The Lions movement began in Chicago in 1917, when an American businessman named Melvin Jones proposed that business and professional people should use their abilities not simply to advance their own interests but to improve the lives of others. His idea eventually developed into Lions Clubs International, one of the world’s largest voluntary service organisations, with clubs operating in communities across the globe.
The motto is wonderfully simple: “We Serve.”
Lions Clubs raise money for charitable causes, support people experiencing difficulties, organise community events and provide practical assistance wherever they see a need. Their activities range from supporting sight-related charities and collecting unwanted spectacles to helping young people, assisting local organisations and organising seasonal fundraising events.
What particularly interests me is that these clubs are run by ordinary people who voluntarily give their time, experience and energy. There is no great mystery about their success. They identify something that needs doing, work out how to do it and then get on with the job.
An evening behind the scenes
I was invited to attend a business meeting of a local Lions Club, accompanied by Françoise. Having spent much of the past year interviewing people involved in community organisations, I was particularly interested in discovering how such a group operates behind the scenes.
The meeting began with a welcome to visitors and a round-the-table enquiry about members’ health and general wellbeing. This was accompanied by a certain amount of teasing, particularly when somebody mentioned having dispensed with a walking stick following physiotherapy. There was also some amusement about a missing bottle for the monthly raffle. Clearly, even charitable organisations are not immune to the occasional administrative hiccup!
Once the formal business began, the minutes of the previous meeting were approved and signed, followed by reports from trustees and officers. Accounts were presented, charitable expenditure discussed and various administrative matters dealt with. I was struck by the balance between proper financial accountability and the relaxed, friendly manner in which business was conducted.
One of the most substantial discussions concerned a proposed donation to a youth charity planning a training facility in Midsomer Norton. The project aims to help young people who are not in education, employment or training by teaching practical skills in a café environment. Members discussed the importance of providing not just training but continuing encouragement and personal support to young people who may have experienced considerable difficulties.
A donation of £1,800 was proposed, representing £100 for each of the eighteen initial training places. The discussion illustrated how a relatively modest contribution from a local voluntary organisation can support a much larger project. Other charitable donations were also considered, including support for a children’s cancer charity and smaller local causes.
Another report concerned a recent health-screening event at which 190 people had been tested. The event required considerable organisation, including advance bookings, volunteers, refreshments and coordination with the screening specialists. Members were pleased with the response, although there were the inevitable last-minute cancellations and minor complications. The screening organisation had also collected more than £1,500 towards its costs.
Preparations for Christmas were already well under way. The club’s seasonal float needed assembling, volunteers had to be allocated to collection duties and publicity arranged. There were discussions about rotas, collecting equipment and the importance of letting local people know when the float would be visiting their area. These are the practical details that the public rarely sees but which determine whether an event succeeds.
Other matters included collecting unwanted spectacles and hearing aids, supporting a Young Ambassador competition, arranging a club meal and maintaining relationships with other voluntary organisations. There was also a lengthy and interesting discussion about the development of a regional Lions branch, whose members are spread across a considerable geographical area and conduct much of their business online. It was an example of how traditional voluntary organisations are adapting to changing circumstances rather than simply accepting that declining local membership must mean closure.
My own contribution
I was given an opportunity to explain my Somer Valley Diary project and the accompanying book, Come and Join Us! I described my experience of producing community books, including my recent work in Chard, and explained that my principal concern is helping people discover the extraordinary range of activities taking place around them.
I particularly mentioned newcomers, people who have experienced bereavement or divorce, and those who may feel isolated despite living in a busy community. It is all very well for activities to exist, but they are of limited benefit if the people who might enjoy them have no idea where to find them.
I also spoke about the smaller organisations that do valuable work but lack the money or expertise to publicise themselves. My aim is to give them greater visibility and encourage people to make contact. I invited members to suggest organisations I might have overlooked and explained that I see the project as a means of strengthening communication throughout the area.
One observation made during the discussion particularly appealed to me. Some people find it extremely difficult to walk into a room where everybody else appears to know one another. The challenge is not simply to advertise an activity but to help newcomers feel confident enough to come through the door. I could not agree more. A welcoming smile and a few words of introduction can make all the difference.
What makes a voluntary organisation work?
By the end of the evening, I had gained a much clearer appreciation of what goes into running a Lions Club. From the outside, we tend to see the Christmas collections, fundraising events and charitable donations. What we don’t see are the meetings, telephone calls, correspondence, financial records, planning discussions and countless small acts of cooperation that make everything possible.
I was also reminded that volunteering need not be solemn or self-sacrificing. There was plenty of laughter during the meeting, along with good-natured disagreement and the occasional diversion from the agenda. Members clearly enjoyed one another’s company, and that social dimension is an important part of keeping an organisation alive.
There is something reassuring about a group of people who meet regularly, discuss practical problems and decide how they can make life a little better for others. They may not attract headlines, but their combined contribution to community life is considerable.
And, as I have discovered repeatedly during my community research, the people who give their time so generously often receive something equally valuable in return: friendship, purpose and the satisfaction of knowing that they have made a difference.
One detail that I highlighted was the discussion about the vital importance of encouraging newcomers to come through the door. It connects directly with the central purpose of my Welcoming Guide: it isn’t enough to tell people where activities take place; they must also feel welcome when they arrive.
I left feeling that the Lions movement represents something we could do with more of: people who are prepared to stop talking about what ought to be done and actually do something about it.
