chapter presidents handbook part a

8/4/2019 Chapter Presidents Handbook Part A

http://slidepdf.com/reader/full/chapter-presidents-handbook-part-a 1/49



CALENDAR OF EVENTS 1988-1989

The United States Jaycees®Revised 4/1 /88

@.

October 1988

15 Healthy American Fitness LeadersAwards Congress - Dallas, Texas

31 MDA year-end deadline for 1987-88fundraising.

September 19884 - 5 Jerry Lewis Labor Day Telethon

- MDA - Las Vegas, Nevada17 - 20 Governmental Affairs Leadership

Seminar - Washington, D.C.

23 - 25 National Metro Conference -

Canton, Ohio

November 1988

1 Start of 1988-89 Muscular Dystrophy

fundraising year3 - 6 Muscular Dystrophy State Program

Managers Training School Tulsa, Oklahoma

12 - 19 43rd Jaycees International WorldCongress - Sydney, Australia

20 - 26 National Jaycee Family Week

December 1988

11 World Jaycee Day

January 19895

12 - 15Deadline for NOYF nominatio

Congress of Ten OutstandingYoung Americans (TOYA) Tulsa, Oklahoma

Speak Up '89

Executive Committee MeetingCorporate/Operating Committ

MeetingsExecutive Board MeetingHours of Power

Delegate Forums

TOYA Awards CeremonyNational Jaycee Week

National Outstanding YoungFarmers Awards Congress Tuscaloosa, Alabama

Deadline for HAFL nominatio

National Awards Judging Memphis, TennesseeNational Individual CompetitionMemphis, TennesseeAnnual Meeting - Memphis,

TennesseeInternational BB Gun

Championship Match

March Board Meeting -Tulsa, Oklahoma

Executive Committee MeetingCorporate/Operating CommitteMeetingsExecutive Board Meeting

Deadline for War MemorialScholarship entries (one per sTulsa, Oklahoma

Jaycees International AreaC Conference - Hamilton, Be

1212

12

121314

1415 - 21

February 198923 - 26

30 - 7/2

March 19893 - 5

34

15 - 18

14 - 17

June 19899 - 11

April 1989

1

13

5

15

St. Jude Fundraising Year Begins

International BB Gun Championship

Match - Colorado Springs, Colorado

July Officers Training School- Tulsa, Oklahoma

Executive Committee Meeting

Corporate / Operating Committee

MeetingsExecutive Board Meeting

State Officers TrainingGovernmental Affairs State

Program Managers TrainingSchool - Tulsa, Oklahoma

St. Jude State Program ManagersTraining School -Memphis, TennesseeMarch of Dimes State Program

Managers Training School -

Deadline for National TOYA

Nominations

Shooting Education State

Program Managers TrainingSchool - Tulsa, Oklahoma

July 1988

13 - 17

1

1 - 3

21 - 24

13

14

1515 - 1615 - 16

25 - 28

28 - 31

August 1988

1



Tableofontents88-89

IX.irecting 40I. Introduction

2. Defining Leadership 40 3. The Motivation Process 40 5. Delegation of Duties 42. Team Building 43.ontrolling 438A. Defining Controlling

43 B. Conducting Successful Meetings39. Handling Non-performers 479I.ppendix 480A. Chapter Awards Manual9-650

B. Planning Guide for Chapters Form61C. Sample Planning Guide for1

Chapters 67-71 12D. Member Survey Form

723E.Community Survey Form

3-74 15. Chairman's Planning Guide Form55. Budget Sheet/Financial Statement766. Membership Plan Form 777. Major Emphasis Area 20nformation Form

7879 28. Springboard Program 808. Degrees of Jaycees Program1-829. Degrees of Jaycees

Certification Form83 31. Blue Chip Certification Form41. Chapter Blue Chip Requirements51. Jaycee Terms 86-881. Parliamentary Procedure Tips92. U.S.Jaycees Sales Department03. Front Membership Applications15. Back Membership Applications2 U. Induction Pledgeack Cover8. Charge and Oath of Officeack Cover



IntroductionYou have just embarked on the most important

year of your Jaycee career. The office of chapterpresident makes this organization work. Everyaccomplishment, large or small, is done on the locallevel, and you are the leader of your chapter.

This handbook has been designed to communicate all the basic information and management

techniques you need to effectively function in youroffice. In it you will find (1 ) a job description outliningyour responsibilities as chapter president, (2) themanagement techniques necessary for you to developyour leadership skills, (3) methods for offering theJaycee experience to others and (4) all the resourcesavailable to you to ensure a year of Blue Chipsuccess.

Refer also tothe Officers' and Directors' Guide.

As the leader and manager of your chapter, youshould use all available resources. In order to

manage your officers, you should be familiar withtheir responsibilities. The Officers' and Directors'Guide provides this information.

This handbook is best used as a reference

book. It is not enough to read this material at the

beginning of the year and then set it aside, feelingconfident that you are ready to take on the world.Review your handbook regularly. You may find new

fR.:EDOM FUl"NDATJO!'\,

AIX'ARDS

2

ideas, answers to problems or just a different waylooking at something each time you read it.

The Chapter President's Management Han

book is written in eight (8) basic sections.A. "Our History and Concept," gives you a br

overview of our organization's heritage ahow it's relatedto our "total Jaycee concep

B. 'Your Organization," provides an insightthe purpose, structure and le3.dership potions of your state, national and internationorganization.

C. "Introduction to Chapter Management," dfines the five functions of management adetails the in;1portant responsibilit ies yhave assumed.

D. "Planning," provides management tools

coordinate your efforts and your chapteefforts into an overall success.

E. "Organizing," emphasizes a definitionorganizing and principles of classical orgazing theory.

F. "Staffing," concentrates on the methods aprocedures to offer the Jaycee opportunto other young people.

G. "Directing," provides information for develo



ing a more useful leadership strategy.H. "Controlling," stresses the importance of

ensuring the effective accomplishment ofobjectives.

'- As you begin your year of leadership, be awareof the potential impact you can have on your

members. Through your leadership and managementtechniques the skillsof your membership will increase.They will dare to do things they once thoughtimpossible. They will, however, only reach theirpotential through you. They will reach no higher thanyou dare to reach. You are their president. Challengeyourself to be the best you can be.

Our History and Concep_t _Your organization, The United States Jaycees,

has a rich and impressive heritage. The Jayceemovement began inan era when many organizationswere getting their start. Young men's civic groupswere sprouting up in cities from coast to coast in theearly 1900s. The movement grew as these groupsconsolidated their efforts.

Our movement actually began in 1910 when the

Herculaneum Dance Club was formed to sociallyelevate its members. The Herculaneum was so

successful in providing the proper atmosphere forsocial relationships that it and other groups formedthe Federation of Dancing Clubs. The early leader ofthe Federation, a young bank cashier named Henry"Hy" Giessenbier,playeda significant role inchangingthedance groups intoa dynamic national organization.

Giessenbier wanted to develop the businessskillsand the reputation ofyoung men. This approachwas a bit unusual, but became the hallmark of

Jayceeism. Hy is referred to as the founder of theJaycee movement because ofthis early influence onthe organization. He led a meeting of the Federationof Dancing Clubs onOctober 13, 1915, at the MissionInn in St. Louis, Missouri. At this gathering, 32 youngmen agreed to form the Young Men's ProgressiveCivic Association (YMPCA). After several name

changes, the YMPCA became the Junior ChamberofCommerce in 1920. Today, October 13 is "MissionDay" for Jaycees and is observed with membershipdrives and "M" Night meetings.

In the early 20th century, young men were

thought unfit to assume business responsibilities.Those who aggressively sought those responsibilitieswere considered "upstarts." Older businessmenwere unsure ofyoung men's skills and were skeptical

of their ability to succeed. Giessenbier wanted youngmentomakean impressionearly inlife,so developmentof business and leadership skills was offered tomembers of the early movement. Those skills andother benefits are still offered today.

In 1916, the YMPCA changed its name to JuniorCitizens at the request of Clarence H. "Daddy"Howard, a St. Louis industrialist and early benefactor

of the Jaycee organization. The shortened version of

3

Junior Citizens-J.C.s-became the permanent trademark of this organization for energetic young men.

The Junior Citizens affiliated with the St. Louis

Chamber of Commerce in 1918. Following the firstWorld War, a plan to form a national coalition ofyoung men's groups was widely circulated. The "StLouis Plan" resulted ina gathering of29 organizationsfrom around the country in January of 1920. This

caucus on January 21 and 22 is the official date ofbirth for the United States Junior Chamber of

Commerce. Today, the commemoration ofthe caucusfalls within Jaycee Week, which begins the thirdSunday of every January.

In his address to the caucus, Henry Giessenbieroutlined the purposes of Jaycees in America. In theprocess, he revealed his vision of the movement forall generations to see:

"It shall have for its prime purpose to promotecooperation among the young men's business andcivic organizations of the country. To increase their

efficiency and to create and foster the growth of such

organizations. To provide avenues of intelligentparticipation of the young men in the study of city,stateand national problems.To advance thecharacterand business efficiency of its members along clearlydefined constructive channels.

"It shall further propose to secure cooperativeaction in advancing the common purposes of itsmembers. To secure uniformity of opinion andconcentration of action upon questions affecting thecivic and commercial interest of the country. Thisproposed organization shall, at all times, be nonreligious and non-political. It shall not be an organization for propaganda, but shall bean organization torender service."

Giessenbier finished by saying: "I believe thegreat task that is assigned to us is to put intoexecution those purposes and, my fellow delegates,may Isay that inyour hands lies the destiny of a greatorganization. Let us build it to national recognition.Let us organize it in the interest of the young men fora greater America. Let us not fail in this task."

Hy Giessenbier was convinced the principle of

the Jaycee movement was sound. In June of 1920,



when the first Annual Meeting was held, Hy waselected president. Little did he realize how muchimpact the organization he started would have inAmerica and around the world. Hedied on November

7, 1935.Inthe 1920s, the Junior Chamber of Commerce

began the first national program, "Get Out The Vote."The program was designed to encourage citizens to

participate in their government. As the organizationhas grown in membership and influence, governmental involvement has remained a national concern.

One of the significant accomplishments of theJaycee movement in the '20s was its role in thedevelopment of aviation in America. Many localorganizations helped construct and develop airportfacilities in their communities. The efforts of Jayceesare also credited with the establishment of regular airmail service in this country.

Inthe 1930s,the organization grew to nearly 700chapters. A national publication, FUTURE, began.Adoption of a new constitution, design of the officialseal of the Junior Chamber and the establishment of

the Distinguished Service Awards (DSA) programalso took place. In 1938, The U.S.Junior Chamber ofCommerce took over the administration of the Ten

Outstanding Young Men program.More significant, though, was the role Jaycees

had in conserving America's natural resources.Cooperation between groups inCanada and the U.S.resulted in the Quetico Provincial Park in Canada

and the Superior National Forest in northern Minnesota. Junior Chamber groups also worked withGarden Clubs, the Farm Bureau, Isaac Walton

League and other groups to form the National WildlifeFederation. The Federation represents all conservation groups. Its purpose is to ensure adequatelegislation for conserving our natural resources atthe state and nationalleve!.

When the 1940s rolled around, Jaycees werehaving an impact in this country. They had workedhard to reduce urban traffic accidents in the '30s

through the "Safety With Light" program and the '40spresented new challenges.

Even though most of its members would hearthe call of duty, the Junior Chamber of Commercewent on record in favor of compulsory militarytraining at the organization's 1940 Annual Meeting inWashington, D.C. While more than 85 percent of themembership was fighting World War II, local groups

were conducting scrap drives, selling war bonds andassisting USO chapters to help in the war effort.

Despite the hostilities in other countries, the truespirit of Jaycees prevailed in the 1940s. The organization was established in other countries in 1944

during a meeting in Mexico City, Mexico. Today,more than 80 countries are part of the organizationknown as Jaycees International (JCI).

4

__ n ~_

A young Jaycee from Columbus, Ohio, attende

the first convention (in Milwaukee) after the war. Hwas so inspired he wrote the words of what is knowtoday as the Jaycee Creed.C.William "Bill" Brownfie

had seen the impact of the movement and put thimpact into a statement of belief.

A Junior Chamber project that bridged th1940s and 1950s was a government reorganizatioPresidentTruman hadasked former PresidentHoov

to review the operation of government. Hooverrecommendations met with a lot of opposition frogovernment officials, 'veterans and other groupJaycees backed the recommendations becausewas felt the changes would benefit all AmericanThe organization's campaign on behalf ofthe HoovReport enabled more than 80 percent of threcommendations to be enacted.

The 1950s saw the outbreak of another war an

saw the Junior Chamber of Commerce workinharder to preserve the freedoms ofAmerica. PresideDwight D. Eisenhower became the first Presidentaddress anAnnual Meeting of Jaycees in 1953.ln h

speech, the president said, "Yours is one of thnation's most distinguished and enterprising organzations. You are young and responsible people, wi

impressive careers 'and achievements alreadrecorded to your crediLbecause you are both younand responsible, you know what is your greateresponsibility of all-tomorrow-the whole futurefreedom."

The Junior Chamber worked to obtain statehoo

for the territory of Alaska during the '50s. Statehoofor Hawaii was achieved shortly afterwards. BJaycees were also concerned about the youthAmerica and so began the "Junior Citizens Crusade

The Crusade was designed to curb and prevendelinquency by offering constructive activities fyouth, such as the Safe Driving Road-e-o and othprograms. The efforts did not stop there, howeveJaycees worked to rehabilitate youth who strayed bestablishing a uniform juvenile court system and bbacking the "Big Brother" program.

With the 1960s came efforts to appeal tobroader spectrum of society. The Junior Chambeofficially changed its name to Jaycees in 1965. Italsrequired that all members of the national organizatiobecome members of the international movemen

Jaycees enlightened the country about mental healand mental retardation through a national program

the '60s.The most significant activity of the '60s, thoug

was the organization's efforts to create a UniformVehicle Code. Chapters surveyed local problemand worked to promote enactment of uniform laws ball states and to adopt similar municipal codes.

In the 1970s, the national Jaycee movemen

continued to follow the purposes outlined byGiessen



bier back in 1920. The organization helped create theNational Center for Voluntary Action, but also playeda vital role in other areas of public concern.

An alcohol abuse program, "Operation Threshold,"contributed toan understanding of the problemsassociated with alcohol consumption. "OperationRed Ball" saw Jaycees distribute more than 5 millionfire protection stickers in 1972 alone, as part of a

program to aid fire departments in locating childrenand invalids during house fires. Many other nationalprograms helped young men have an impact on theircommunities during the 1970s.

The history of the Jaycee movement in the1980s has not been totally written yet. However, inTulsa, Oklahoma, on August 16, 1984, during aspecial meeting of The United States Jaycees, themembership voted successfully to expand theirmembership requirements by admitting women, ages18-35, as full voting members in The United StatesJaycees. InJune 1987, another vote revised Jayceeage limits to 21-39, expanding Jaycee opportunitiesto even more people. Jaycees in the '80s will

continue to support America's Olympic athletes, toraise funds to fight muscle-destroying diseases, tobe concerned with the conduct of government in thiscountry, to further improve their communities whiledeveloping their own personal skills as leaders andwill extendtheJaycee movement to other communitiesand help more young people than ever before createa lasting impact.

Changes in the Jaycees will continue. It isthrough these changes that the organization hasgrown to the height ofwhat it istoday. Changes comethrough the new ideas proposed by the membership.Eachyoung adult who isa member of this organization

is given the chance to grow and develop. For moreinsight on how the Jaycees has affected the lives ofsome of its members, a book entitled, On Being AJaycee has now been published. It is a collection ofstatements bypast Jaycees onwhat the organizationmeans to them.

This history culminates today into what we nowterm the "total Jaycee concept." This concept issomething that you must also understand andcommunicate to your chapters. The concept is

represented by the following logo.

You will note that the logo is an equilateral

triangle with the arrows indicating a distinct overlapping.The sides of the triangle represent communitydevelopment, management development and indi

vidual development.The triangle completely surroundsa circle which represents the member. The logodoes, in fact, represent a process. It is equilateral, sothat equal emphasis is placed upon allthree areas ofactivities and overlapping because each activity isdependent upon the other and is an integral part ofthe other. It is a process by which the "whole

chapter" can offer its members a "total experience"personal growth, development of their managerialskills and effective service to their community.

Three functions are absolutely essential for the

"total Jaycee concept" to be a reality: managementdevelopment, individual development and communitydevelopment programming.

If a chapter is poorly managed, it may sufferfrom lack of organization, morale, pride, fiscal stabilityor recognition as a credible group.

When a Jaycee chapter does not offer self

improvement programs like Personal Dynamics,Leadership Dynamics, Communication Dynamics,Speak-Up or Family Life Development, it fails toprovide an individual member with the most uniquetools available within the Jaycees for pursuit ofpersonal goals.

When a chapter rests solely on its record ofCommunity Development programs, it may lack thecohesive stability of a well-managed organization,exhaust the leadership currently available or fail to

provide for the development of emerging Jaycees.The beneficiaries, when such a cohesive combination

of chapter functions complement each other, are the

individual member and the community. Only then isitpossible to "develop the whole member through thewhole chapter" and realize the worth of this totalJaycee concept.

Your OrganizationYour chapter is an integral part of the Jayceenetwork. This network includes not only your chapterorganization,but also a state,national and internationalorganization. As chapter president, you have the

'-- opportunity to utilize the entire Jaycee organization.

5

You will find the resources ofyour state organization invaluable. The purpose of your state organizationisto assist your chapter in its quest for success. Yourstate organization offers strength and unity to the

chapters within your state. Many projects and pro-



with chapter planning, programming informattraining of chapter officers or membership recruitmdon't hesitate to callI on your district or regiodirector. Utilize their services to the fullest.

Your state organization is also made upof ostate officers to assist you in your quest for succeThese officers includ~ state vice presidents in

areas of Management Development, CommuDevelopment, Individual Development, Administra

and Membership. Each vice president isan excelresource filled with programming informationideas in their specific!area. To assist the state v

presidents, there are state program managers. Thelp the vice presidents promote specific prograin their area.

Your state president is the chief execu

officer of your state organization and isyour voiceThe U.S. Jaycees Board of Directors. One of

greatest concerns tHe state president has issuccess of each chapter in the state. Your presid

will be more than willing to assist your chapter inway possible. i

Many state orgaQizations operate a state ofor chapter service center. This is an excell

resource for your chapter. For specific informationyour state organization, contact your district direcor state office. A full explanation of each state offiposition is in the Officers' and Directors' Gu

Each state's organizational structure is differensome way. However, shown here is a common storganizational structure.

State Office

RegionalDirectors

District

Directors

Area

State Vice

Presidents

ProgrammingState Vice

Presidents

iProgram

Managers

Major

Emphasis- Area

Program

Direct~rs

Chairman

of the Board

Secretary L-J State President

Treasurer

Legal Counsel

Your StateOrganization

Your state organization isyou. Its makeup is acomposite of all the chapters in your state. If yourchapter plays an active role, your state organizationbecomes strong. If your chapter chooses not to

participate, the state organization weakens. It's thatsimple. Your chapter makes THE difference.

