Empowering Community Service Organizations: Practical Ways to Grow and Thrive

Community Service Clubs, known in English as Service Organizations, such as Lions, Rotary, Kiwanis, and dozens or even hundreds of similar organizations in Israel and around the world, all "live" off their activity and their number of members. The same applies to organizations like Tzavta, Na’amat, WIZO, and others in Israel.

These two elements—activity and membership—are tightly connected. Social involvement and community contribution lead to an increase in the number of club members. In turn, a stable or growing membership leads to the club’s success and its ability to make a real impact on the community through volunteer and funded projects, thereby fulfilling their mission as organizations serving the community.

These organizations often have a national leadership, and frequently an international leadership as well. These leadership bodies set policy and help local clubs realize their full potential. Within the clubs themselves, leadership is elected and usually rotates annually.

The following issues are relevant to most of these clubs:

How can we increase club membership?What steps can we take to boost energy and participation in club meetings, while steadily and sustainably increasing the number of active members—especially those willing to take on roles and lead community projects that require dedication, time, and energy?

Here are a few ideas and some food for thought. Office holders and leaders at the organizational and local levels may find these ideas useful when designing their policy, refreshing their image, and reigniting energy and initiative among members.

First, it’s worth analyzing club membership trends over time—to check whether there’s a noticeable trend: decline, growth, or stagnation. (This analysis may also be beneficial at the national level.)

A change in mindset is needed.If we want to shift from the traditional “+1” approach (a common policy in many clubs—to finish the presidential year with one more member than the year before) to “+10,” we actually need to recruit 15–18 members a year, accounting for natural attrition (resignations, passing of members, etc.). This requires a significant shift from the usual methods of recruiting. And the “each member brings a friend” approach may not be the right—or only—strategy anymore.

It’s important to present these numbers clearly to club members—to speak openly and use real data—and to enlist the club’s most loyal and veteran members in support of change. This kind of change is unlikely to come from the fresh faces, the newer members. It must come from those who have invested years in the club and don’t want to see it fade. This commitment should be nurtured well before one becomes club president—by tightening bonds with veteran members, learning from them what things used to be like “back in the day,” what worked then, and what should be done today to restore the club’s past glory.

But first, we need to define the real issue—the root problem we’re facing. It's not enough to deal with symptoms like member dropout, interpersonal conflicts, or unwillingness to volunteer for key roles. These are valid challenges but are often just surface-level symptoms of a deeper issue.

So what is the real problem?Is it a lack of vision? A loss of direction or passion? A disconnection from the mission?

Why is it that people enjoy coming to events but shy away from volunteering for roles and projects that require real effort?

Why do they attend lectures but avoid stepping up to lead initiatives? Do we need to revisit the core goals of the organization? Remember why we joined in the first place?We need to reconnect with the meaning of being a member in a service-oriented organization. We need to shift the focus—both within the club and at every meeting we plan and deliver.

After all, our club is not just another social club—so what is it?

We must offer members more opportunities to serve the community—not just through big or one-time projects. Everyone in the club should be involved in initiatives, big or small, in ways that are connected to and impact the local community. This will remind them why we’re here and what our purpose is as a club and an organization. Groups like Lions, Rotary, Na’amat, and WIZO all aim to make a difference in community life. Let’s offer members more chances to give back. This increases satisfaction and motivation.

So how do we focus more on helping others rather than just socializing?

How do we stay relevant? What is our organization’s reason for being?

These are crucial questions that should be raised and discussed first with the club and organization leadership, and later with the full membership. You’ll be surprised how much new insight emerges—about people’s dreams, hopes, fears, and aspirations. The discussion itself can reignite passion and help members remember the original "spark" that led them to join.

Micro-projects:Plan short, meaningful community service events that don’t require major travel or logistics but still allow members to contribute significantly. These should be short projects that can be completed in 30–45 minutes, even during a regular club meeting, with some preparation. These could even replace the usual lecture. Choose projects that even physically limited members can take part in. During times like COVID, smaller capsule groups might still be better than no meetings at all.

For example, members could prepare small care kits or coloring books for children in hospitals. Each kit might include a coloring book, crayons, and a first page colored and signed by the volunteer (e.g., “Moshe, age 78, Lions Club Petach Tikva”), all packaged neatly in a sealed plastic bag. These gifts will reach hospitalized children—and just as importantly, their parents and the medical staff, who will appreciate the thoughtful gesture and recognize the organization behind it.

