasurer (or the
Secretary/Treasurer), the Finance Chair, the Laws and Regulations Chair, Lt Governor Class President, Immediate Past Lt Governors
Class President and the Immediate Past Governor. The Chair of the Committee shall be appointed by the Board of Trustees, upon
nomination by the Governor-elect, for a term not to exceed three years. (04-05 Minutes: Richmond).
The 2006-07 committee is:
Norm Olson, 06-07 Chairman
Lori Bryant, Governor
Rich Jensen, Governor – Elect
Steve Emhoff, Immediate Past Governor
Cleve Parker, Secretary/Treasurer
David Sparks, Finance Chairman
George Cadman, Laws and Regulations Chairman
Greg Garcia, 05-06 Lt Gov Class President (and 2007 Governor Candidate)
Dennis Beaulieu, 06-07 Lt Gov Class President
Additional inputs/comments solicited by the Chairman
Sylvester Neal, KI Trustee, Past Governor
Bobbe Godwin, Past Governor (1997 Strategic Plan)
Dick Mayer, Chairman, Past Governor’s Association
Mike Wilson, Chairman, Past Lt Governor’s Association
Greg Holland, TAG Team Chairman
Mike Duffy, Education and Training Chairman
Patrick Ewing, Marketing and Public Relations
Wendy Falkowski, 2007 Governor Candidate
Oscar Domingo, 2007 Governor Candidate
Frank Morehouse, Previous Lt Gov and Previous Governor Candidate
Any other Governor Candidates as they are identified.
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