States with good organizations demonstratetime and time again their value to the chapters. Let

your state organization help you to better serve yourchapter, your members and your community ....a goalyou both share.

Communications flow much more smoothlyfrom chapter to chapter because of the way the stateorganization is structured. Regular forums for theexchange of ideas and programs occur at state,regional and district meetings. Interstate communications, such as weekly memos, newsletters, statemagazines, newspapers, state mailings, reports and

personal contact with assigned state officers existonly because of your state organization.

Your assigned district director is the first link inthestateorganizational structure. The district director'sjob is to assist and serve your chapter. Your districtdirector isthe person you should utilizefor assistance,advice and information.

The next link inthe state organizational structureis the regional director. The regional director assiststhe district director in helping you. The key point tounderstand is "helping you." The major responsibility

of your district director and regional director is to

provideservice toyour chapter. Ifyou need assistance

grams offered will not be national programs, but

programs tailored to the needs of your individualstate. State organizations also assist in the flow ofcommunications between chapters and allow forinteractions between chapters at statewide meetings.

Your national organization is also there to serve

you.The U.S.Jaycees provides chapters with supportthrough national programs, training manuals andmaterials and through training personnel to provide

strength and unity on a nationwide basis for allchapters.

Jaycees International (JCI) is also important in

your Jaycee organizational network. Through 80national organizational members (NOMs), whichinclude The U.S. Jaycees, JCI provides services to

all local organizational members (LaMs), whichincludes your chapter. JCI ties together the entire

organization with the common philosophy of helpingother people and their communities through theideals of the Jaycee Creed.

6



Each quarter, your state organization conducts

a state meeting. This is where the business of the

organization, programming seminars and trainingsessions take place. Itis important that you and yourmembers attend these meetings. You are the voice

for your chapter. The concerns of your chaptercannot be heard if you are not in attendance. Statemeetings are held for your chapter's benefit to gain

valuable knowledge and skills necessary to have animpact on your members and community. When itcomes to your chapter's success, you have plenty of

friends who are willing to assist you. Don't everhesitate toask anyone of the state officers, from your

district director to your state president, for guidanceand assistance.

Your National

OrganizationYour national organization is composed of all the

chapter and state organizations in the country. It isimportant to keep in mind that all chapters have anequal voice on the national/evel through their state

president.Shown below is the national organizational

structure:

National

NationalHeadquarters

U.S. JayceesExecutive Committee

I.S. Jaycees

Executiveoard of Directors

Itate

StateOffice

Statexecutive Committee

ItateBoard of Directors

Ihapters

7

The national president is the Chief Executive

Officer of the national organization. The president'smajor responsibilities deal with conducting the

business of the organization, serving as the voice ofThe U.S.Jaycees at Jaycees International meetingsand promoting the Jaycee concept to the businessworld.The president will attend state Jaycee meetingsduring the one year term of office to advise state

officers and local members on issues facing The U.S.Jaycees. The national president and the 11 national

vice presidents are elected at the Annual Meetingheld in June every year. Ten of the 11 national vice

presidents are each responsible for five assigned

states. The other national vice president is themetropolitan chapters' vice president. Three otherJaycees who serve on the executive committee are

the legal council, treasurer and chaplain. Thesenational officers are appointed by the president withapproval of the executive committee. The chairmanof the board and executive vice president also serveon the executive committee.

Your executive committee members provideassistance to your state and local officers. They lookfor problem areas within the state and advise and

assist your state officers in finding solutions. Theyalso represent the viewpoints of your state in themeetings of The U.S.Jaycees Executive Committee.

At the national level, program information and

materials are developed and made available tochapters across America. To best serve you, The

U.S.Jaycees Headquarters is structured around thetotal Jaycee concept. Under the direction of theexecutive vice president, staff officers work in theareas of individual development, community develop-

ment and management development. The areas of

Public Relations, Publications, Enrollmentand Growth,Data Processing, Corporate Development, Productionand Sales broaden the services available to the

states and local organizations. Do not hesitate to

contact your U.S. Jaycees Headquarters if you canuse their assistance. For additional information about

your national officers, refer to the Officers' andDirectors' Guide.

The major national training event for statepresidents and state officers is the July OfficersTraining School (JOTS) held in Tulsa, Oklahoma, inJuly. State officers receive instructions on how theycan best perform their duties to help you and yourchapter.

The U.S.Jaycees recognizes 1a individuals whohave demonstrated outstanding leadership in theareas of health and fitness. These ten people are

recognized at the Healthy American Fitness Leaders(HAFL) Congress. Nominations come from localJaycee chapters and other groups and individuals.The forms are distributed in the winter and must be

received by The U.S.Jaycees by April 1.Eligibil ity is



open to U.S. citizens 18 years of age and older. TheHAFLAwards Congress issponsored byAllstate LifeInsurance incooperation with the President's Councilon Physical Fitness and Sports.

To start Jaycee Week each January, The U.S.Jaycees recognizes America's Ten OutstandingYoung Americans. They are selected for exceptionalaccomplishment and service to others. Individualshave been chosen from the fields of medicine,

journalism, business and education, to name a few.Nomination forms are sent to the U.S. Congress,government agencies, amateur and professionalsports organizations, Fortune 500 companies, ArmedServicesandJaycee chapters andstate organizations.The nomineesare not required to beJaycee members,but must be U.S. citizens of Jaycee age (21-39).Nomination forms are distributed during the springandmustbereturned toThe U.S.Jaycees byAugust 1.

The major national event each year is TheUnited States Jaycees Annual Meeting. Jayceesfrom across America gather each June for fellowshipand celebration. The two big events at the Annual

Meeting are the elections of national officers and thepresentation of national awards. A complete description of each national meeting and event is found inthe Officers' and Directors' Guide.

The awards presented at the Annual Meetingare extensions of state awards. The highest achieve

ment a Jaycee chapter can obtain is the Harold A.Marks Memorial Award. The chapter receiving thisaward is recognized as the number one Jayceechapter in the nation and is chosen from theClarence H. Howard Memorial Award winners. TheClarence H. Howard Memorial Award winners for

each population division are chosen from the states'

population division Henry Giessenbier MemorialAward winners. Complete information on NationalAwards is located in the Appendix of this handbook.

Your national organization isa valuable networkof resources, structured to provide your chapter andstate organization with services to assist you in beingsuccessful.

Your International

OrganizationAs a "Worldwide Leadership Development

Organization," the purpose of Jaycees International(JCI) is to provide a medium for Jaycees around theworld to communicate ideas, exchange cultures andcome together for a common purpose - to share thebrotherhood of man.

A common misconception is that only those

individuals who have been awarded a prestigious

JCI Senatorshipare members ofJaycees International.

8

This is not true. YOU are Jaycees International.In simple terms, the whole (JCI) is the sum of a

its parts (each member). Being a member of youchapter, you are autom,atically a member ofJayceeInternational. Your chapter is one of many whicform your state organization. Each of the 50 sta

organizations form The United States Jaycees. O

national organization - The U.S. Jaycees - is ju

one of the 80 national organization members whicmake up Jaycees International.In 1944, the first international meeting, called th

Inter-American Conference, was held inMexico CitInattendance were 38 delegates from eight countriesCosta Rica, EI Salvador, Guatemala, HonduraMexico, Nicaragua, Panama and the United StateRaul Garcia Vidal from Mexico was elected as th

first international president and the Junior ChambeInternational was born! Two years later, in Februa1946, the first World Congress was held in PanamCity, Panama, attendJd by 44 delegates from 1countries.

Since its creation, Jaycees International has con

tributed to the advancement of the global communitby providing the opportunity for young peopledevelop the leadership skills, social responsibilitand fellowship necessary to create positive changeJaycees International truly isa Worldwide LeadershiDevelopment Organization.

Cu"ent Facts

Today, Jaycees International is comprised o400,000 members in more than 8,500 chapters. Th80 national organizations represent some 90 nationand territories worldwide. The United States Jayceeis a part of geographical service Area C, "thAmericas," and isthe largest national organization iJCI, contributing more than 50 percent of the totamembership of Jaycees International.

Service to the Jaycees in four geographicaareas is provided through the Jaycees InternationaWorld Headquarters located inCoral Gables, FloridaA professional staff of 35 provides multi-linguamembership anddevelopment services to organizatiomembers. The most commonly used languages arEnglish, French, Spanish and Japanese. They arthe four official languages of Jaycees International

To administer this worldwide organization and tprovide training opportunities to the individuamembers, Jaycees International holds Area Con

ferences and a World Congress every year. ThWorld Congress takes place each November ivarious locations around the world.

The Major Emphasis Theme (MET) for 19881992 is "Jaycees - Young People for World Peace,with the sub-theme "Developing Youth.""Jaycees - Young People for World Peace," not onl

reflects the philosophy of our organization, but isalssuitable for emphasis on an international level.



MET kits which more thoroughly explain this

program are available through your WorldHeadquarters.

JCI Senate

Being the highest individual award in our organization,a JCI Senatorship guarantees lifetime membershipinJaycees International.The purpose of a Senatorship

is to recognize the outstanding performance ofindividual members by highlighting a job well done,

thereby inspiring other Jaycees to excellence.

The United States Jaycees International AffairsProgramThe mission of The U.S.Jaycees International Affairs

program is to increase the participation of The UnitedStates Jaycees and its members in internationalaffairs programming and Jaycees International activities through the development, promotion and distribution of program materials and information; andcoordination of participation in Jaycees Internationalevents.

This service, provided by The U.S. Jaycees, wasoriginated for the purpose of inspiring the spirit ofinternationalism in members of The United States

Jaycees.

By involving members and local organizations inthe establishment of international cooperative relationships with Jaycees in other countries, young people- tommorrow's leaders - will develop a betterunderstanding of the world in which we live ... andtheir role in the world society.

Your Chapter Involvement in International Affairs

To promote further involvement with Jaycees Inter

national, The U.S.Jaycees developed the Partners InBrotherhood program.

PartnersIn Brotherhood isdesigned to encourage

and assist Jaycees at the state and chapter levels tobecome directly involved with Jaycees in othercountries - primarily through the establishment oftwinning partnerships. Twinning is a relationshipbetween two chapters in different countries. Throughpartnerships such as this, Jaycees in the UnitedStates can more readily meet the immediate challenges of a changing world society. Jaycees canprovide aid and assistance to people in developingnations and can spread internationalism by deepening

people's mutual understanding of differences incultures and philosophies.

The Partners In Brotherhood kit offers manyinternational involvement opportunities and is availablefrom The United States Jaycees upon request.

INTRODUCTION TO--'"

CHAPTER MANAGEMENT

The Importanceof Management

Managers influence all phases of our modernorganizations. Plant managers run manufacturingoperations that produce our clothes, food and auto-

'- mobiles. Sales managers maintain a sales force that

markets goods. Personnel managers provide organi-

9

zations with a competent and productive work force.

The "jobs available" section in the classified advertisements of any major newspaper describes manydifferent types of management activities and confirmsthe importance of management. You will find thatmanaging a Jaycee chapter is no different thanmanaging a business.

Our society simply could not exist as we know ittoday or improve its present status without a steady

stream of managers to guide its organizations. You



will find that by developing your management skil ls

within your Jaycee chapter, they will become verybeneficial to success in your job.

THE

MANAGEMENT

TASKBesides understanding the significance of being

amanagerand itsrelatedpotentialbenefits,prospective

managers should know what the management taskentails. The sections that follow introduce the basics

of the management task through discussions of therole and definition of management.

The Role of Management

Essentially, the role of managers is to guideorganizationstoward goal accomplishment. All organi

zations exist for some purpose or objective and

managers have the responsibility for combining andusing all possible resources to ensure that theorganizations achieve their purposes. Managementmoves toward these purposes or goals by assigningactivities that organization members perform. Iftheseactivities are designed effectively, the production ofeach individual worker or member represents acontribution to the attainment of organizational goals.Management strives to encourage individual activitythat will lead to reaching organizational goals and todiscourage individual activity that hinders organizational goal accomplishment. There is nothing moreimportant to management than goals. Management

has no meaning apart from its goals. Managementmust keep organizational goals clearly in mind at alltimes.

DefiningManagement

To minimize confusion, you should be aware

that the term management can be and is often usedin several different ways. For instance, it can simplyrefer to the process that managers follow to accom

plish organizational goals. The term can also beused, however, to refer to a body of knowledge. In thiscontext,management isa cumulative body of information that furnishes insights on how to manage.

Management also can be the term used to pinpointthose individuals who guide and direct your organization. It is also commonly used to designate acareer devoted to the task of guiding and directing

organizations. An understanding of these various

uses and related definitions of management should

10

help you eliminate miscommunication during maagement -related discussions.

As used most commonly in this handboo

management is defined as the process of reachi

organizational goals qy working with and throupeople and other resources. A comparison of t

definition with definitions of management offeredseveral different contemporary management thinke

shows that there issom~ agreement thatmanagemehas the following three main characteristics:management isa prod~ss or series of continuing arelated activities; (2). management involves aconcentrates on reaching organizational goals; a

(3) management reaqhes these goals by workiwith and through peqple and other resources.discussion of each of these characteristics follow

The ManagementProcess: ManagementFunctions

The five basic mamagement functions that makup the management process discussed inthe hanbook are:

1. Planning - Planning is determining wh

work must be done. Planning involves choosintasks that must b~performed to attain organiztional goals, outli,ning how the tasks must bperformed and indicating when the tasks shou

be completed. Planning activity focuses oattaining goals.

2. Organizing -. Organizing is classificatio

and division of the work into manageable uniIt can be thought of as assigning the taskdeveloped during:planning to various individua

within the organization. Organizing createsmechanism to put plans into action. Peopwithin the organization are given work assignments that contripute to goal attainment. Taskare constructed so the output of the individuawill contribute to the overall success of th

organization. I

3. Staffing - St~ffing is determining requirements for and ensuring the availability of perso

nel to perform jthe work. Human resourcstaffing begins with forecasting the number.new personnel who Will be needed because

growth, turnover 'and aging out.IJ

4. Directing - Directing (leading) is bringinabout the human activity required to accomplisthe objectives. Directing is also commonlreferred to asmotivating, leading, influencing

activating and is primarily concerned with peop

within the organization. Directing can be define



as the process of guiding the activities of yourmembers inappropriate directions. Appropriatedirection, as used in this definition, is anydirection that helps the organization move

toward goal attainment. The ultimate purpose ofdirecting is to increase productivity.

5. Controlling - Controlling is ensuring theeffective accomplishment of objectives.Controll

ing is the management function for whichmanagers: (a) gather information that measuresrecent performance within the organization; (b)compare presentperformance topre-establishedperformance standards; and (c) from this com

parison, determine ifthe organization should bemodified to meet pre-established standards.Controll ing is an ongoing process. Managers

continually gather information, make their comparisons, then try to find new ways of improvingproduction through organizational modification.Naturally, if managers wish to be successful,

they must learn to perform all five of the

management functions well.

YourResponsibilities:

Listed below are your specific and generalresponsibil ities as chapter president as well as thefunction(s) of management to which they pertain.

Throughout the remainder of this handbook you willfind ideas, suggestions and methods to assist you inattaining success for each responsibility.• Know the duties of each chapter officer and

provide assistance and guidance to them when

needed. (Controlling.)• Conduct a chapter planning session and ensure

completion of a chapter plan of action to includea member survey, community needs analysis,planning guide for chapters, calendar of events,organizationalchart, annual budget and membership plan. (Planning and Organizing.)

• Ensure that training is provided for chapterofficers covering job responsibilities and specific

duties. (Staffing and Controlling.)

11

• Provide training for committee chairmen onconducting projects and programs and preparingChairman's Planning Guides. (Staffing.)

• Conduct quarterly evaluation meetings with

your board of directors. (Controlling.)• Oversee completion of Major Emphasis Area

and programming portfolio books for year-endjudging. (Directing and Controlling.)

• Complete and submit a Giessenbier entry.(Planning, Organizing and Controlling.)• Ensure completion of the chapter Blue Chip

requirements. (Controlling.)• Properly recognize members through incentives

and awards for their achievements. (Directing.)• Keep abreast of all awards available to the

chapter and ensure that entries are submitted

for eligible awards. (Controlling)• Conducteffectivemembershipandboardmeetings

(Controlling.)

• Oversee the financial management ofthe chapter.(Controlling.)

• Continually promote growth within your chapter.(Staffing and Controlling.)

• Personally recruit new members. (Staffing.)• Provide direction and oversee the extension

and affiliation of new chapters. (Directing andControlling.)

• Attend all chapter activities. (Controlling.)• Attend the local presidents training provided at

your district, region and state local officerstraining schools. (Planning.)

• Represent the chapter at district, regional, stateand national meetings. (Planning.)

• Represent your chapter in the community.(Planning.)

• Personally contact every chapter member atleast once each quarter. (Directing and Controlling.)

• Personally contact each chapter officer at leasttwice a month. (Directing and Controlling.)

• Provide regular communication through yourchapter newsletter, postcards and telephone.(Directing.)

• Provideleadership opportunities toyour membersby effective delegation of duties. (Organizingand Directing.)

• Exhibit leadership skills through sound decisions.

(Directing.)

• Treat all members fairly. (Directing.)

ManagingChapter Officers

Proper chapter officer management is simplythe process of using the resources at hand (officers)

in the most effective manner (Plan of Action) to best



servetheneeds ofyourmembers andyour community.You need to develop your team, and you need toconstantly provide guidance and direction that willget maximum performance from them.

Building the team - First consider theimportance of each officer and their part in thesuccess of the overall plan. Be sure they understandhow important they are and that the chapter is

depending on each of them to perform.Ask each officer for advice, listen, and respect

their opinions. Officers are elected because of their

leadership ability and creativity, so give them room tooperate and help them attain their goals.

Also, it is your responsibility to be sure eachofficer fully understands theirjob andwhat isexpected.Don't limit your officers by not being flexible in theirjob description.

Everyone responds to praise. Be consistent inpraising officers for jobs well done. Offer encouragement at all times. Your upbeat and positive attitudewill keep the rest of the team that way, too.

Communication - Active lines of communi

cation must be kept open with all the officers if youwant to have a successful year. More so than theother members of the chapter, the officers need tohear from you personally on a frequent basis.

The telephone should be your most frequentlyused means of communication. Nomatter how often

you see the officers in person, you should still calleach of them on a regular basis with specific Jayceequestions or recommendations. Keep in mind thatevery officer has the right to know about everything(good or bad) that affects the chapter. It is your

responsibility to keep' them informed.Accountability - Management of your

officers includes keeping track of their activities andpersonal progress. Just as they expect you to do"State of the Chapter" reports to them occasionally,you should expect them to give you and the chapterstatus reports on their areas.

Prepare a report form with the help of the boardand set deadlines for its completion. First,when it istime to reward the producers, these reports canmake your job a lot easier by giving you a referenceto consult. Second, the reports will help you monitorlack of performance, and you can take corrective orsupportive action before problems arise.

