EXHIBIT #12
ACTION STRATEGIES IN SUPPORT OF
OPERATING OBJECTIVE 4
Improve eduction and leadership development programs and materials for local clubs.
Action Strategy I:
Conduct surveys of officers, advisors, and members to determine organizational needs.
Action Strategy II:
Develop additional support materials.
Action Strategy III:
Conduct greater promotion of the eductional/leadership development benefits of attending the International Convention.
Action Strategy IV:
Develop organization-wide Regional Training Conferences for club officers and advisors.
Action Strategy V:
Create Leadership Scholarship Program for club officers.
OPERATING OBJECTIVE 5
Strengthen district operations.
Action Strategy I:
Improve educational services for Key club administrators and governorse Action Strategy II:
Expand administrative services available from International office.
Action Strategy III:
Standardize district operations through the improvement/enforcement of district bylaws.
Action Strategy IV:
Develop incentive programs to encourage better performance by Kiwanis and Key Club district governors and administrators.
Action Strategy V:
Establish provisional district guidelines to increase the number of active Key Clubs in districts with less than 30 active clubs.
OPERATING OBJECTIVE 6
Raise the level of organizational visibility through a specified public relations program.
Action Strategy I:
Design organization-wide public awareness program.
Action Strategy II:
Increase exposure of Key club within international conve~tion city.
Action Strategy III:
Increase exposure throughout Kiwanis International.
Action Strategy IV:·
Increase local/regional exposure of Key Club.
Action Stategy V:
Increase exposure of Key Club within the high school.
EXHIBIT #13
ACTION STRATEGIES IN SUPPORT OF OPERATING OBJECTIVES 7-10
MEMBERSHIP DIVISION
CIRCLE K INTERNATIONAL DEPARTMENT OPERATING OBJECTIVE
7
Realize a net growth and increase of membership of five percent over each of the next five years.
Action Strategy I:
Immediately implement awareness program in all areas of the Circle K organization and K-Family to change prioritization of membership from solely "service" to leadership development, service and friendship.
Action Strategy II:
Adopt a membership recruitment program which uses a variety of mem- bership recruitment techniques, yet tailored to fit the philosophy and mission of Circle K International.
Action Strategy III:
Develop standardized criteria for Circle K membership which includes commitment to the objects and ideals of the organization. Include the criteria in the Circle K Constitution and Bylaws.
Action Strategy IV:
Develop a membership education and recruitment program which educates newly selected Circle K members as to the history, structure and objects of the organization.
Action Strategy V:
Require of all Circle K members a period of probationary membership during which s/he must participate in educational, leadership, service and social activities before full membership status is recognized.
Action Strategy VI:
Develop criteria guidelines for the selection of Kiwanis and faculty advisors and district administrators to Circle K clubs/districts.
Action Strategy VII:
Develop and implement training and education program for district administrators and Kiwanis and faculty advisors.
OPERATING OBJECTIVE 7 (continued) Action Strategy VI~I:
Revise recognition/awards program to reflect priorities of the organi- zation with regard to excellence in leadership development, service and membership in objective rather than subjective criteria.
Action Strategy IX:
Increase charter strength to twenty-five by August 1, 1990 (was increased to twenty August 1, 1986).
Action Strategy X:
Encourage selective membership recruitment to reflect the male/female ratio of the full-time enrollment on each campus. Further, encourage selective membership recruitment to reflect class and discipline distribution of campus enrollment.
Action Strategy XI:
Expand the geographical boundaries of the organization to include stu- dents in countries outside of the original thirty districts of Circle K International.
OPERATING OBJECTIVE 8
Provide improved leadership development opportunities and officer training at all levels of the Circle K organization.
Action Strategy I:
Create the position of Assistant Administrator of Circle K
International. This person would primarily develop, implement, edu- cate and evaluate the leadership development and officer training program.
Action Strategy II:
Produce an officer's manual for each office of Circle K International.
The manual will define roles, responsibilities and duties of each office.
Action Strategy III:
Develop a standardized officer training program for local, district and International officers which would be facilitated by Kiwanians and/or staff members
Action Strategy IV:
Develop and implement a leadership and organizational skills develop- mental program on the local, district and international levels which
combines the resources of individuals inside and outside the K-Family.
OPERATING OBJECTIVE 8 (continued) Action Strategy V:
Establish at each level in Circle Kand Kiwanis an officer or staff member responsible for the leadership development program.
OPERATING OBJECTIVE 9
Create an awareness about Circle K's 'purpose, v1.s1.on, mission and activities among K-Family members at all levels. Also, create a greater awareness of Circle K to non Circle K'ers on the local campus.
Action Strategy I:
Establish at each level a career networking program designed to connecting Circle K'ers and Kiwanians to promote career development.
Action Strategy II:
Develop a "Vision", an organization wide thrust, for which Circle K International would be known from the grass roots level throughout international.
Action Strategy III:
Improve and use more widely within the K-Family support materials regarding Circle K Week, Kiwanis International Policies and Procedures for Circle Kand New Club Building.
Action Strategy IV:
Develop an in-depth manual and program for Circle K'ers and Kiwanians capital- izing on .the uniqueness of the K-Family.
Action Strategy V:
Develop guidelines and suggestions for viable programs and conferences for regional K-Family gatherings.
OPERATING OBJECTIVE 10
Establish a sense of continuity within the Circle K International organization relating to finances, administration and international staff.
Action Strategy I:
Change the term of office for Circle K International officers to reflect the following schedule:
a) Club elections must be held no later than two weeks prior to district con- vention. Officers terms begin April 1.
b) District officers must be elected to assume office no later than April 1.