These kinds of events are also great for inviting guests to the club. Not only will members enjoy the activity, but guests will also feel they contributed meaningfully—even in a small way. Ideas for small and large community projects can be found easily by Googling "community projects" or by reaching out to other local sister organizations looking for volunteers and partnerships.

It’s important to focus on guest invitations and hospitality, even for first-time visitors. Invest in how you host guests—explain what the club does, why, and how. This refreshes the memory of veteran and newer members alike and inspires guests to return. We want first-time visitors to understand, enjoy, and feel included—without having to be longtime members.

For this, take time to explain club customs and traditions, and why they matter (e.g., the Lions Peace Prayer or other rituals observed at meetings).

There are many ways to help guests feel at home at their first meeting—to feel involved and respected. For example, instead of the usual small talk around the table ("How are you? What's new?") which might be hard for a newcomer to join, consider opening the meeting with a creative icebreaker—like a question placed in an envelope in the center of the table: "What was the last book you read?" or "What was your favorite cartoon as a child?" This draws everyone in, sparks unexpected conversations, and helps guests feel like one of the group, rather than outsiders.

Another example: recognizing and celebrating community involvement, even for activities not officially under the club's umbrella. Members could submit notes about their volunteer activities at each meeting. At the end of the meeting, a few envelopes could be drawn in a raffle, with prizes ranging from 20 to 100–200 NIS. The winners might even choose to donate their prizes to a good cause. This practice could become a tradition—"two birds with one stone": recognition and further contribution to the community.

Not only does this create a sense of immediate reward and appreciation, it also boosts meeting attendance and allows first-time guests to win and feel connected too. Public recognition, certificates, mini flags, a feature on the club or organization website—all work well, too.

So how do we really go about recruiting new members?

Dedicate part of several consecutive meetings to learning how to present the organization to the public. Create or borrow a simple presentation titled “What is our organization and why should you join?” and practice delivering it clearly and confidently. These sessions help new and veteran members alike understand the club’s mission and activities. This increases pride, ownership, and often leads guests to express a desire to join.

Go a step further—encourage members to present this slideshow to other community groups or volunteer organizations. This helps increase visibility, builds members’ confidence, and gives them public speaking experience. It also introduces the club to new audiences, which benefits everyone.

Lastly, consider developing multiple membership tracks—flexible and attractive options for those who want to participate but may not be able to afford full dues or attend every meeting. Especially during times like the pandemic, a more flexible approach to fees and participation can significantly support new member recruitment, particularly when club activity is reduced and there's a sense of getting “less for the fee.”

It’s also wise to refresh the speaker schedule: encourage members to find interesting speakers who can present voluntarily. Reduce the number of speakers asking for the club’s financial support, and instead prioritize hearing updates from organizations we already collaborate with.

Another initiative could be a decision that the members themselves volunteer to give an interesting talk once or twice a year—on a subject from their field of expertise, a hobby, or a life experience they wish to share. These talks are often fascinating, help us get to know one another better, and deepen the connection between the members. They also promote a sense of personal contribution and belonging.

A club can also initiate a lecture series in the community. Such a series, in which club members or external speakers participate voluntarily, can be held at a local library, community center, or even in the club's own space if suitable. These events raise the club's profile, expose it to potential members, and, with proper preparation and publicity, can also serve as a platform for community service, knowledge sharing, and connection.

And finally—diversity. The more diverse the group of members—by age, gender, origin, profession—the more interesting the discourse and activities will be. A club that welcomes diversity and inclusion will appeal to a broader population and naturally expand its circles of influence and contribution. Let’s make space for others around the table—not just physically, but also emotionally and socially. New members want to feel seen and heard, to bring their perspectives and energy to the group, not just to "fit in" but to help shape and revitalize.

In conclusion: The vitality and relevance of a service organization depend on its ability to constantly renew itself, to adapt to its members' and community's needs, to offer real opportunities for connection and contribution, and to maintain an authentic and meaningful identity. The club is not just a social gathering—it's a movement, a mission, a path to making a real impact. Let’s remind ourselves and our members of that, and work together to make it happen.