Managing YourMembersAs chapter president, you and your chapter

officers and members developed a Plan of Action toreach the goal of leadership development through

community involvement. To reach your goal, you will

need to manage the personal growth of every

12

member. Every member must be on your team.A person does not develop leadership ski

simply because programs and concepts are offereHowever, it's up to the chapter to provide for and

managemembers' progressasthey achieve leadershgrowth.

Getting to ~now Your

MembersEach member is an individual. Each has like

and dislikes.As chapter president, youmust determinwhat motivates each member and use that t

encourage participation. To accomplish this, yoneed to get to know each member.

Presidents of chapters undera hundred member

should know each member personally. Presidents olarger chapters may need to depend on their directorsto find out the personal needs of their members.

The following is a list of items that will help yowin the confidence and respect of your members.• Call all members at least every quarter. Find ou

how they and their family are doing. Is thchapter fulfilling their needs and wants? Dthey have any recommendations?

• Write to your members every month. Remembeto thank them for showing up at a meeting oproject. Always encourage them to bring prospective members to the next meeting.

• Useyour newsletterto compliment yourmembersRecognize achievers for what they have accomplished. Give them credit for their contribution tthe chapter and community.

• Publish their names in the local newspaperwhenever possible.

• Expose your members to the larger scope oJaycees. Invite state and national officers tospeak to your chapter.

• Develop a call list for yourself, your directorsand chapter officers.

Communicating With YourMembers

There are many ways to communicate with youmembers. Before discussing any of those ways, it iimportant that you understand exactly what communication is.

The dictionary defines communication as, "tosucceed in conveying information." This means thanot only must a message be sent, but it must bereceived and understood as intended.

Talking with a member does not necessarilymean that you have communicated. Was the membelistening towhat you said? Did themember understand

what you meant? Did you say exactly what youintended to say? If members do not react to your



instructions or requests, remember, they may haveunderstood what they thought you said, but are yousure that what you said is exactly what you meant?

Now let's review some of the methods of

communication that are available to you:

The TelephoneYour duties are many and you will not always be

available for one-on-one contact with your members.Your telephone, on the other hand, isonly a few steps

away. Call the members as often as you can. Prepareyour comments by listing them on a piece of paper.Don't waste time. Greet them, ask about their family,

then get to the point. Ifthere are problems to discuss,the member will let you know. Remember to thank all

your members for their time, get a verbal commitmentand get on to your next call.

The Personal MessageHave postcards printed with your name, title,

address, phone number and the name ofthe chapteron the back. Ask a local business to imprint postage

on their meter. Then use the postcard todrop a line tomembers every time they do something that warrantsattention or send one just to say hi, how are you? Itwill mean a lot. Findout your members' special dates,and send an appropriate congratulations. Set up acard file for this purpose. The more you do for them,the more they will do for you.

One-on-One

There isnothing that takes the place of personalcontact. You should try to visit with all chapter

members in their homes at least once a quarter. Getto know how they live, what they like, what their

hobbies are and what they enjoy about Jaycees.Remember to take time to listen. Ask questions thatwill get them to tell you why they became Jayceesand what they want to get out ofJaycees. Then, helpthem fill those needs and wants.

The Newsletter

The chapter newsletter isthe best tool you haveto communicate with every member on a regularbasis. It should go to every member every month.

A newsletter must effectively tell the reader what

your chapter is doing and why. Regardless of who inyour community receives your newsletter, the most

important readers are your members and theirinterests must be considered at all times.

People, events, programs and opinions are thebasic ingredients which make up your newsletter.When you are considering the contents of yournewsletter, keep the following things in mind:

(a) Is your newsletter properly aimed at yourreaders?

(b) Are the articles timely and do they tell the

complete story?

13

(c) Is itprofessional inappearance and content(d) Is it readable?

(e) Is it clear, concise, complete and correct?(f) Does each article answer: who, what, when

where, how and why?(g) Do you avoid using abbreviations like CP

(Chairman's Planning Guide)?(h) Does every chapter officer write an articl

every month?(i) Do you recognize the chapter members wh

do an outstanding job?(j) Do you recognize and thank each membe

who renews membership?

(k) Do you list the name, address, phonnumber and job of every new member?

(I) Do you include a 45-day calendar showingmeetings and events?

Just as important, take the time after younewsletter is "pasted up," to go back over thesquestions to make sure you have included what ineeded for a good publication.

Note: The Chapter Newsletter Guide isavailablthrough The U.S.Jaycees SalesCatalog (No.5022-0

To assist you in communicating with youmembers, The U.S. Jaycees publishes FOCUS,

newsletter for Jaycee Leaders. FOCUS provides yowith articles on training, chapter management, suggested projects, important deadlines and other articleof interest.

Every member of the Jaycees should receiveregular issues of Jaycees Magazine, the officia

publication of The United States Jaycees. As the onlcommunication tool reaching every Jaycee, JayceesMagazine plays a vital role as a two-way street fo

communication. Regular features deal with topics foJaycee members and officers alike.

ManagingYourself

As chapter president, you have an opportunityfor personal growth that presents itself to fewindividuals. How you handle that opportunity dependson you. There are many people who will be countingon you this year. How you handle that responsibilityalso depends on you. In either case, you owe it to

yourself to use all your God-given talents to the bestof your ability. You can accomplish this and more ifyou learn how to manage yourself.

Setting Personal PrioritiesManaging yourself and all of your activities this

year and keeping them in perspective begins withsetting personal priorities. Everyone has a different

set of priorities. Some of your chapter's members'

priorities or values may be similar to yours, some



may bedifferent. The important point isthat a priorityshould be a motivating force - a force around which

you can set goals.To begin setting priorities, look at what you

currently do. Which of your present activities areimportant to you? With the demands of your faith,your family, your job, and your chapter office, youhave to decide how you will spend your time this

year. Those activities where you decide to spendmost ofyour time should be the most important ones.If you can look "down the road" and "see" that

your time in Jaycees will payoff later in your life, youcan remove some of the frustration this year. To help

you look down the road, examine your priorities andrank the areas of your life in order of their importanceto you today: Jaycees - Spiritua/- Mental-Physical-Family - Job.

Review your list on a regular basis. Rememberthat priorities change as you develop and as circumstances change. However, always ask yourself ifyour activities and actions reflect the importance youhave given each area ofyour life. Otherwise, accomplishment in one area at the expense of another is asure way to lose in the end.

Setting GoalsNow that you've done some self-evaluating and

priority setting, you are ready to use this informationto set goals.

The first step in goal setting is to write your goal

on a piece of paper. The next step is to determineimmediate action you can take today. How do youdetermine what that immediate action step is? You

begin by realizing that the goal you've written is along-range goal that requires several months or evenyears to accomplish.

Next, cut your long-range goals down to size.Or,in other words, set short-range goals which are the

component parts of the long-range goals. Settingand accomplishing short-range goals gives youquick satisfaction, builds a success consciousness,and helps keep you motivated toward accomplishingyour long-range goals.

Inorder for your goals toappeal to you, you mustfollow some basic guidelines for goal setting. This will

help draw you toward them and push you towardsuccess.

Guidelines for Goal SeUing

One: Your goals must be your personal

goals.Youworkforwhat youwant to seeaccomplished.

Don't !!:Y to impress others with your goals.WO: Goals must be stated positively. A

negatively expressed goal eliminates motivation. For

14

example, to be successful, an overweight person

shouldn't have a goal to quit eating. The goal shoulbe "to weigh 145 pounds by December 1."

Three: Goals must be written and specificWriting specific goals helps to crystallize thinking

and it Q,l'ovidesmeasurement.our: Goals must be reasonable and attain

able. Goals should help provide motivation byprovid

ing the experience of success along the way.Five: Your goals must include a personalitychange. Personality is a "habit of thought."To become successful, your goals must help you"think successfuL"

Six: You must have a positive attitude

toward your goals. Expect to reach your goal anvisualize or picture in your mind the attainment oyour goal.

Motivating YourselfNo one else can motivate you. You must motivat

yourself. The goal setting process described earlieis the first step. The accomplishment of the goal yoset will make you feel good, and you'll appreciate threwards of your labor. Also, goal setting fostergreater personal growth and increased pride inwhayou are doing, which helps you motivate yourself.

There are some other things you can do besidebecoming goal-oriented to be self-motivated. Theinclude:

• Enjoy what you are doing. Itwill be a pleasurgoing to meetings if you do.

• Be enthusiastic and interested in your job a

chapter president. It is easy to be self-motivatedwhen this happens.

• Be positive at all times. Itis very difficult to bself-motivated if you are negative.

• Maintain a positive self-image. A positivself-image will increase your self-motivation to exce

• Strive to continuously improve yourself. Thmore you work at achieving this goal, the more youself-motivation grows.

• Accomplish something nomatter how smalDoing what you set out to do will keep you selfmotivated.

• Desire to be the best. Your ambition to exce

this year will increase your self-motivation.

• Be genuinely interested in your members

and their problems. Help them achieve their goalsand you'll achieve yours.

• Keep the lines of communication open t

your board and mJmbership. This will reducetension, decrease friction, and make it easier for yoto stay self-motivated.

• Believe that your members will benefit from

your leadership. The more you believe this, the more

self-motivated you will be to make it happen.



Using Time ManagementYou have already read about the first steps of

making good use of your time - setting priorities andgoals. If you will organize all your activities this year- family, job, Jaycees - on a priority basis, you willaccomplish those tasks which give the greatest

reward. In addition, you will also manage your time

effectively. To help you manage your time moreeffectively, follow the steps listed below.

• Respect Time. Each day has only 24 hours, sodon't waste it.

• Analyze Your Time Use. Look at how youpresently use your time. Note how long ittakesyou to accomplish what you want to do. Then,budget your time accordingly.

• Be an Early Bird. Get to the office or job ormeeting ahead of the game. Then, do thosethings you don't like to do first.

• Prepare a "To Do" List. List everything you

have to do in order of importance. Begin

working on the first item and don't stop workingon it until it's finished. Then, move on to thesecond item.

• Make Appointments. Pre-schedule yourmeetings, luncheons, dinners, and even phonecalls. Make the times specific, not, "I'll drop bysometime tomorrow."

• Use the Telephone Properly. Before each call,list the points you want to make and keep thecall brief and to the point.

• Use a Pocket Calendar. Include all appointments, deadlines, and commitments in yourcalendar. Update iton a daily basis and review itweekly.

• Develop a Personal Filing System. Ifyou don'thave a file box, use a cardboard box to organize

your materials. Filematerials on a daily basis.• Use a Bring-Out, Follow-Up, or Tickler File. A

bring-out file isa series of 31 file folders labeled"1 to 31" for each day of the month and a seriesof 12 file folders marked "January to December."Use of this system will help you handle assignments, promises and commitments that mustbe fulfilled at a future date.

• Create an Idea Trap. When ideas pop into yourmind, write them down in a notebook to carry

with you. Then, review your ideas at least once

a month.

PLANNINGDefinition

Planning is the process of determining exactly

what the organization will do to accomplish its

15

Making DecisionsThe most difficult part of making decisions isth

possibility of making the wrong one. The fear ofailure and the consequences of being wrong makdecision making difficult. This emotional stress cabe reduced if you understand what a decision is anif you know how to ensure that your decisions ar

right.Types of Decisions: There are two basic type

of decisions: spontaneous and reasoned. The spontaneous decision isoften nothing more than a huncthat is based on your experience of what is right anwrong. Using experience as the basis for makinyour decisions is where you have to be carefuSituations are rarely identical.

The second type of decision, the reasoneddecision, involves five steps.

Step 1:Determine the problem. Continue askinyourself, "Why is this true?" until you determine andefine the problem.

Step2:

Get as many facts and opinions abouthe problem as you can. Gathering facts anopinions will prevent you from jumping to conclusionswill minimize the effect of your own prejudices, wallow you to share others' experiences and will helyou properly define the problem, in case you'vedefined it incorrectly.

Step 3: Develop alternative solutions to thproblem. Ifyou have only one solution, your decisiohas been made.

Step 4: Look at the consequences of eachalternative solution. Then select the best solution

That will bring more satisfaction than problems. Baware of the weaknesses in your selected"best" solution; inmost cases, the best solution is st

far from perfect.Step 5: Provide for feedback. Even when yo

follow the four steps above, it is possible to makewrong decision. That's where this step comes in.Yoneed to know if your decision is wrong and makcorrections or adjustments accordingly.

"Not to decide is to decide" is a saying you havprobably seen or heard before. Not making decisionsis a sign of weak leadership. So whatever decisionyou make, spontaneous or reasoned, make one.you follow the guidelines for making each type odecision, you can be assured of making the righ

decision most of the time.

objectives. In more formal terms, planning has been

defined as the systematic development of action



programs aimed at reaching agreed business objectives by the process of analyzing, evaluating andselecting among theopportunities which are foreseen.

Purposes of PlanningOver the years, several different purposes of

planning have been presented. One purpose ofplanning is to increase the degree of organizational

success. Still another purpose of planning is toestablish a coordinated effort within the organization.An absence of planning is usually accompanied byan absence of coordination and, therefore, usuallycontributes to organizational inefficiency.

The fundamental purpose of planning, however,is to help the organization reach its objectives orgoals. It has been stated that the primary purpose ofplanning is to "facilitate the accomplishment ofenterprise and objectives." All other purposes ofplanning are simply spin-offs of this fundamentalpurpose.

Planning: Advantages andPotential Disadvantages

A vigorous planning program has many advantages. Ithelps managers to be future oriented. Theyare forced to look beyond their normal everydayproblems to project what may face them inthe future.Decision coordination is a second advantage of asound planning program. A decision should not bemade today without some idea of how it will affect adecision that will have to be made tomorrow. The

planning function assists managers in their efforts tocoordinate their decisions. A third advantage to

planning isthat itemphasizes organizational objectives.Since organizational objectives are the starting pointsfor planning, managers are constantly reminded ofexactly what theirorganization is trying to accomplish.

As a group, chapter presidents feel that planningis extremely advantageous to the organization. Amajority of presidents rank planning as the mostimportant function.

If the planning function is not well executedwithin the chapter, however, planning can haveseveral disadvantages. For example, an overemphasized planning program can take uptoo much of yourofficers' and directors' time. Managers must strike an

appropriate balance between time spent on planningand time spent on organizing, staffing, directing andcontrolling. If they don't, some activities that areextremely important to the success of the chaptermay be neglected. Usually, the disadvantages ofplanning result from the planning function being used

incorrectly. Overall, planning's advantages generally

outweigh its disadvantages.

16

Primacy of PlanningPlanning is the primary management function

- the function that precedes, and is the foundation

for the organizing, staffing, directing and controllingfunctions of managers. Only after managers havedeveloped their plans can they determine how theywant to structure their organization, place thei

people and establish organizational controls. Planningorganizing, staffing, directing and controlling areinterrelated. Planning is the foundation function and

the first function to be performed. Organizing, staffingdirecting and controlling are interrelated and based

upon the results of planning.

Steps in:thePlanning Process

The planning process contains the following six

steps:1. Stating chapter objectives. A clear statement of

chapter objectiveslis necessary for planning tobegin since planning focuses on how the

management system will reach those objectives.2. Listing alternative ways of reaching objectives.

Once chapter objectives have been clearlystated, a manager should list as many availablealternatives as possible for reaching thoseobjectives.

3. Developing premises upon which each alternative is based. To!a large extent, the feasibilityof using anyone alternative to reach chapter

objectives is determined by the premises, orassumptions, upon which the alternative is

based. For example, two alternatives a managercould generate to reach the chapter objectiveof increasing membership might be: (1) utilizecorporate recruitment or (2) place emphasis onretention. Alternative number one would be

based on the premise that the chapter could geta larger share of a new prospective membermarket. Alternative number two would be based

on the premise that the chapter could retain alarger share of an existing membership market.A manager should list all of the premises foreach alternative.

4. Choosing the best alternative for reachingobjectives. An evaluation of alternatives mustinclude an evaluation of the premises uponwhich the alternatives are based. A managerusually finds that the premises upon whichsome alternatives are based are unreasonable,and he can therefore exclude those alternatives

from further consideration. This elimination pro-

cess helps him to determine which alternative



would bebest to accomplish chapter objectives.

5. Developing plans to pursue the chosen alternative. After an alternative has been chosen, a

manager begins to develop strategic (Iong

range) and tactical (short-range) plans.6. Putting the plans in to action. Once plans have

been developed, they are ready to be put intoaction. The plans should furnish the chapter

with both long-range and short-range directionfor activity. Obviously, the chapter does notdirectly benefit from the planning process untilthis step is performed.

Blue Chip forSuccessThe key to success for your chapter lies in

planning your year and implementing that plan. Tohelp you and your board achieve success, TheUnited States Jaycees Chapter Blue Chip programwas developed. The Blue Chip program has a dual

purpose. First,the criteria upon which the program isbased have proven to be management tools for

developing successful chapters. The second purposeis to reward and recognize those chapters who care

enough and work hard enough to meet the requirements. In other words, the Blue Chip isn't just more

paperwork, but it is a valuable tool for you and your

board to use ifyou expect to have a successful year.Following the Blue Chip guidelines will make themanagement of chapter activities considerably easier.

Blue Chip is the single most important tool you

have to activate and involve your members, manageyour chapter, serve your community and provide forthe leadership needs of each member. Blue Chip

and your chapter's participation in it is the very basisfortheSpringboardand Degrees of Jaycees programs.

They all work together to provide for the development

of the "whole member through the whole chapter."You will note, The U.S. Jaycees Blue Chip programprovides for flexibility in your chapter programmingand the requirements also take into account the sizeof community your chapter serves.

Blue Chip CertificationTo attain the Blue Chip status of success, your

chapter will need to be certified as completing. To do

17

this, you should review with each officer and directo

their roles of responsibilities and duties in completinthe Blue Chip program. These are clearly explainein the Officers' and Directors' Guide in the section

'You and Your Specific Office." Additionally, you caensure your chapter's BlueChip success by incorpo

ating each requirement into your chapter's planaction and review your progress at your monthboard of directors meetings.

To certify for Blue Chip, your chapter mu

complete eleven mandatory management itemand 6 out of 8 optional requirements. Populatiodivision nine chapters must complete eleven mandatory items and 4 out of 8 optional requirementsAdditionally, membership growth is required. If youchapter isat average chapter size,your chapter mugrow by at least one. If not at or above averagchapter size, the requirement is to have growth byleast 15 percent.

A report form must be submitted to The U.Jaycees two times during the year. The first repo

must be postmarked byAugust 15 and the year-enreport must be postmarked byApril 17. Each requirement must be completed by the date indicated anall substantiating material requested must be attache

to that report form. The report form can be foundthis handbook. Since the report is due two time

during the year, you should make a photocopy of thform in this handbook to complete and submit at th

required time.

Blue Chip RequirementsListed here are the Blue Chip requirements an

a detailed explanation of each requirement alonwith references to this manual and to the Officers

and Directors' Guide formore information to comple

the requirements.

Blue Chip requirements:• Prepare a chapter plan by August 1

Planning is the basis for a successful yeaWithout proper priorplanning,maximum succeswill not be achieved. It is only through plannin

that events and activities happen on purposerather than by accident. The secret is to spentime acting and eliminate or minimize reactin

time. Your chapter's plan must be attached tyour first Blue Chip report form. The followinitems are key elements that make up you

chapter's plan:• Conduct amember survey. It is impossible t

effectively plan your chapter's year withoudetermining the needs of your members.simple member survey such asthe one describein this handbook will provide you with th

information necessary to help plan your year



• Conduct a community needs analysis.Again,

an effective chapter planmust take into accountthe needs of your community. Be it a compre-hensive community survey such as the one inthis handbook or a simple question and answer

session with members of city government, theChamber of Commerce, school boards or

business associations, or with other civic organi-zations,your chapter must determine thespecificneeds of the community that you serve. Theresults of this community surveyor communityneeds analysis combined with the results ofyour member survey provide you with the

groundwork for your next step.• Conduct a chapter planning session. Your

member survey and community needs analysishave targeted some general areas and some

specific items that your chapter should address.Now you should organize and conduct a com-plete chapter planning session.

• Complete the Planning Guide for Chapters.The Planning Guide for Chapters is the tool to

accomplish your planning.A copy of the PlanningGuide for Chapters Form appears in this hand-book. This guide is the basis of effective chaptermanagement and all members of your board ofdirectors should be involved in its completion.Your chapter's complete planning guide mustbe included in your chapter plan.

• Prepare a calendar of events. Your chaptermust have atimetable that will reflect the projects,programs and events that will be used toaccomplish the goals you set in your PlanningGuide for Chapters. A complete copy of thistimetable must be developed and included in

your chapter plan. An example of a calendar ofevents can be found in this handbook.

• Prepare an organizationalchart.Everymemberof your chapter should be shown on yourorganizational structure. The vice presidentsshould be indicated with each director who

reports to them. This is often referred to as the"chain of command" but in a Jaycee chapter itserves as a field for leadership training andexperience. A sample organizational chart canbe found in this handbook. A copy must be

included in your chapter plan.

• Prepare an annual budget. Each portion of

your chapter's activities isdependent in part onyour chapter finances. In preparing the annualbudget, you must have the input from every

chapter officerwith regards toanticipated incomeandexpenses.Analyzeeach area ofthe chapter'sactivities with the responsible chapter officer toensure that all hidden costs are found and

projected income is realistic.• Prepare an annual membership plan. To

18

effectively manage the personnel resources

and the finances ofyour chapter, it isextremelyimportant that you know when your members

come up for renewal. By using the membershipplan in the Appendix as an example, you cachart each month's members due, as well a

use it as a monthly record of retention and newmember adds. In this way you can chart th

membership retentionandgrowthofyour chapteA copy of your chapter's membership plamust be included in your chapter plan.

• Conduct a board ofdirectorsorientation/socia

by August 15. This event offers you thopportunity to discuss each officer's duties anresponsibilities aswell as provide an atmospherefor brainstorming and discussion pertaining tthe upcoming chapter planning session. This ialso an important itime to begin building youteam as discussed in this handbook.

• Attend your stat~ Local Officers' School bAugust 15.Comprehensive training in allaspectof chapter management, personnelmanagemen

and personal skills are provided. These schoolsare conducted in your state during Mayor Juneeach year. Similar schools are often conducted

at the district and region level to facilitategreater chapter participation. This is also aexcellent opportunity for your officers and board

of directors to participate in a valuable training

session. i• Chapters must have more members than it

May 1membership base by April 30. If youchapter is at average chapter size (ACS),Imust grow by at least one new member. Ifnot aACS, the requirement is to have growth by a

least 15 percent. ACS is based on populationdivision. On the Blue Chip certification formsyou will need to simply listyour current member-ship size for each r~port. Review the informationin this handbook on membership recruitment.

• Conduct monthly board of directorsmeetingsYour board meetirigs will bewhere you conducthebasic businessofyour chapter.Most decisionaffecting the chapter should bemade here firsthen go to the membership for affirmation. Adetailed explanation of board meetings can bfound in this handbook.

• Conduct monthli general membership meet

ings. One ofthe most important aspects of youyear will be the meetings you conduct. Throughthem the business of the chapter will be conducted, members' will be informed about theactivities and new members will be recruited

Additional information on membership meetingscan be found in this handbook.

• Submit one Majpr Emphasis Area entry in

either the Community Development or Indi



vidual Development programming areas to

your state year-end judging. Your chapterplanning has identified specific community ormember needs. These MEA entries show how

your chapter has conducted projects and programs tomeet those needs. A detailed explanation of the Major Emphasis Areas and the

chapter management system can be found inthis handbook.

• ConductSpringboardprogram for new Jayceemembers and certifyparticipants. The Spring

board program is a gO-day orientation programthat helps you involve new members in the

Jaycees. This program is administered by TheU.S.Jaycees Headquarters staff. Your chapter'smain responsibilities are to conduct Springboard orientations and to encourage yourmembers to submit their Springboard Member

Survey. Remind your members to use their

correct Jaycee 1.0.number when completingtheir Springboard survey.

• Conduct theDegrees ofJaycees program formembership and certify participants. The

Degrees of Jaycees program isdesigned to aidindividualmembers and chapters byencouragingmember participation and encouraging chaptersto provide opportunities for members to participate. The Degrees of Jaycees provides thepathway to the activation ofyour members, and

greater activation means greater participation.-' The end result is a stronger, more involved

chapter. As chapter president, your responsibilityis to guide your chapter to greater involvement.By utilizing the Degrees of Jaycees you can

accomplish that task. Your chapter must submitthe proper information for each ofyour members

as they achieve each Degree. This informationmust be submitted on the Degrees of Jaycees

certification form provided in this handbook.Additional information on theDegrees of Jayceesprogram can be found in the Appendix of thishandbook.

• Conduct Community Development projects.To be a vital, active part of your community,

your chapter must bevery active inthis area. Anexplanation of the various types of CommunityDevelopment projects can be found in the

Major Emphasis Areas listed in this handbook.To certify for Blue Chip you must indicate thename of the project and the date that it wasconducted on the certification report form. Thenumber of Community Development projectsthat your chapter must complete can be foundintheAppendix ofthis handbook on the ChapterBlue Chip Form.

• Conduct Individual Development programs.

Personal Dynamics, Leadership Dynamics and

19

Communication Dynamics aremandatory. Conducting Individual Development programs is

one of the best ways to meet the self-improvement needs of your members. Since Personal

Leadership and Communications Dynamicsprovide a basic groundwork for personal andleadership development, they are mandatoryrequirements for certification. The number o

Individual Development projects your chaptermust conduct can be found in the Appendix othis handbook on the Chapter Blue Chip form

To certify for Blue Chip, you must indicate thename of the 1.0. program and the date it wasconducted on the certification report form.Additional suggestions for Individual Development programs can be found on pages in theOfficers' and Directors' Guide.

In addition to the above requirements, yourchapter must complete six out of the eight optional

assignments in order to be eligible for Blue Chipstatus. (Population Division IX chapters must complete four out of eight optional requirements.) Again,youmust includeallrequested informationas indicated

The eight optional requirements are:1 . Bid or host a certified district, regional or

state meeting or event. Throughout the yearthe opportunity will exist for your chapter to bidfor and/or host a meeting or event of this type.

Bidding provides your chapter with additionalleadership, management and organizationalskills. Hosting an event also provides the samebenefits and goes a step further by offering yourmembers the chance to not only attend butparticipate in such meetings or events. For

additional information regarding these meetingsand events, contact your district director, regionaldirector, state management development vicepresident, or state office.

2. Attend at least four of any combination ofdistrict, regional or statemeetings. To provideyouwiththe maximum benefitof trainingseminarsand leadership opportunities, this is an excellentway to involve your membership in district,regional and state functions. Further informationis available from your district director, regionaldirector or state office.

3. Extend and affiliate one new Jaycee chapter.Extending the Jaycee opportunity to another

community provides your chapter and yourmembers with the chance to put to use theirJaycee salesmanship. Instarting a new chapteryour members gain not only the initial leadershipskills, but they also learn comprehensive yetpractical follow-up skills. To certify in this areayou must indicate on the report form the nameof the extended chapter and the date it was

affiliated. Complete information on extensions



and the affiliation process can be found in thishandbook.

The following optional requirements are basedon the various chapter population division sizes.

Complete the requirements for your chapter'spopulationdivision.Attach the requested information to the report forms as indicated.

4. Provide written communication. Communica

tion with your members is vital to successfulmanagement and involvement. This includesnewsletters, postcards or personal letters thatare used to update and inform each member ofyour chapter. Additional information regarding

chapter communications can be found onpages inthis handbook. Copies of such corres

pondence must be submitted for certification.The number of newsletters your chapter mustsubmit can be found in the Appendix of this

handbook on The Chapter Blue Chip Form.5. Conduct orientation programs. The best way

to educate and activate your new members is

toconduct a comprehensive orientation program.You should provide background information

about your chapter, your state organization, The ..U.S. Jaycees and Jaycees International. Adetailed explanation of how to conduct anorientation and what to include can be found inthe Officers' and Directors' Guide. The number

of orientations your chapter must conduct canbe found in the Appendix of this handbook onthe Chapter Blue Chip Form.

6. Conduct training for project committee chair-

men. This can be one ofyour greatest leadership

training and involvement tools. These training

sessions should cover all aspects of committeechairmanship, from planning and implementation

to personnel and financial management tofollow-up, evaluation and writing the final report.ByutilizingtheCommittee Chairman's Workbook,

your chapter can train its leaders for tomorrow.The number of training sessions your chaptermust conduct can be found in the Appendix ofthis handbook on the Chapter Blue Chip Form.Additional information regarding training can befound in the Officers' and Directors' Guide.

7. Make chapter visitations. You and the members

of your chapter can benefit from the interactionand exchange of ideas that occur during avisitation. Each chapter may have a unique or

innovative way to approach a project you bothhave in common. Visitations also serve to

strengthen your team through the uninhibitedbrainstorming that often occurs during the triptoandfrom thechapter you arevisiting.Additional

information regarding visitations can be foundin the Officers' and Directors' Guide. The

20

number of visitations your chapter must makecan be found in the Appendix of this handbook

on the Chapter Blue Chip Form. A list of thechapters that you visited must be indicated onthe certification report form.

8. Conduct Management Development projects.

This area isdesigned to enhance the leadershipand management skil ls of your members. TheMajor Emphasis Areas inManagement Development are: Planning,ITraining, Financial Management, Personnel Management. Communication,Recruitment/Orientation/ Activation and Public

Relations. Examples of projects ineach of theseareas can be found in the Officers' and

Directors' Guide. To certify for Blue Chip youmust indicate the mame of the project and thedate that it was conducted on the certification

reportform.The number ofManagement Development projects your chapter must conduct canbe found in the Appendix of this handbook onthe Chapter Blue ~hip Form.Finally, to certify f6r Blue Chip success, your

regional director, district director or state presidentmust sign each certification report form indicatingthat each of the requirements have been met.

As you can see, Blue Chip is truly "a chaptermanagement tool for success." By planning andimplementing to meet these requirements. yourchapter will have a successful year. This is your

management tool. Use it to your advantage, involveall members of your chapter and be proud that yourchapter is recognized as "a successful chapter" ofThe United States Junior Chamber of Commerce.

I

.'1.1£- ~.~ -~..•....'V-'~.;, '1 ," ,'" I'~

Coordin!ating theChapte~Plan

Your first major challenge as chapter presidenwill be to coordinate your chapter's planning processThe success you will experience as chapter presidenwill not be accidental. It will be the result of an

effective Plan of Action. Your primary responsibility,



as chapter president, is to coordinate thedevelopment

of your chapter's Plan of Action. An effective, wellthought -out Planof Action can determine the destinyof your chapter. You have the opportunity to takecontrol ofthe reins and affect your chapter's destiny.The level of confidence your chapter's membershiphas in you will be influenced by your performance

during the planning process. You must be prepared!

Planning to PlanItmaysound redundant,but inorder to coordinate

the planning process, you must have a plan. Yourrole in the planning process is, in essence, the same

as a project committee chairman. This should be theonly "project" you conduct during your year as

president. Use this opportunity to set the example for

your chapter to follow. Complete a Chairman'sPlanning Guide, outlining the manner in which theplanning process will be completed. The planning

process is the most important "project" your chapterconducts every year. You owe it to your chapter and

yourself to plan itas carefully as you would any otherproject.

Build your planning committee around yourofficers and directors. Delegate specific responsibilities to each of them for carrying out a segment of

the planning process. Encourage them to form theirown committees. The commitment to your chapter's

plan, in its final form, will be determined by thenumber ofmembers involved inthe planning process.

Ultimately through the needs assessments andsurveys, you should involve the entire chapter. Ifmembers have input into the planning process, they

will feel a part of the group. The more members who

are involved, the stronger the commitment will be.To assign specific manpower on your planning

committee, review the following chart.

10OOEMPPPec.r.res Xdefinition

XXanalysis

Xfor Chapters

XX XX XX X

21

Components of a GoodPlan of Action

A good Plan of Action is the basic means that

Jaycee chapter uses to fulfill its objectives. Youyear's Plan of Action should serve your chapter imuch the same way the road map serves you whenyou are traveling. The difference isthat you build you

own road map as you go through the planningprocess. The Planof Action isa guide that will identifthe projects to be completed according to theschedule developed by your chapter.

The components of a good chapter plan are:1. Planning Guide for Chapters. This is a step

by-step blueprint answering the six steps of the

planning process. A Planning Guide for Chaptersis in the Appendix.

a. Identify problems or needs in relation to MajoEmphasis Area.

b. Establish priorities for each MEA.c. Set specific and identifiable goals.d.Select the best projects to achieve each goae. Monitor and evaluate priorities, goals and

projects.f. Evaluate annual progress.

2. Calendar of Events. Produce a graphic displayof the projects and programs to be conducted

by your chapter. This "year-at-a-glance" calendar will be a reminder and schedule for youmembers.

3. Organizational Chart. It will display to themembers the officers' positions and where theyfit into the leadership structure in your chapter

4. A Proposed Budget A sound financial manage

ment system begins by planning a budget. Plathe income and review the Plan of Action to

determine the expenses. The expenses should

equal the income.5. AMembership Plan.Nochapter plan iscomplete

without a membership growth plan. People ar

your greatest resource and your vehicle focarrying out the plan your chapter has made. Atrue membership plan will show the workforceavailable to you.Each of the components inthe planning process

for your chapter are equally important. They alsohave an active relationship to your overall objectivesYou cannot, for example, run a project withouknowing how much money you have (budget), whaelse is happening at that particular time of yea

(ca'3ndar of events), who is in charge of the evenchairman (organizational chart), or how much manpower is needed (Membership Plan). All of thiinformation must be available to meet your chaptegoals.



Completing the PlanningGuide for Chapters

The first step in the planning process is todetermine your chapter's overall objective. Theobjective should be the major reason your chapterexists. It should be what your chapter wishes to

accomplish asthe end result ofyour activities. Itmaybe defined as something similar to the following:1. "To develop the personal capabilities and

achievements of each member."

2. "To develop or enhance the leadership skillsof each member through Individual Development programs and Community Developmentprojects. "

3. "Leadership Training through CommunityDevelopment"Realistically defining your chapter's objective in

clear precise terms will give you a hefty start in yourplanning process. Your objective will tell you whereyou want to go and where you should place your

emphasis.Eachofficer inyour chapter has specific respon

sibilities in their respective areas. These responsibilit ies have been explained for each officer in theOfficers' and Directors' Guide.

INDIVIDUAL DEVELOPMENT VICE PRESIDENT

The Individual Development vice president is

responsible for the individual development programming section of the chapter's planning guide.Refer to the Appendix to see the planning guide formand to see how this section relates to the other

sections. Also, a complete sample planning guide is

provided in the Appendix.It is important to realize that once the plan hasbeen set, the IDVP needs to carefully evaluate it to

determine if the intended impact is actually beingaccomplished. Changes will need to be made ifneeds are not being addressed or if the priority needhas been fulfi lled. The IDVP should keep a record of

the year's activities with references to the annualprogress of the individual development programming.This annual report will assist the chapter officers informulating next year's plan.

The following information will assist the IDVP in

completing the 10 section of the planning guide.Make sure the IDVP includes as many members as

possible in this planning process.

Individual Development Programming

Step One:Describe procedures used to determine your

members' self-improvement needs and identifythose needs in relation to the Individual Development

Major Emphasis Areas (MEAs) listed below.a. Leadership Development

22

b. Family Life/Spiritual Developmentc. Personal Skills.

Jaycees are a personal development and leadership training organization. In order to maintain this

function, the IDVP must: plan chapter programmingthat will meet the needs of each member within thechapter. The IDVP should utilize the talents of fellow

officers and members and design a method to

identify each member's ,self-improvement needs.The information the IDVP should gain from the

member surveys. individual member interviews, andany other techniques that will identify member needsand desires should be used to conduct membership

brainstorming sessions. At the chapter planningsession, the IDVP should list the three Individual

Development Major Emphasis Areas (LeadershipDevelopment. Family Life/Spiritual Development,and Personal Development Skills). Then list theidentified members' needs that relate directly to eachMEA. The definition of each MEA can be used to

assist the IDVP with placing these needs in their

respective Major Emphasis Area.Step Two:

Prioritize the above MEAs and establish

priorities for each based on the desires and

interests of the members, considering availableresources.

Once the chapter has determined the needs ofits members. it must prioritize the MEAs. TheOpriorities must be established under each MEA.Deciding which Major Emphasis Area should receivetop priority can be difficult. Review the list andconsider the following factors:

• Which has the most serious or urgent problems?

• Which will have the greatest impact on thechapter?

• Is there another group or agency now offeringthe programs or planning to do so in the nearfuture?

• Isthere ample personnel available, both presentand realistic potential, to work on the programs?

• What financial requirements are needed to offerthe programs and are outside financial resourcesavailable?

• Which programs will appeal most to themembership?Once the IDVP considers each of the above

factors for each Major Emphasis Area, the factorsshould be prioritized and listed, with the top priorityfirst. Then consider each factor for the needs listedunder each MEA. Prioritize each need under each

MEA starting with the top need.

Step Three:Set specific and identifiable goals for each

prioritized Major Emphasis Area.

Goal setting is an extremely important function



of any planning process. A goal establishes whatshould be achieved in relation to each priority anddefines the standard of measurement.

The IDVP should look at the top priority MajorEmphasis Area and the list of priority needs underthat MEA. Address each need by setting a goal.

Complete this process for each MEA. Keep in mindthe following valuable points when setting goals:

• Goals must be written. Writing the goal down will

motivate people to action.• Goals must be specific. The goal must be so

specific that it can be totally understood. Listdates, numbers of participants, etc.

• Goals must be measurable. When a goal is set,it must include the standard of measurement

and the specific end result.• Goals must reflect progress. When your chapter

establishes goals, the goals should be based onthe idea of improving what now exists.

• Goals must be realistic. Goals should be high

enough to challenge each member and the

chapter, but not so high that the members feelthey are impossible to accomplish.• Goals should be personal. The more the

members participate in setting goals, the morelikely they are to become totally involved inreaching goals.

Step Four:Select the best programs/projects to achieve

the goals.

Determine the programs/ projects that can beused to reach each goal. This determination shouldbe made through study and planning. A specific need

may require more than one program/project beforethat need isfulfilled. These programs/projects couldbe interrelated, with each leading to the next orsupplementing the other.

During the program/project selection phase of

planning, the assignment of resources becomescritical. Basic resources of a chapter are money,

materials and the time and talents of people. TheIDVPshouldconsider theavailabilityofthese resourcesfrom outside the membership.

Step Five:Monitor and evaluate priorities, goals and

projects.

Good chapter management requires that youconstantly know where you are in relation to where

you want to go. A chapter must frequently evaluateits plan to see ifthings are on schedule.

The chapter should re-evaluate its priorities andhow their priorities relate to overall chapter programming at least quarterly. Are they stil l relevant? Arethey needed? When re-evaluating, the IDVP should

again follow the first four steps of the Planning Guide

for Chapters. Never hesitate to drop priorities or

23

projects and replace them with others that will bette

meet your chapter's objective.It is not poor planning to reset goals as progres

is checked. Goals may be modified - raised olowered - to properly reflect progress to date.

Step Six:Evaluate annual prograss.At the close of each Jaycee year, the office

and members should evaluate the chapter's tot

performance to determine their progress. Accom

plishments for the year should be included in thprogress report. The current status of the needsthe members that were addressed should also b

included by listing what is left to be accomplished.

Through this evaluation, and the resulting writtereport, a foundation is provided for next year. Thoswho follow the IDVP will have the benefit of th

experience. By evaluating what happened, the IDVwill learn and gain through the analysis of bosuccesses and failures.

The IDVP's final report should be prepareaccording to the guidelines for state awards competition. The format detailed in The U.S. JayceeAwards Manual isexcellent for compiling and keepin

good chapter records. The Awards Manual is include

in the Appendix of this handbook.

COMMUNITY DEVELOPMENT VICE PRESIDENT

The Community Development vice president

responsible for the Community Development prgramming section of the chapter's planning guidRefer to the Appendix to see the planning guide forand to see how this section relates to the oth

sections. There is a complete sample plannin

guide in the Appendix.It is important to realize that once the plan ha

been set, the CDVP needs to carefully evaluate itdetermine if the intended impact is actually bein

accomplished. Changes will need to be madeneeds are not being addressed or if the priority nee

has been fulfilled by another group. The CDVshould keep a record of the year's activities wireferences to the annual progress of the Communi

Development programming. This annual report w

assist the chapter's officers in formulating next yeaplan.

The following information will assist the CDVP

completing this section of the planning guide. Maksure to include as many members as possible in th

planning process.

Community Development Programming

Step One:Describe procedures used to determine prob

lems inyour community and identify these problemin relation to the Community Development MEAlisted below.



a. Human Services

b. Community Improvementc. Government Involvement

d. Community FundraisingCommunity Development projects have a positive

impact on communities and people, both in theUnited States and around the world. Maximum

impact of these projects will come from a plannedattack on the problems affecting the community.Identifying the problems can become complex unlessthe CDVPworks with an open mind anda determinationthat real problems and not just symptoms will beidentified.

The CDVP can use the information gained fromconducting the community needs analysis to identifyneeds of the community. The CDVP also should askthe members to talk to their neighbors and bring theirsuggestions to your planning session. The CDVPshould list the four Community Development MajorEmphasis Areas on a chalkboard (human services,community improvement, government involvement

and community fundraising). Then list the identifiedneeds that relate directly to each MEA. The CDVPcan use the definition of each MEA to assist with

placing these needs.

Step Two through Step Six:For steps two through six, refer to the Individual

Development Vice President planning process

Remember that with the Community Develop-ment portfolio we will be focusing on solvingcommunity problems instead of meeting individualmembers' needs.

MANAGEMENT DEVELOPMENT VICEPRESIDENT

The Management Development vice presidentis responsible for the Management Developmentprogramming section of the chapter's planning guide.Refer to the Appendix to see the planning guideform and to see how this section relates to the

other sections. There isa complete sample planning

guide in the Appendix.It is important to realize that once the plan has

been set, the MDVP needs to carefully evaluate itto determine if the intended impact is actuallybeing accomplished. Changes will need to bemade if needs are not being addressed or if thepriority need has been fulfilled by another group.The MDVP should keep a record of the year'sactivities with references to the annual progress ofthe Management Development programming. Thisannual report will assist the chapter's officers informulating next year's plan.

The following information will assist the MDVP incompleting this section of the planning guide. Besure to include as many members as possible in this

planning process.

24

ManagementDeve~pmentProgrammmg

Step One:

Describe procedures used todetermine chapter'sstrengths and weaknesses and identify those inrelation to the Management Development MEAslisted below.

a. Planningb. Training

c.

Financial Managementd. Personnel Managemente. Communicationf. Public Relations

The MDVP must keep inlmind during this step of theplanning process that you and your fellow officers

should be making observations of needs and problemsas they exist within the chapter. In other words, look

at where you've been to determine where you'regoing. Begin by examining each area listed aboveand ask some basic questions in each. Does thechapter require the planning portion of the Chairman's

Planning Guide be completed before a projectbegins? Are project chairmen properly trained? Aremonthly financial reports prepared? Does the chapterkeep the membership informed? These are by nomeans all of the questions you should ask, but aresome of the types of questions that should beanswered.

Step Two through step ,six:

For steps two through six, refer to the IndividualDevelopment Vice President planning processRemember that the Management Develop-ment portfolio emphasis will focus on effective

management of the chapter instead of meetingindividual members' needs.

MEMBERSHIP DEVELOPMENT VICE PRESIDENT

The Membership Development Vice Presidentis responsible for the Membership Developmentprogramming section ofthe chapter's planning guide.Refer to the Appendix to see the planning guideform and to see how this section relates to the

other sections. There is a completed sampleplanning guide in the Appendix.

It is important to realize that once the plan hasbeen set, the MVP needs to carefully evaluate it todetermine if the intended impact is actually beingaccomplished. Changes will need to be made ifneeds are not being addressed or ifthe priority needhas been fulfilled by another group. The MVPshould keep a record of the year's activities withreferences to the annual progress of the MembershipDevelopment programming. This annual report willassist the chapter's officers informulating next year'splan.

The following information will assist the MVP in

completing this section of the planning guide. Be



sure to include as many members as possible in thisplanning process.

Membership Development Programming

Step One:

Describeprocedures used todetennine chapter'sstrengths and weaknesses and identify those inrelation to the Membership Development MEAslisted below.

a. Recruitment and Orientationb. Retention

c. Affiliation/Chapter AssistanceThe MVP must keep in mind during this step of

the planning process that you and your fellow officersshould bemaking observations of needs and problemsas they exist within the chapter as well as the

community. Begin by examining each area listedabove and ask some basic questions in each. Arenew members being recruited and activated? Aremembers being properly oriented? Are inactive

members notified of current events? These are by nomeans all the questions you should ask, but are

some of the types of questions that should beanswered.

Step Two through step Six:For steps two through six, refer to the Individu

Development Vice President planning procesRemember that the Membership Developmenportfolio emphasis will focus on effective maagement of the chapter instead of meeting indvidual members' needs.

Displaying Your Chapter'sPlan

Once the plan is completed, it should b

reviewed and approved by the board. Then enougcopies should be made so the membership careview it before approving it. If it is merely submittefor ParadeofChapter points and BlueChip certificatio

and then filed away, it will do you and your chapter ngood.

It should be reviewed in detail by the boardeach board meeting. To make iteasier to review, it

recommended that itbe graphicallydisplayed.Exampl

of how it can be displayed follow:

-CALENDAR OF EVENTS

Second Augusteptemberctober

Projects

1peak-Up Program 11.ommunication Dynamics 15.aycee Week Preparation.Time Dynamics 12ride Program 16.ersonal Dynamicsaunted House 13hanksgiVing SocIal Planningoctor ACQulsl lion Program5.

Halloween Candy Sale Planning

Projects

6.ecruitment Program 2.ime Dynamics 4Doctor ACQuIsition("M" Night) 3.aunted House 11Communlcalion Dynamicseadership Dynamics 4.Doctor AcquiSitIon Program 12ride Programaycee Family Week Preparation6.ecruitment Program 13ThanksgiVing SocIal Planningaycee Family Week PreparatIon.econd Quarter OffIcers' 1.Speak-Up Program ("M" Night) 3.aunted House Training 7,eadership Dynamics 5,al loween Candy Sales0itt le League Banquet 8.amily L ife

The Year At A Glance (secondquarter)

PROJECT OR EVENT1 MONTHUGUSTSEPTEMBERCTOBERotndrdthotndrdththotndrdth

Speak-Up Pruwam

)

Tim~ Dynami.:s

"

Haunr~d House

'/.

Donor Acquisition Pru). :ram

')

Hallow~~n Candy Sak-

e,

Rt:'lTuinn~nr Pru).:r.lIn

7,

L~ad~rship Dynami.:s

H,

fami ly Ljf~

l)

2nd Qtr. Offi.:~r's Tr.linin).:

10

Link- L~a).:u~ Hanqu~t -:tHnlnUnicl.ti()n l)YflJlni("'!

12,

Pride program

)'

Thanks;.:;\'in;.: Sp':lial

--

)'1.

State Hoard ~k~tin;.: ••.ly.:~e Week Prep.tr.lIion

1(,

l'ers<Hl.Il 1)yn.lIni.:,

25



The BudgetTo achieve the chapter's goals as set forth intheyear's Plan of Action, the use of a sound financial

management system is imperative. This systemmust becurrent at all times, produce needed recordsand reports,have a control feature and becoordinated

among allofficers, directors, committees and chaptermembers.

Even though it is your treasurer's responsibilityto maintain your chapter's financial records andprepare the monthly financial statements, it is theresponsibility of each member of the board of

directors to participate in the overall management of

the chapter's finances.To fulfill this responsibility, the board can partici

pate in this area in the following ways:1. Develop a strong finance committee to assist

the treasurer and lend support for neededfinancial decisions.

2. Review monthly financial statements indetail ateach board meeting to assure that any financialproblems are identified before they becomecrises.

3. Review all accounts receivable and payable ateach board meeting.

4. Assurethat each committee chairman isinformed

of budget management responsibilities as theyrelate to the project.

5. Constantly review cash flow projections (forecasted on a three-month basis) to see if thechapter is headed for any financial problems inthe immediate future.

6. Initiate a form of personal reimbursement. Besure to stress the need for receipts.

7. "Actively" participate in aI/ ways and means

projects that the chapter runs.

26

Planning the BudgetIn planning your budget, the first thing to

know is in what shape the chapter finished theprevious year. The;best way to determine this ifor you and the treasurer to check the fina

financial statement. Ifthere was not one, get the

checkbook or bank statements and try todetermine what the chapter's money was usedfor during the past year. This will take sometime, but will be well worth your efforts when thetime comes to set up a budget for your currentyear. I

There isa veryjsimplemethodofdetermining-today - if you're in the red or black. Don't le

the following replace your monthly detailed

financial reports. 1his is just a quick method oinventorying your :assets and liabilities to seewhere you stand. generally, at any time.

First, here are several guidelines that arenecessary before; you take a look at today'sfinancial situation.They are as follows.

1. Your checking account should be reconciled tothe last bank statement you have received.

2. List all accounts receivable but show an

allowance for old accounts that may not becollectible. ,

3. Value inventory (sales items, etc.) at cost andinclude only if it will be converted into cash

within two to three months.4. List actual payables outstanding as of the

above date. Estimate and list any payablewhich is incurred but for which no invoice hasbeen received.

5. List all bank loans and other notes payable.6. Net worth of organizations indicates if you are in

black or red at this time.

Once the above is complete, prepare the fol/owing

analysis.



&pen ••Individual Deveiopment

(1) Individual Development Workbooks(20 of each) Personal Dynamics,

Leadership Dynamics, Communication

Dynamics, Time Dynamics, PersonalFinancial Planning, and Speak-Up $

(2) Patches for Individual Development

program participants

(3) Diplomas for Individual

Development program participants

(4) Family Life Development materials

(5) Spiritual Development project costs(6) Memory Training program

(7) Stress Management Clinic

$1

Financial Condition Analysis

Cash in Bank-General Accounts ......··..· $

Cash in Bank-Savings AccounL ......········ash in Bank-Miscellaneous (CD's, etc.)..Accounts Receivable

Less: Allowance for Doubtful Accounts (

)

Total Assets ....... ···················· ..······ $Accounts Payable.......... ·····.. ················· $

Notes payable-Bank ........... ······················otes Payable-Other. ................................otal Liabilities ........········ ..·············· $

t Worth (Deficit) = Total Assets ......··· $ess Tota! Liabilities

After the current financial status has been

established, a realistic budget that meets chapter

objectives, as well as chapter administrative details,must be organized by the treasurer with input fromthe board. This budget will serve as the basis for allchapter operations. It is very important to base

figures on realistic situations. For example, don't let apositive attitude toward chapter growth let you planon a great increase indues income. Be realistic! Youcan always use the extra dues income but you can'talways make up for over budgeting. A good rule ofthumb is to use year-end membership as a budgetfigure.

A list of all possible income sources should be

compiled, based on planning profits from projectswhich have been programmed. Then, using figuresbased on last year's experience, estimate incomefrom dues, sustaining memberships, advertising and

sales (newsletter), special projects, grants and other

sources and carefully evaluate the cash flow that theincome picture projects.

Anticipated chapter administrative expensesneed to be itemized.These will include dues,stationery,

telephone, postage, insurance and other miscellaneous items. Be sure your budget and bank account

are prepared for the ways and means project thatgets washed out by an unscheduled thunder showeror the project that has a few "hidden" costs you

hadn't anticipated.

27

Sample Annual BudgetIncome

(1) Dues(2) Newsletter Advertising

(3) Ajax Sporting Supply (Shooting Education)

(4) XYZ Building Products (Park Shelter)

(5) ABC Company (Health Program)

(6) Socials(7) Individual Development Programs

(8) Ways & Means Projects

Community Development

(1) Shooting Education

(2) Park Shelter

(3) Health Program

(4) Haunted House(5) Muscular Dystrophy

(6) Meals on Wheels

(7) Youth Activities

Management Development

(1) President's expenses(2) Clubhouse expenses

(3) District expenses

(4) Regional expenses

(5) State Meeting expenses

(6) National Meetings expenses

(7) Chapter Meetings & Programs

(8) Newsletter

(9) Socials

(10) Office supplies

(11) Programming supplies

(12)Springboard, Degrees of Jaycees(13)Auditor's fee

Awards

Membership Development

(1) Dues

(2) Membership recruiting

TOTAL

Income over Expenses (Net Profit)

$11

5

1

9

$19

5

1

2

2

1

12

4

1

$19



Resources AvailableThere are a number of resources available

which will aid you and your vice presidents in theplanning process.

1. Firstand foremost isthis handbook, the ChapterPresident's Management Handbook. Be sureto use it.Itcontains much more information than

just chapter planning.

2. The Blue Chip program. As a management tool,there is no equal to the Blue Chip program.Build your chapter's Plan of Action around it.

3. Community Survey Guide. This is a valuable

resource available to help with communityneeds surveys.

4. Officers' and Directors' Guide. This is the

complete handbook for the officers of yourchapter. It covers their responsibilities andreviews the programming available from TheU.S.Jaycees.

5. Committee Chairman's Workbook. This is an

excellent guide for chairmen. It is a "how-to"

manual that covers everything a chairmanneeds to know about conducting a project.

ORGANIZINGOrganizing is the process of establishing orderly

usesfor all resources within the management system.These orderly uses emphasize the attainment of

management system objectives and assist managersnot only in making objectives apparent but also inclarifying which resources will be used to attain them.Organization refers to the result of the organizingprocess.

Inessence,eachorganizationalresourcerepresents

an investment from which the management systemmust get a return. Appropriate organization of theseresources increases the efficiency and effectivenessof their use. Henri Fayol has developed sixteengeneral guidelines for organizing resources;

1. Judiciously prepare and execute the operatingplan.

2. Organize the human and material facets so thatthey are consistent with objectives, resourcesand requirements of the concern.

3. Establish a single, competent, energetic, guidingauthority (formal management structure).

4. Coordinate all activities and efforts.

5. Formulate clear, distinct and precise decisions.6. Arrange for efficient selection so that each

department isheaded bya competent, energeticmanager and each employee is placed wherehe or she can render the greatest service.

28

These resources can be helpful to you andyour vice presidents in the coordination and preparation of the chapter Plan of Action.

Planning Tip,sYour biggest challenge in coordinating the

planning process of your' chapter will be seeing thatis completed in a timely fashion. The best plan in theworld will be of no use to your chapter until it's put intaction. Set a deadline for its completion. (A June 30deadline should provideladequate time.) Once youdeadline isset, liveby it.Any deficiencies oroversightsin the plan can be adjusted during the monitoringprocess your board of directors should conduct

throughout the year.Once your chapter's plan is complete, itshould

be presented to the full membership for their review

and approval. Even though their input was obtainedthroughout the planning process, it is vitally importanthat you gain their commitment for the chapter's planin its final form.

As president, coordinating the chapter planningprocess should be the only "project" committee thayou chair this year. Your performance will set thestage for an excellent Jaycee year. Best of luck!

7. Define duties.

8. Encourage initiative and responsibility.9. Have fair and suitable rewards for services

rendered.

10. Make use of sanctions against faults and errors.11. Maintain discipline,12. Ensure that individual interests are consistent

with general interests of the organization.13. Recognize the unity of command.14. Promote both material and human coordination.15. Institute and effect controls.

16. Avoid regulations, red tape and paperwork.The organizing function is extremely important

to the management system because it isthe primarymechanism with which managers activate plans.Organizing creates and maintains relationshipsbetween all organizational resources by indicatingwhich resources are to be used for specified activities,and when, where and how the resources are to be

used. A thorough organizing effort helps managers tominimize costly weaknesses, such as duplication ofeffort and idle organizational resources.

Somemanagementtheoristsconsidertheorganizingfunction so important that they advocate the creationof an organizing department within the managementsystem. Typical responsibilities of this department

would include (1) developing reorganization plans



that make the management system more effectiveandefficient,(2)developingplansto improvemanagerialskills to fit current management system needs, and(3) attempting to develop an advantageous organizational climate within the management system.

The Organizing ProcessThe five main steps of the organizing process

are: (1) reflecting on plans and objectives, (2)establishing major tasks, (3) dividing major tasks intosubtasks, (4) allocating resources and directives forsubtasks,and (5)evaluatingthe resultsof implementedorganizing strategy.Chapter presidents should continually repeat these steps. Through this repetition,they obtain feedback that will help them improve theexisting organization.

Chapter

ManagementSystemYou are the chief executive officer of your

chapter. But,no matter what sizeyour chapter is,youcannot effectively manage itbyyourself. An organizational structure or chapter management system will

provide you a means to manage a chapter of anysize.

There are several key points to understandbefore you attempt to develop your system. Theyinclude:

1. No more than ten chapter officers should repordirectly to the president.

2. Your chapter should have at least four vicepresidents; i.e., Community Development,

Individual Development, Management Development and Membership Development.

3. Personalaides may reportdirectly to the presidenand do not need to be included in the structure

They will increase the president's ability tomanage the chapter, not interfere with it.

4. It is important that every officer has a cleaunderstanding of the chapter structure and theiresponsibility.

5. It must provide rapid two-way communication.As you develop your chapter's structure

you must address the needs of your membersIt should also provide for as much involvemen

as possible. Make sure you allow for theexpansion of your chapter as you grow. Todevelop your chapter structure, begin with thplacement of your key officers. These keofficers should all report directly to you, thepresident. This can be graphically shown afollows:

Stale

Director

As you can see, there are eight key chapterofficers reporting directly to you. If the size of yourchapter dictates additional officers, they can beadded into the system, Each officer's responsibilitywill include the supervision of their respectiveareas, as well as portions of the Blue Chip requirements and the development of the chapter plan.

As the system is expanded, you will see howthe directors are the direct responsibility of yourvice presidents. The vice presidents will supervisetheir assigned directors and report to you regardingtheir performance.

The directors will be charged with the responsibility of communicating with and activating themembers of the chapter. They will have specificmembers assigned to them. They should assist

their members with the Springboard and Degrees

29

of Jaycees programs. If one of their membersmisses a function, they should contact them toencourage them to continue their participation.

Major Emphasis AreaMajor Emphasis Areas (MEAs) are broad areas

of priorities. They are divided between the four

primary recognition areas: Community Development,Individual Development; Management Developmentand Membership Development. Each of these areasis vital to the leadership development of Jaycees.Your chapter will determine priorities based on theMEAs within each programming area. Following arethe types of projects which would fit into each MEAAny project may fit under a single MEA category aslong as its primary purpose is to meet the major

emphasis of that area.



Individual DevelopmentLeadership Development. This MEA category

includes all programs with the purpose being to buildleadership skills.The following U.S.Jaycees programsgo into this category: Personal Dynamics, LeadershipDynamics, Communication Dynamics, TimeDynamics and Speak-Up. Through participation inthese programs, members will acquire information

to helpdefine anddevelop their leadership, communication, management and speaking skills.Family Life/Spiritual Development. This cate

gory includes all The U.S. Jaycees' Family Lifeprograms (All inthe Family and Family Time) as wellas any other defined family program or project. Anyproject designed primarily to increase or enhancespiritual activities by your members or people in the

community are also included in this category.Personal Skills. This MEA category includes all

projects or programs conducted with the primarypurpose to increase or enhance the personal skillsof individual members. This category also includes

The U.S. Jaycees programs, Personal FinancialPlanning, Stress Endurance and Job Search.

Community Development.Human Services. This category includes all

projects designed to promote or improve thequality of human life. Any project with the purposeof working directly with people would be incluQed.Shooting Education; Big Brothers and Big Sisters;ElderlyAssistance; International Involvement; SpecialOlympics andDrug andAlcohol Awareness programsare just some examples of Human Services projects.

Community Improvement. This category includes all projects which improve resources and

facilities; promote conservation and enhance theenvironment inyour community. Any project with the

purpose of working with properties and non-humanresources would be included. Projects such asEnergyAudits, City Beautification, Recycling Centersand Housing Winterization would be included inthis area.

Government Involvement. This category includes allprojects ofa governmental nature designedto provide better public services and promote "pridein America." Candidates Night, Voter Registration

andModelLegislatureare some examples ofGovernment Involvement. Projects that deal with criminal

justice, such as programs on employment of ex

offenders and crime prevention are also included.Community Fundraising. This category includes

all projects with a primary purpose to raise funds fora specific program. These are projects which dealwith fund raising for health-related organizations,foundationsor anyothercommunity activity. Muscular

Dystrophy, St. Jude Children's Research Hospital,March ofDimes and Heart Association are just a few

of the numerous examples in this area.

30

Management DevelopmentPlanning. This category includes all facets of

chapter planning, needs analysis, evaluation, thechapter plan of action and the planning guide forchapters. It also includes events scheduled to

facilitate the surveying, planning and evaluation ofthe chapter's plan of action, i.e.,a weekend planningretreat or organizing teams tocanvass neighborhoods

for responses to a community needs analysis.Training. This category includes all training

programs aimed at members, covering job descriptionsand responsibilit ies of officers and chairmen, localofficer training, training for project chairmen, how todo a Chairman's Planning Guide, etc.

Financial Management. Includes all projectsor programs conducted to manage the financialaspects of the chapter. For example, projects which

deal with raising funds for operation of the chapter- ways and means such as raffles, concessionstands, Christmas tree sales, and dances. It also

includes financial and b8dget reports relating to the

overall finances of the chapter, including monthlybudget reports and annual audits combined into a

total financial managem~nt plan to be implementedduring the year.

Personnel Management. This category includesall chapter meetings, campaigns, elections, sports,on-to, visitations, bidding or hosting meetings andsocials, awards and activation programs such asSpringboard and Degrees of Jaycees.

Communication. This category includes allchapter communication tools and methods used,chapter publications, special mailings, special eventpromotions, committee structures and phone callingsystem ..

Public Relations. This category includes allprojects conducted to promote the image of yourchapter and the Jaycee movement inyour community,such as community recognition programs, Distinguished Service Awards programs, parades, pageants, ongoing public relations work and the chapterphotographer. Also included would be recognition oflocal merchants, and annual progress report inyourlocal paper or on television.

Membership DevelopmentRecruitment and Orientation. This category

includes all projects conducted with the primary

purpose of obtaining new members for the chaptersuch as M-nights, membership booths, orientationprograms for members, etc.

Retention. This category includes all projectsconducted with the primary purpose of encouragingmembers to renew their membership prior to orduring their anniversary month.

Affiliations/Chapter Assistance. This category

includes all projects conducted with the primary



e. who attend their church or Sunday school.f. who are their business competitors.

Asking current members about these and other

sources of new members may be the motivationyour membership needs to go out and recruit.

New Members - They know people notinvolved with others in your chapter. Always askyour new members to suggest the names of friendswho might be interested injoining your chapter. After

all, it's one of the requirements for Springboard.Business and Industrial Firms

Contact top executives and schedule a meeting to

discuss the advantages ofJaycee leadership training.Be sure your presentation is well-planned and

emphasizes the benefits to both employer andemployee, particularly the employer. Many firmssponsor as many as 15 to 50 members in Jayceechapters.

New Residents - Establish an agreement

with your community's "Welcome Wagon" to havemembers ofyour Jaycee chapter assist inwelcomingnewcomers to the community ... especially those of

Jaycee age.Membership Booth - An effective wayof getting the chapter name before the public andprospective members is with a membership booth.The best locations for membership booths are atyour projects, in malls, shopping centers or onsidewalks with heavy pedestrian traffic. The best

times for membership booths are usually Friday

eveni~g and all day Saturday.Voter Registration - On file in everycounty courthouse are voter registration lists contain

ing the names, addresses, and ages of everyregistered voter in that county. Some counties have

these names on IBM sheets, with copies available atminimal cost. Send a mass mailing to those voters ofJaycee age and ask them to join your chapter.

Current Projects - Assign at least onemember to be responsible for recruiting while yourchapter runs a community project (i.e., car wash,dunk tank, haunted house, bike safety training, orIndividual Development programs which are open

to the Qublictity Servants - Your community mayor,councilmen, policemen and firemen are excellent

resources. Some may have special projects inwhich they would like to see the Jaycees involved.

Churches -An excellent resource is your

local ministerial association.

Door-to-Door - Using two-person teams,

visit sub-divisions looking for tricycles, bikes, swingsets or toys. These are usually good indications of

where Jaycee-age adults live."Big Wheel" Raffle - Raffle a "BigWheel" at a local business. Ask for parents' names

and addresses on the entry form so you can follow

up with a personal visit.

32

Referral Method

One of the best methods of recruiting is thereferral method. In creating a list of prospects, visitwith key people in your c'ommunity and ask them fora list of young people they would recommend for

membership in your chapter. These key peoplecould be community leaders such as the mayor,Chamber of Commerce, utility companies, county

commissioners, board of elections, the sheriff orpolice chief, business personnel managers, banks,

city councilmen, real estate or insurance companies,recreation departments and your present members.

With a list of referrals, you can get your foot inthe door and add credibility to your presentation bymentioning that the mayor'of the community recommended you call the prospect and invite him or herto become amember ofthe Jaycees. Few employeeswill turn down an offer of membership if they knowtheir employer recommen'ded them.

Utilize your members to generate referrals.Everyone knows someone who is a prospect for

membership. Continually encourage your membersto add names to their prospect list. A ReferralSystem form is provided in the Officers' and

Directors' Guide.

Member~hipRecruiting

TechniquesThere are basic rules you should follow as a

Jaycee recruiter. These rules will help to eliminateobstacles and increase your confidence in yourability to recruit new members. Always rememberthe following:

Honesty - No m~tter what you say, let it bethe truth. Nothing will be more harmful to yoursuccess or your chapter's success than dishonesty.If you do not know the answer to a question, say so.There is no need to make up an answer. Put yourself

in the prospect's position: What would you do ifyoudiscovered an outright lie?Be Yourself - In order to bemost effective,you should be natural. By being natural, you becomemore sincere and acceptable. People who are notthemselves are easily noticed and, to a certain

degree, are not trusted.You can successfully expressyourself without trying to be someone you are not.All it takes is a sincere effort, a little common sense

and some practice.



Knowledge - You must develop a definitionof Jaycees that reflects the organization's philosophy.A good philosophy might be, "Jaycees Is LeadershipTraining Through Community Involvement." Beprepared to answer questions about the definition of

Jaycees. Have a good general knowledge of your

chapter's history, budget, activities and membership.Be familiar with your chapter, state and nationalorganizational functions. The information is available

from state officers, state headquarters or The U.S.Jaycees National Headquarters inTulsa, Oklahoma.Be careful with your knowledge. Too much could be

as harmful as too little. You need the knowledge toanswer questions, not impress the prospect withyour intellect.

Attitude - Attitude is the always-importantfactor in any effort. The need to be enthusiastic

about your product is necessary, but especially so inrecruiting a new Jaycee. You want to communicate

to your prospect the need to join and the actionproducing attitude that will cause involvement and

commitment through payment of dues. By showinga sincere, determined effort to give the prospect thebest view of Jaycees, you show your enthusiasm.

Listening - Be sure to listen to what yourprospect is saying. Remember, this person is motivated to ask questions about Jaycees because of

personal interests. Ifyou do not offer the opportunityto ask questions, you cannot find out what interestsyour prospects and you will lose their attention. A

good way to remind yourself to listen is to askquestions. A question will require an answer. Ananswer will require you to listen. The recruitment ofJaycees is not a one-way street. Jaycees are for

participants. Both parties must be allowed to speakand listen. The successful recruiters are those who

do more listening than talking.

The technique you use while recruiting is up toyou. The more comfortable you are with yourpresentation, the easier recruiting will be. Thefollowing fivebasicstepsare used bymost successfulrecruiters.

I. IntroductionA. Your name.

B.Your chapter.C. What you're doing.

II. Find Out Information About the ProspectA. Place of employment.B. Hobbies.

C. Family information.

(You need to tie all of these things together andtalk in terms of the prospect's interests.)

III. Talk About Jaycees Using the InformationFrom Step II

A. All three sides of the Jaycee triangle.B. Socials.

33

C. Benefits to the prospect.

(Anything about the prospect's interests.)IV. Get Prospect to Agree with You

A. Ask questions that require a yes answer.

(If the prospect shows an interest in sportexplain about the Jaycees' bowling, softball, footbaand little league teams Jaycees sponsor or wo

with. Sell those benefits that are most important

the prospect.)V. Close

A. Ask the prospect to join.B. Fill out the application.

C. Ask for a commitment (money for dues).D. Offer to take the prospect to the nemeeting.

Successful "M"

Nights"M" Nights or Membership Nights are specimeetings or events geared to increase your chapter

membership. The most common "M" Night is

special meeting with a well-known speaker, such aa state Jaycee president, a sports figure, a politiciaor a local celebrity. The purpose is to entertain amany prospective members as possible and the

have them join the Jaycees during the meeting."M" Nights are a valuable tool in helping yo

reach your chapter membership goals by helpingovercome big bill ing months. They can also involvmembers in recruiting by providing a relaxeatmosphere and an opportunity for new and o

members to get to know each other.The key to a successful "M" Night lies in youhands. Be creative and have fun while recruitinnew Jaycees. However, always remember the reaso

for running this function is to recruit prospectivemembers.

The sequence of events that must take placfor this to be a good meeting are:

PlanningA Chairman's Planning Guide should be com

pleted for this project. The members should baware of the date, time, location and activities of th

"M" Night at least 30 days inadvance. This will allowthem to get as many prospects as possible to thmeeting.

Promotion

Promotion of the "M" Night can make it a verspecial event. However, you cannot rely strictly oradio, TV, newspaper ads and written invitations t

get people there, although these things can helattendance. Each member must bring guests for thevent to be successful.



The Meeting PlaceHave the meeting in a room that fits the number

of people who will attend. If anything, have it too

small. Never use a room that is too large. The

meeting room should be free from noise, other than

that caused by your meeting. It should be at a place

that is familiar to everyone or is at least easy to find.

(NOTE: Make sure you have access to the meeting

place, keys to open and close, kitchen privileges,insurance responsibilities and parking; you may

even have to clear the parking lot of snow.) If you

need a public address system, get one - then test it.

Sit close together. People have a tendency to sit in

the rear of a room, especially prospects.

Many chapters use refreshments as a means

to get prospects to the meeting. If that is the case,

control its availability; close the bar during the

meeting. Also be sure to have non-alcoholic beverages

available if you are serving alcoholic beverages.

BeforeThe MeetingBe early and make sure that everything is set

up the way you want it: U.S. flag, Creed, headtable,

podium, microphone, agenda, sign-in sheets and

refreshments. This will give you time to mingle

before the meeting.

Greeting the Prospects - When greeting pros

pects, let them know that you are honestly glad they

came. Have your speaker mingle with the prospects,

talking and learning names. This gives the prospect

a personal relationship with the speaker. You may

also want to have official greeters who pass out

name badges to the prospective members.

The Program - The main concern of the

program at any meeting is length. If at all possible,

keep it to 30-40 minutes for a Membership Night.

You want to inform the prospects, briefly touching on

the personal benefits and the Jaycees' philosophy

of leadership training through Community Develop

ment. Full orientation comes after they are members.

A short personal testimony of how the organization

has been beneficial to you will also help.

The MeetingThe Start - The time to start the meeting is

when the agenda says it's time to start. This is your

one chance to impress the prospect. Don't blow it by

getting too involved in the social hour and starting

the meeting late.The Opening - Ask the members and guests to

be seated. Open your presentation by welcoming

the guests and briefly covering the agenda.

The Pitch - The pitch should last from 10 to 20

minutes. The speaker should go over the benefits of

Jaycees and shoot down the myths, rumors, andother obstacles to joining. The delivery of the

speech is very important; it must show honesty and

sincerity. The prospects must trust the speaker, or

34

they will not follow the lead and join the Jaycees. BeSure You Ask The Guests to Join.

The Close - The clo~e should last from 5 to 10

minutes depending on th,e number and interest of

the prospects. The close: should be a summary of

benefits to the prospects' and reasons they should

join. Finally, you must as~ them specifically to jointhe Jaycees. Then swear in the new members.

After the MeetingThis is your time to mingle and get to know your

new members. Make sure you have time to talk with

them individually. Tell them the time and place of the

next membership meeting and the next orientation.

Welcome them to your chapter.

Follow-Up to the "M" NightBesides your normal thank you cards and

letters, be sure to contact any guests that did not joinor prospects who were not able to attend the event.

Remember, not everyone joins the first time you ask'

NOTE: Occasionally chapter socials or specialevents are used as "M" Nights or recruitment

events. Some examples of such events are:

-Casino Night

-Sporting Event

-Family Gathering-Picnic

-Card Party-Clam Bake

-Celebrity Roast

-Fish Fry

SAMPLE AGENDA FOR "M" NIGHT7:00 Set up committee

7:30-8:00 Arrival of guests. Social-speaker mingles

with group8:00 Call to order

8:05-8:10 Invocation, Pledge of Allegiance,Welcome

8:10-8:15 Introduction of speakers - headtable,

guests, members

8:15-8:30 Explanation of purpose of meeting by

chapter president. Brief outline of chap

ter's activities. Personal testimony by

past or present Jaycee.

8:30-8:40 Speaker Presentation - The mainspeaker asks guests to be members.

Applications are filled out, dues arecollected and new members are sworn

in.

8:40-8:45 Thank you from chapter president.

8:45-8:50 Jaycee Creed8:50 One-on-one recruitment with those who

have not joined. Socialize with newmembers.



ExtensionslAffiliations

Completing an extension, the formation of anew chapter, is one of the most satisfying responsi

bilities that you and your chapter can assume. Your

members learn more about Jaycees while sharingJaycees with other young adults. Your extensionteam, your chapter and you will receive a great dealof satisfaction by completing an extension becauseyou are sharing, expanding and perpetuating ourorganization. Your chapter will become stronger bycompleting an extension because itwill establish aninternal unity and build better members. The friendships established in the new chapter can last youand your chapter a lifetime.

There are several ways to complete extensions.Presented here is one method that has provensuccessful. The key to completing your extension is

the commitment to do it. Don't quit until it is done.Remember:Twentyapplications from20newmembersis just the beginning. Help this new chapter build afoundation for the future by providing the initialtraining and direction it needs in their formativeaffiliation period.

Preliminaries

Make a commitment to extend a chapter. Put

your plan in writing and then ...1 . Select a location

a. Consider the proximity ofthe nearest Jayceechapter. Is the community being servicedalready?

b. Seek a community without a chapter where

you may know someone that would make agood Jaycee.

c. Consider the community size. All com

munities have proven they need and supportJaycee chapters.

d. Consider community make up. How manyyoung adults are available? You mustknow what to expect.

e. Consider communities that have previously

had Jaycee chapters.. Establish an extension team

a. Break the extension team into groups oftwo or three people. Don't try to overwhelmanyone with numbers.

b. Everyone should be well dressed andgroomed. Build your credibility.

c. One person should be the official spokes

person.

35

3. Visit site and contact communityleaders

a. Create a prospect listby utilizing communityleaders for referrals.

- Mayor/City Council Members - SchooAdministration- Chamber of Commerce - Sheriff oPolice Chief

- Utility Companies - Banks- Insurance/Real Estate Co. - Board oElections

b. Community leaders will lend credibility tyour presentation.

c. A community leaderorcompany maysponsothe chapter by paying the charter fee.

4. Utilize a referral system applicationlist

a. Keep prospects and their information weorganized -name, address, phonenumbers, by whom they were referred, bwhom they were contacted and their status

b. It identifies people referred by more thanone person.

c. You will know where you are at a glance.5. Contact prospective members

a. Begin your presentation with, "You havebeen referred to us by the mayor," (owhomever) "as a young person who wouldbeworthy of holding a charter membershipwith the (name) Jaycees."

b. An employee is more eager to join something ifthey have been referred for membership by their employer. Some companieswill pay dues for their employees.

c. Make your presentation, utilizing the fivesteps to recruiting.

d. Collect checks made out to the new Jayceechapter.

e. Continue to complete the referral systemapplication list.

6. Request additional referrals fromeach prospect contacteda. Referrals from a new member are friends

They are easier to recruit.

b. Continue building your prospect list.

7. Organization's meeting - AFTERreceiving 20 checks andapplications for membershipa. Commit to help the chapter get started.b. Follow-up procedure toensure the chapter's

affiliation and future.

Follow-Up ProceduresAn extension is not completed by merely

signing 20 new members and collecting their dues



The affiliation process for newly extended chaptersplaces the responsibility of the new chapter with theextending chapter, the district director and theregional director. This isa 75-day process which willhelp direct the new chapter in setting up its goals,organizationalstructure and the basics to a successfulorganization.

When at least 20 members have been signedand their dues have been collected, the followingmust be sent to your state headquarters:Application for Affiliation1. Proper amount of dues and charter fee

2. Name and permanent chapter mailing address3. Complete roster of applicants for membership

to include:Name

Mailing address

Home and business phonesSocial security numberDate of birthGender

4. Notarized signatures of applicant member and

extending chairmanUpon receipt of this information, the state

headquarters will approve and assign a regionaldirector and district director who will be responsiblefor servicing the applicant chapter. This informationwill be forwarded to The U.S. Jaycees.

After the Application for Affiliation is received,processed and accepted, The U.S. Jaycees willissue to the applicant chapter a 75-day temporarylicense to utilize the Jaycee name and trademark.Notification will be made by letter specifying theterms ofthe temporary license and the requirementsto be completed during the 75-day certification

period. They will also send an Affiliation Kit to theapplicant chapter, which includes:Chapter status reports

Chapter President's Management HandbookOfficers' and Directors' Guide

Sales Catalog

Guide to Supervising People

Guide to Chapter PlanningGuide to Successful Membership and Board

MeetingsCommittee Chairman's Workbook

Local Treasurer's Manual

Training Manual

Fundraising HandbookIntroduction to the Total Jaycee Concept

Springboard ProgramBlue Chip Program

"Mr. Chairman" Parliamentary GuidePublications Manual

Sample Constitution BylawsDegrees of Jaycees kit

Specialized dues kit for submitting new members

during the 75 days

36

Phone contact will be made with the applicantchapter to discuss the affiliation process and toconfirm they received their Affiliation Kit.Newsletters

will be sent to the chapter Quringthe 75 days. Thesenewsletters will cover areas that are pertinent to the

certification requirements. Also during the 75-dayaffiliation process the chapter is to submit a status

report. The information on the report will give TheU.S. Jaycees an indication of the progress theapplicant chapter is making toward affiliation.

For the applicant chapter to complete its 75

day affiliation process, the following requirementsmust be completed and submitted to The U.S.Jaycees:

A. A planning guide for new chapters with acalendar of events for the first 75 days.

B. An officer roster.

C. A membership plan.D. At least two newsletters must have been sent

to each member.

E. Must have had a minimum of four meetings(substantiated byminutes with a list ofmembers

present).F. Must have had 50 percent of members attend

an orientation (substantiated by sign-in sheet).G. One Chairman's Planning Guide completed.H. Adopt a chapter constitution and bylaws.I. Submit new additional individual members

beyond the initial individual members submittedwith the application for affiliation based onpopulation divisions as follows:

Pop 1-3 - 2 new member addsPop 4-5 - 3 new member addsPop 6-8 - 4 new member addsPop 9 - 2 new member adds

Each requirement must be completed withinthe 75-day temporary affiliation period and all substantiating material must be mailed to The U.S. JayceesHeadquarters with a postmark prior to midnight onthe 75th day.

After the certification requirements are approved,the new affiliated chapter will receive:

The U.S. Jaycees Charter certificate

Jaycees International Charter certificate

A charter pin for each charter member

A Charter Chapter President's pin

A Membership card for each member

A gift certificate for $20 worth of chapter

products from The U.S. Jaycees Sales Department

A Jaycee Creed banner personalized with the

chapter's name

The sponsoring chapter will receive a Founder'sPlaque and the Affiliation (Extension) Chairman willreceive a certificate. Also, once the applicant chapterhas been certified as an affiliated chapter of The

U.S.Jaycees, then and only then, will the sponsoring



chapter, district director, regional director and stateorganization receive credit for extending a newJaycee chapter.

As the chapter president, it will be up to you, theaffiliation chairman and your state director to coordinate the efforts ofthe applicant chapter incompletingall of the requirements for affiliation. These newmembers can't accomplish these requirementswithout your direction. Remember, The training and

assistance you provide will be the basis for thischapter's future.

MembershipContests andIncentives

By using contests and incentives, recruiting willbecome easier for your chapter members. Itwill also

provide an atmosphere of fun and competitionthrough which your members can enjoy this learningprocess and assist in reaching your chapter membership goals at the same time.

These incentives and contests do not have to

be complex or expensive. The important thing to doin developing your incentive program is to identifythe types of incentives that will interest your members.Awards that are free to the chapter:

1. Free lawn care for a month, paint a room in themember's house or re-sod the lawn. All work

done by the board of directors.2. Twenty Jaycees for a "home" work day at the

winner's house.3. President chauffeurs winner for a week, or the

president becomes a servant for a day.4. Cater a dinner for the member's family at their

home -each member ofthe board of directors

brings part of the meal.5. Personal visit from the mayor, state or national

legislator, governor or state president.

Awards the chapter must pay for:

1. Awards - Plaques, trophies, medallions, pins.2. Tickets - Dinner, theater, football game, raffle.3. Trips - Weekend at a resort, hunting, skiing.4. Car - Gas, tune-up, oil change, tires.

5. Food & Drink - Groceries, side of beef, beer,liquor, soda.

6. Bills Paid - Utility, telephone, membershipdues, registration.

7. Gifts - Merchandise, gift certificate, personalizeditems.

8. Telegrams - From state or national president,senator, congressman.

Contests and incentives to aid growth:

1. Team competition among members - new

37

members vs. old members, board of directorvs. members, women vs. men. The winner

determined by the most members recruited.2. A contest where the losers must wear a

outlandish costume to a meeting or put onskit, take a pie in the face or provide the winnwith a free dinner.

3. Have a scavenger hunt for prospects of varieoccupations. Have the members bring the

prospects to a meeting. The team with thwidest variety of occupations wins.

4. Application in Pocket - Issue an applicationall members. Fine members 25 cents at th

next meeting ifthey do not have an applicatioor a member signed up.

5. Marble in Pocket - Issue amarble to member

the larger the better. They must carry it at atimes to remind them to sign up new memberIf they do not have it,they receive a 25 cent finat the next meeting.

6. Dart Board - Fix up a dart board with one, fivand ten dollar bills taped to it. If you bring

guest, you get to throw one dart. If you sign upnew member, you get two throws. Whatevethe dart hits, you get to keep.

7. Adjourn during the middle of a meeting ansend everyone out to bring a prospect to thmeeting. Have an award for the first membewho returns with a prospect.

Tips to help with recruiting:

1. Send a newsletter to all prospective Jaycees2. Have a regional or district "M" Night. Invite a

the chapters and publicize in all newspapers3. Bring state officers in to help with one-on-one

recruiting.

4. Design a door-to-door project and call only oprospects (i.e.,providing sand for a sand boxa prospect's house).

5. Send a flyer or letter describing the benefitand activities of Jaycees to prospects askinthem to join.

6. Have a Project Hand-Out Sheet - Make a liof all the projects your chapter does withone-or two-sentence explanation. Also, havemembership application printed on the bacThen, give a few to each member to assistrecruitment efforts.

7. Runa newspaper article with all the informatio

about your chapter and a picture of a prospecbeing sworn in.8. Have a membership booth at all projects.9. Place a sign at all projects that says, "Jaycee

at Work - Inquire Within."10. Use Hospital ID Bracelet - Issue one to a

members. They must wear it until they sign upnew member. Issue at least three times an

save old ones ina bowl for display atmembersh

meetings.



11. Exchange "can't gets" - Have all memberswrite down the names and phone numbers ofprospects they have asked but can't get to join.Get at least four names and exchange themwith other members.

Inaddition to your chapter's incentive program,

your state and national organizations offer incentivesand recognition for both individual and chapterachievements.

Training ChapterOfficers

This section oftheChapter President's Manage-

ment Handbook will provide you with the basic jobdescription for most of the common offices found inJaycee chapters. A detailed explanation of eachofficer's specific duties and responsibilities as wellas how each officer should contribute to the development of the Chapter Plan and the successful

achievement ofthe Blue Chip program can befoundin the Officers' and Directors' Guide. It will be well

worth your time to review the entire officers jobdescription area in the Officers' and Directors'

Guide. This will provide you with the backgroundyou will need to conduct an effective board ofdirectors orientation and training session and provide

you the necessary training information for yourofficers and directors.

After you have familiarized yourself with eachofficer's job description of duties and responsibilities,you should provide a training session for yourofficers. This can be accomplished in several ways.

You may choose to bring in an outside trainer toconduct your session. Your district director, regionaldirector,statemanagementdevelopmentvice presidentor other state officers can provide you with the

training assistance you desire. Contact your trainerwell in advance and be sure that at the appointed

time, all of your officers are present.You may want to involve former officers and

past members of your chapter to assist with yourtraining needs. You can even conduct the trainingyourself now that you are familiar with the informationcontained in the Officers' and Directors' Guide.

Your training sessions can be conducted on a

one-to-one basis with each officer as you discusstheir duties and responsibilities or you can conduct

groupsessionswithineach area (Community Development,ManagementDevelopment.MembershipDevelopment and Individual Development).

Training sessions could also be divided intovice presidents' or executive committee training anddirector orgeneral board of directors training. Inthis

way, you can discuss similar job descriptions and

responsibilities in a group atmosphere.

38

Whichever method you choose for your officers'orientation and training, you should remember oneimportant item: Training your officers and directors

is a continuous, year-long process. The officers anddirectors of your chapter ran for their position to

achieve agreater level of management and leadershipexperience. Jaycees is a leadership training organization and you are the key to the effective training ofyour personnel.

You may want to use district directors orregional directors as resources to assist you in your

training. You should also consider utilizing yourstate's Local Officers Training School (LOTS), whichis generally held in Mayor June of each year. This is

a comprehensive training program conducted bywell-qualified trainers provided byThe U.S.Jaycees.This training is usually a!one- or two-day programconducted at a central location within your state.

iI

Officer Job DescriptionsIn order for your offiders to perform atmaximum

effectiveness, they need to know their job descriptionwith a definition of duties ~nd responsibilities early inyour year. What follows. is an overview of the jobdescriptions, duties and responsibilities that arefound in the Officers' and Directors' Guide.

Every officer, regardless of their position has theresponsibility of carrying out the general duties listedbelow:

1. Report to the president on a regular basis andwork toward the achievement of the overall

goals of the chapter.

2. Attend all chapter board of directors meetings.

3. Attend allchapter general membership meetings.4. Personally recruit and promote the recruitment

of new members.

5. Attend district, region and state meetings andtraining sessions.Additionally, each ofithe major officers that are

common in most Jayceej chapters have duties thatare specific to their area. They are shown listed hereby officer:

Management DevelopmentVice President

Specific Duties:

1. Develop and conduct a member survey todetermine the needs and desires of each

member and the strengths and weaknesses of

the management structure of the chapter.2. Develop a plan of action based on the strengths

and weaknesses of the chapter (section D ofthe Planning Guide for Chapters).

3. Assist the treasurer in the development and

maintenance of the Management Development

portion of the chapter budget.



4. Supervise and train assigned directors.

5. Coordinate the selection and training of projectand committee chairmen with the directors.

6. Coordinate and administer chapter and memberactivation programs (Blue Chip, Springboard,Degrees of Jaycees).

7. CoordinateSpringboardand chapter orientations.

8. Coordinate the development of a chapter publication (at least monthly).

9. Provide monthly articles for the chapter publication.

10. Coordinate the chapter's Public Relations

program.11. Coordinate chapter's involvement in district,

regional or state training sessions.12. Monitor section D of the Planning Guide for

Chapters and report progress to board ofdirectors.

13. Provide a written evaluation of the annual

progress of the Management Developmentprogramming area by preparing a ManagementDevelopment year-end programming book.

Community DevelopmentVice President

Specific Duties:

1. Develop and conduct a community survey todetermine the needs or problems of the

community.2. Develop a plan of action based on the results of

the community survey. (Section C ofthe PlanningGuide for Chapters.)

3. Assist treasurer in the development andmaintenance of the Community Developmentportion of the chapter budget.

4. Supervise and train assigned directors.5. Coordinate the selection and training of project

chairmen with the directors.

6. Provide monthly articles for the chapter newsletter.

7. Coordinate the selection of guest speakersfrom the community.

8. Monitor and evaluate Section C of the PlanningGuide for Chapters. Report progress to theboard of directors.

9. Serve as liaison between your chapter and the

community, Le.:• School board

• City councilor government body• Chamber of Commerce

• Other civic organizations• Any branch office of an international organization

10. Provide publicity in the Community Development area of the chapters.

11. Provide a written evaluation of the annual

progressoftheCommunityDevelopmentprogram

ming area by preparing a Community Develop-

39

ment year-end programming book.12. Utilize Community Development projects

recruit new members into the chapter.13. Promote and coordinate international project

in communities.

Individual DevelopmentVice President

Specific Duties:

1. Develop and conduct a member survey tdetermine the Individual Development needs othe chapter.

2. Develop a plan of action based on the results

the member survey. (Section B of the PlanninGuide for Chapters.)

3. Assist the treasurer in the development anmaintenance of the Individual Developmenportion of the chapter budget.

4. Supervise and train assigned directors.

5. Coordinate the selection and training of projecchairmen with the directors.

6. Provide monthly articles for the chapter news

letter.7. Coordinate the selection of guest speakers t

meet members' personal development needs

8. Monitor and evaluate Section B of the PlanninGuide for Chapters. Report progress to thboard of directors.

9. Provide publicity inthe Individual Developmenarea of the chapter.

10. Provide a written evaluation of the annua

progress of the Individual Development programming area by preparing an Individual Develop

ment year-end programming book.11. Utilize Individual Development programs t

recruit new members into the chapter.

Membership DevelopmentVice President

Specific Duties:

1. Train members (membership recruitment).2. Organize M-nights and recruitment drives.

3. Develop and supervise membership incentiveprograms.

4. Provide publicity aimed at attracting newmembers.

5. Coordinate chapter's retention.6. Submit monthly dues kit to state organization

7. Provide activation chairman with names onew members for inclusion in the Springboardprogram.

8. Monitor and evaluate growth plan and reporprogress to board of directors.

9. Keep inventory of recruiting tools:a. Membership applicationsb. Recruitment brochures

10. Coordinate chapter and member activation

programs



Local Director

Specific Duties:

1. Continually communicate with assignedmembers.

2. Provide a status report of assigned members ateach board of directors meeting.

3. Promote the Springboard program.

4. Promote the Degrees of Jaycees program.

5. Manage assigned Major Emphasis Areas.6. Provide a status report of assigned Major

Emphasis Areas at each board of directorsmeeting.

State Director

Specific Duties:1. Serve as a member of the state board of

directors along with the chapter president.2. Prepare and present reports to the board and

general membership on district, regional, area,state, national and international meetings.

3. Submit newsletter articles reporting the activities

of district, regional, area and state meetings.

4. Develop and coordinate the chapter visitationprogram.

5. Promote chapter attendance at district, regional,area, state, national and international activities,

meetings and training sessions.6. Planand coordinate the efforts of the chapter in

extending additional Jaycee chapters.

SecretarySpecific Duties:

1. Keep accurate records of the proceedings ofall chapter meetings.

DIRECTINGDefiningLeadership

Leadership is the process of directing thebehavior of others toward the accomplishment of

some objective. Directing, in this sense, meanscausing individuals to act in a certain way or tofollow a particular course. Ideally, this course of

action is perfectly consistent with such factors asestablished organizational policies, procedures and

job descriptions. The central theme of leadership isgetting things accomplished through people and isaccomplished by communicating with others.

Leader Versus ManagerLeading is not the same as managing. Although

some managers are leaders and some leaders are

40

2. Prepare minutes for approval ateach scheduledmeeting.

3. Count and record votes at membership andboard meetings.

4. Assist president in preparing the agenda for allmeetings.

5. Provide current membership rosters uponrequest.

6. Maintain a calendar of events.

7. Handle all outgoing chapter correspondence.

Treasurer

Specific Duties:

1. Reconcile monthly bank statements.2. Provide a financial statement for each board of

directors meeting.

3. Coordinate the chapter dues billing system.4. Pay all bills within 30 days after board approval.

5. Deposit all income immediately.6. Prepare an annual budget; coordinate with

each officer responsible for any income orexpense.

7. Supervise the activities ofthe finance committee.8. Coordinate an annual audit of the corporation

(chapter).9. Provide for necessary insurance information

for the chapter andikeep payments up to date.10. File all necessary forms, fees, etc. in conjunc-

tion with maintaining corporate status.11. File state or federal!tax forms and pay any fees

due.

managers, leading and managing are not identicalactivities. Management consists of:

The rational assessment of a situation and the

systematic selection of goals and purposes (what isto bedone); the systematic development of strategiesto achieve these goals; the marshaling of therequired resources; the rational design, organization,direction and control of the activities required toattain the selected purposes; and finally, themotivatingand rewarding of people to do the work.

Leadership is a subset of management, dealingwith behavioral issues.

The MotivationProcess

To be successful in working with other people,

managers first need a thorough understanding of



the motivation process. To this end, a definition ofmotivation and descriptions of people's needs arethe main topics of discussion in this section.

Defining MotivationMotivation is an individual's inner state that

causes her or him to behave in a way that ensuresthe accomplishment of some goal. In other words,motivation explains why people behave the waythey do. The more managers understand members'behaviors, the better able they should be to influencethat behavior and make it more consistent with the

accomplishment of chapter objectives. Since productivity in all chapters is a result of the behavior ofchapter members, influencing this behavior is amanager's key to increasing productivity.

Human Needs

The motivation discussed thus far implies that a

thorough understanding of motivation is based on athorough understanding of human needs. There issome evidence that people inthe general population

typically possess strong needs for self-respect,respect from others, promotion and psychologicalgrowth. Although the task of precisely pinpointing allhuman needs is impossible, several categorieshave been developed to help managers betterunderstand these needs.

Maslow's Hierarchy of NeedsPerhaps the most widely accepted description

of human needs of the general population is thathuman beings possess six basic needs: (1) physiological needs, (2) security needs, (3) social needs,(4) esteem needs, (5) self-actualization needs and

(6) need for achievement.Physiological needs relateto the normal functioning ofthe body and include needs for water, rest, sexand air. Until these needs are met, a significantportion of an individual's behavior is aimed atsatisfying them. Ifthese needs are satisfied, behaviorbecomes aimed at satisfying the security needs.

Securityor safety needs arethe needs individualsfeel to keep themselves free from harm, includingboth bodily and economic disaster. Managementprobably can best help members to satisfy theirphysiological and security needs through moralsupport and assistance in times of economic or

medical troubles. As security needs are satisfied,behavior tends to be aimed at satisfying socialneeds.

Social needs include an individual's desire for

love, companionship and friendship. Overall, theseneeds reflect a person's desire to be accepted byothers. As these needs are satisfied, behavior shifts

to satisfying esteem needs.Esteem needs are an individual's desire for

respect and generally are divided into two categories:

41

self-respect and respect for others. Once esteemneeds are satisfied, an individual emphasizes satisfying self-actualization needs.

Self-actualization needs are the desire to maxi

mize whatever potential an individual possessesFor example, an officer who seeks to satisfy selfactualization needs would strive to become the bes

officer possible.The need for achievement is the desire to d

something better or more efficiently than it has evebeen done before. In some people the need t

achieve is so strong that it is more motivating thanquest for profits. To maximize their satisfactionindividuals with high achievement needs tend to segoals for themselves that are challenging but yeachievable. Although these individuals do not avoidrisk completely, they assess risk very carefullyIndividuals motivated by the need to achieve do nowant to fail and will avoid tasks that involve too muchrisk. Individuals with a low need for achievement

generally avoid challenges, responsibilities and risk

Motivating OrganizationMembers

People are motivated or perform behavior to

satisfy personal needs. Therefore, from a manageriaviewpoint, motivation is the process of furnishingorganization members with the opportunity to satisfytheir needs by performing productive behavior withinthe organization.

The Importance of MotivatingChapter Members

Unsatisfied needs of chapter members can

lead to either appropriate or inappropriate chaptemember behavior. Managers who are successful amotivating chapter members minimize inappropriatechapter member behavior and maximize appropriatechapter member behavior. Correspondingly, thesemanagers raise the probability that chapter membersproductivity will increase and lower the probabilitythat chapter members' productivity will decrease.

Managers have various strategies for motivatingchapter members. Each strategy isaimed at satisfyingchapter members' needs through appropriate chaptemember behavior.

Managerial CommunicationPerhaps the most basic motivation strategy fo

managers is simply to communicate with chaptermembers. This manager/member communicationcan satisfy such basic human needs as recognition,a sense of belonging and security. For example,such a simple action as a manager attempting tobecome better acquainted with members could

contribute substantially to the satisfaction of these



three needs. As another example, a communicationmessage from a manager to a subordinate thatpraises the subordinate for a job well done can helpto satisfy recognition and security needs of thesubordinate. As a general rule, managers should

strive to communicate often with other chaptermembers, not only because communication is theprimary means of conducting chapter activities, butalso because it is a basic tool for satisfying the

human needs of chapter members.

Delegation ofDuties

Delegation of duties will be one of the real keysto your success this year. You may have a tendencyto feel the only way to get the job done right is to do ityourself. But as a local president, you will quicklybecome overloaded ifyou try to handle itall yourselfthis year.

Why Delegate? The most importantreasons to delegate authority in your Jaycee workare your family and your job. Your family and job arewith you for life, and you must have your priorities in

order if you are to obtain success as a Jaycee or in

life. The more Jaycee work you delegate, the moretime you will have available for the other importantaspects of your life.

The next reason to delegate is to build yourleadership team. Your fellow officers will be more

inclined to feel a part of the team if they havemonthly responsibilities and realize that the entire

chapter is counting on them to perform. If you aredoing their work for them and not letting them getinvolved, you are taking away some of their reasonsto become active team members.

What To Delegate. You should plan yourdelegation of duties with great care. Don't delegatework just to get rid of it; delegate to get it done.

Obviously you will want to match officer responsibilities with the job description your chapter hasdeveloped. However, officer responsibilities are notthe only jobs you will want to delegate. There aresome jobs for which you are responsible but youdon't necessarily have to perform personally.

You may choose to appoint an aide. Your

aide would be responsible for such items as setting

42

up meeting rooms, preparing agendas with thesecretary and helping you keep the Plan of Actioncalendar current.

It is also your responsibility to teach yourofficers the importance and the skill of delegation.Remember that they, too, have a number of programs

and responsibilities that could easily bog them downifthey don't get help. Prevent this from happening byteaching them how to delegate to project chairmenwithout taking on too much work themselves.

One of the quick~st ways to turn off yourofficers is by letting them work themselves too hard.

Make sure no one officerds taking on more responsibility than can be handled.

How to Delegate. Before delegatingspecific duties, make certain the other personunderstands guidelines on policy and procedures

as it relates to the job. Once this is accomplished,the specific duties should be clearly defined. At thispoint, allow the person you are working with to help

in planning the duties. This can be a crucial step in

the delegation process. Keep in mind that people dothings because they want to-not because youwant them to. By allowing the opportunity to provideinput, the duties can becpme things they want to do.

This thinking holds true for the next step insuccessful delegating-":'setting goals. The goalsmust be set and agreed upon. Knowing the parameters in which you have to work, let the other

people have a hand in setting the goals. As long asthey are consistent with;the goals you feel must be

reached, you have again given them the opportunityto grow as individuals. The goals have become theirgoals, not just your goals.

By now, it should be evident that a key factor indelegating is communicating. After you have com

municated guidelines, duties and goals to yourpeople, let them know that you want to hear from

them as their assignments progress. Equally important, communicate your intentions to check withthem periodically and then be sure to do it.

Follow-Up. No' matter what duties youdelegate, the completion of all activities is stil l yourresponsibility. As the chief executive officer, you arethe one who must account for all the functions of

your board. You must follow up on all items that aredelegated.

By listening to and reviewing officer reports,you will know whether or not particular officers areperforming. Keep a checklist of all the items for

which you are responsible, but have delegated.Then you can periodically check through the list anddetermine what is or is not being completed.

Delegating isthe key to successful management.How well you use this management tool will be an

important factor in your success this year.



CONTROLLINGConducting

SuccessfulMeetings

Team BuildingYou might ask, "What does a team have to do

with myyear as president?" As was stated previously,no one can do it all effectively all the time. Yourchapter needs to function as a management team.

The dictionary defines a team as, "a group of

people working in a coordinated effort." This year,

you will need a coordinated effort from all of yourofficers and members to accomplish the things thatyou have established as goals and to have animpact in your community.

If you follow these important guidelines, your

team will be a winning team!Get to know your members - Show

everyone that you care for them and their desires.You will gain their respect.

Establish a common goal - This maybe the objective for your chapter. Everyone mustknow what it is and be able to relate to it. Everyoneshould be working together to accomplish the

chapter's common goal.

Defining

ControllingControlling should be an on-going process that

can alert a chapter president when something isgoing wrong, in sufficient time to correct it. Whencorrecting a problem, you should do it in a positivemanner. Controlling should not be done to point outthat someone has made a mistake, but should be

handled and perceived as a "corrective action"

process to assist the chapter in reaching its goals.

Provide job descriptions and trai- Everyone must know what is expected of

They must receive the training in order to petheir duties properly.

Establish a common identity -Evemust identify themselves with the team. This m

as simple as common colored name tagselaborate as a chapter uniform.

Special identification foryour offi- This is your leadership team. They shoutreated with respect and they will do even mo

earn it.You should provide special seating forat meetings. A special name tag that identifiesparticular office will help set them apart fromgeneral members.

Provide recognition - First you neunderstand the difference between recognitionawards. Both are important, but they are diff

areas.Recognition isgiving credit for doing someThis can be in the form of a thank you frompodium or in the newsletter. Awards are giveexcellent performance in a given area. Develo

awards and recognition system.Provide constant communicat

-Every member must know what is happening.every means at your disposal; i.e.,newsletter, pthank you cards, invitations and visitation te

Learn to deal with people - Use your "people sEveryone is different. Work with everyone.

Encourage involvement - Utiliz

total Jaycee concept through your Major EmpAreas to involve more people than ever before

These important techniques used everyday wilyou build your team. Remember, teams will ac

plish more than a group of individuals.

One of the most important keys to your sucas chapter president will be the meetingsconduct this year. Through them, the business ochapter will be conducted, members will be recrumembers will be activated, and you will be ab

utilize the controlling management function.

43



Differing Aspects of Boardand Membership Meetings

Every chapter should have both board andmembership meetings on a regular basis. Each

servesa specific purpose and should not beconfusedwith the other. The frequency of the meetings is uptoyour chapter. Board meetings are for business;

membership meetings are for enjoyment, friendshipand involvement.Most decisions affecting the chaptershould be solved, new directions discussed and

personal needs should be examined at your boardof directors meeting.

The one-hour meeting policy does not apply toboard meetings. Plan your board meetings in muchthe same fashion as your membership meetings. Ateach board meeting, the chapter's yearly planshould bemonitored, reviewed and discussed. Ifany

changes, deletions or additions are needed, it is atyour board meeting that these need to be implemented. Each project chairman should present the

first nine questions of the CPG for their proposedproject for board review and approval. Once boardapproval and approval ofthe membership isgranted,each project chairman should provide project statusreports to the board. When the project is completed,the chairman should present the completed CPG

(Final Report) to the board, then the membership, forapproval.

Eachdirector responsiblefor a group ofmembersshould provide a status report at each board meeting.Your members are the most important resource

your chapter has. Therefore, by closely monitoringand evaluating each member's involvement, you will

know what needs to be done to increase activationin your chapter.

Financial reports should be examined carefullyat your board meetings. If you are having problemsinthis area, solve them at board meetings where youhave a smaller,more involved group to offer solutions.Take the solutions to the membership meeting

along with the problems. That way, your chapter canverify whether the board's decisions are the best.The chapter will usually agree with your course ofaction.

Membership Meetings EqualManpower

Your membership meetings should be fun. Ifthe "nitty gritty" business has been conducted atyour board meetings, your membership can come tothe membership meetings to hear reports and enjoyfellowship. They will then be more inclined to

continue and expand those friendships through

active work on a project.

44

You and your officers must attend every meeting.

It is also quite important that you and your officerscirculate before and after the meeting with all the

membersand notsegregateyourselves.You,especially,should make it a point to greet each member in

attendance sometime during the evening. Again,this will result in greater participation.

Parliamentar~ ProcedureI

If you are going to have effective board ormembership meetings, they must be conducted in

anorderly fashion.Parliamentaryprocedure isdesignedto help keep that order. It is a tool for you to use toconduct the business in a sensible manner while

making certain that those on the minority side of anissue have the opportunity to speak. Parliamentary

procedure is not an unbe~ding, rigid process. If it isused as such, itwill offend your members and defeatyour purpose.

Utilize parliamentary, procedure as a tool tomaintain order, not to strqngle a healthy give-andtake of opinion. Be relaxed, be familiar with the rules,

try to get people to respond and you will be usingparliamentary procedure 'in the right way. You willfind, with practice, that it will help you run short,enjoyable meetings.

In short, your meetings this year must be built

around the three "P's:" Planning, Promotion, andParticipation. Every facet! of your meetings will fallinto one of these categories.

,

Planning a M~etingAs with anything you do this year, planning is

critical to results. Thosei chapter presidents who

spend only a few minutes preparing for their meetingswill find only a few people'attending or participating.You, on the other hand, want to be successful.

Location - The location of your meeting isimportant.Whether the location changes from meeting

to meeting or is the same1all year long, a few thingsneed to be remembered. First of all, there must be a

lectern or podium. This should be at the front of the

room, flanked by the Jaycee Creed q.ndthe AmericanFlag. You may want to have the central officers(president, vice presidents, secretary, treasurer andstate director) at some sort of a headtable.

The rest of the room should be set up for your

members' ease in hearing and seeing the speakers.Try to avoid having a large room with chairsscattered about ifyou do not have a sound system. If

the room is small and you don't expect a largeturnout, a microphone may not be necessary.

Ifyou have a standard location for your meetings,the location of rest rooms should be known to all. If

not, directions should be posted. The same is truefor smoking areas, if you opt to have "no-smoking

meetings."



Sandy BroMark Mon

David DynamAnn Ac

Paul

Gary G

Ifyou don't have a standard location, considerputting one of your vice presidents in charge ofrecruiting meeting sponsors for all your membershipmeetings. This job should include approachingbusinesses intown about providing a meeting room.In many chapters this system has worked outextremely well, minimizing their meeting costs andproviding good contact with the business community.

Programs - Most successful membershipmeetings will include a short program. Perhaps itwillbe the hosting business showing off the latestproduct. Maybe it will be a banker explaining theservices of his bank. It may be someone fromanother community organization detailing a programthey are conducting or for which they are seekinghelp. It may even be a politician answering some ofthe questions of constituents. Inany case, it providesan interesting diversion from the "meet, meet, meet"habit some chapters fall into.

You might also consider doing mini-programson some of your Individual Development programs.

These should be short, interesting, fun programs, nomore than five minutes or so in length. Don't try toactually conduct an 10program at a meeting; itmaychase off some of your attendance. Instead, use the

most interesting participation or role-playing segmentof the program. Those who are interested in goingthrough the entire program will then have a betteridea of what it offers.

The thing to remember about programs is ifthey are fun, or really interesting, they will influenceyour members toattend your chapter's membershipmeetings on a regular basis-and your successincreases.

Agendas - Successful chapter presidentsdo not take this for granted. Those who want toattract members to the meetings develop theiragendas with several things inmind: length, necessarybusiness and reports, enjoyment and involvement.

As a general rule, your membership meetingsshould not exceed one hour in length. That doesn'tmean that you neglect important business, cut theprogram, or gavel the meeting closed at the end of

60 minutes. Itdoes mean, though, that you must planand follow your agenda and keep each item to theamount of time it really needs. One way to helpyourself do this isto place times along the leftmarginof the agenda as you develop it.

As you can see, this is very tightly constructed.At times, you will havemore time used onCommunityDevelopment projects or one ofthe other categories.When this happens, simply adjust your time frame toallow for it. If you know you have old business thatwill take longer than usual, try to inform those whohave reports to shorten them. In other words,

compensate.

45

AGENDA

AnytOwn Jaycees

November 15, 198 -8:00 pm ( ) Call to Order President Jone

8:01 pm ( ) Invocation Chaplain Smi

8:02 pm ( ) Pledge of Allegiance Pat Georg

8:03 pm ( ) APproval of Agenda8:04 pm ( ) Secretary's Report

8:06 pm ( ) Treasurer's Report

8:08 pm ( ) IDVP Report

8:12 pm ( ) CDVP Report

8:16 pm ( ) MDVP Report

8:20 pm ( ) Membership VP RepOrts

8:25 pm ( ) Old BusinessA.

B.

8:30 pm ( ) New BusinessA.

B.

8:35 pm ( ) Guest Speaker (program) Mayor8:50 pm ( ) President's Remarks President

8:56 pm ( ) Announcements

8:59 pm ( ) Jaycee Creed Nancy

9:00 pm ( ) Adjourn

- -There will be times when the one-hour mee

will not be possible, such as nomination and electof officers or when you are dealing with changesyour bylaws.Your memberswill understandexceptiif you make every effort to keep the meetings tstandard length, whether it's one hour or an hour

a half.One of the most important things about us

the agenda to control the length of the meetingthat you start on time. Those chapters which stheir meetings 10 or 15 minutes late don't attrmembers to the meeting for the announced startime. If your members know that you will starttime, whether they're there or not, they will respoby arriving early. Go ahead and start your meetinon time-and see what happens.

Promoting a Meeting

When ybu have planned a good meeting,want your members to attend to get the benefiwhat your chapter has to offer. There are seveways to promote attendance.

Newsletter - Each of your newslettshould feature a short article about what ymembers can expect from the next meeting. If yhave a speaker or a program, promote it in a specarticle, not just in the one about the upcom

meeting. Let members know which projects will



reported on, what awards will be given, where themeeting will be held, what time and day, and anydirections necessary. Also, a newsletter distributed

ona timely basis will be a reminder to your membersthat a meeting is coming up.

Phone Committee - A very effective

means of promoting membership attendance atmeetings is to call your members.

The best time to make the calls is two or three

days inadvance of the meeting. Ifthe calls are madetoo early, people will tend to forget. If they are madetoo late, the members may already have somethingelse scheduled. In spite of the fact that they shouldalready know the day and time, and should haveread the newsletter, they can still forget. Rememberthat.

Media - There are a couple of simple things

you can do through the news media to remind yourmembers of the meeting. First, each radio station is

likely to have a community bulletin board, as doesthe local newspaper. See that your public relationschairman informs the media at least one week in

advance of all membership meetings.If you have someone from the community

coming to your meeting to present a program, itmaybe newsworthy. Have your PR chairman develop anews release on the program for your next meeting.It will do three things for you: inform the public thatthe Jaycees are seeking information on how to do a

job for them; stroke the individual who is putting onthe presentation; and give your members a goodreason for attending the meeting. There is also a

good deal of pride for your members in seeing themeeting promoted through news coverage. You canuse that pride to build your chapter.

Word of Mouth - The most effectivepromotion of your meetings is by word of mouth. Ifyour meetings start on time, end on time, and areenjoyable in the middle, your members will tell othermembers about it. It is surprising how a few "Hey,wasn't that a super meeting last night," or "Where

were you last night, you missed a great program?"comments inthe presence of members who missedthe meeting can influence them not to be left out ofthe next meeting. Take advantage of everyone'sdesire not to fee/left out.

Encouraging Participationat a Meeting

Perhapsthe mostimportant ingredient inobtainingthe maximum turnout for your meetings is participation. An individual who is scheduled to give a reportwill automatically attend the meeting, right? Itstandsto reason, then, that the more people you involve in

the meeting, the greater will be your attendance.

46

Instead of having your vice presidents give allthe reports on projects intheir areas, try doing thingsanother way. Call on your vice presidents in theordinary fashion, but ask them to very briefly explaintheir area of responsibility and then call on directorsunder their charge. The director can then call onproject chairmen who actually file the reports. Thisway, you can get 20 or more of your membersactively involved in your meeting-which means 20

or more members present!This way of doing things will result in more

members at your meetings, but will be effective onlywith chapters willing to work between meetings.Chairmen have to be recruited for each project andprepared for their reportsibefore the meeting day.Vice presidents and directors have to be coached

on how to quickly overview their areas. And thereports must be easily understood by old and newmembers alike.

Explain to your officers, directors, and chairmenthat these reports should explain projects, not

explain every detail of the committee meetings or

review every step taken so far. Chairmen should beenthused about their projects, explain what theproject is, why it is run and how much fun it will be tobe involved.

The best way for chairmen to get workers fortheir projects is for them to give a short, interestingreport, then recruit workers personally immediatelyfollowing the meeting. One-on-one recruiting iseffective and will result in:maximum involvement of

your members.I

Greeters - Each of your members shouldbe welcomed to every meeting. Place one of yourvice presidents in charge of organizing a group of

greeters for membership meetings. A mixture of oldand new members should1beused for each meeting.The greeters should arrive fifteen minutes prior to

the meeting, put on their name tags, arrange tomake tags for all memb~rs and guests, then awaitarrivals.

This creates an atmosphere of friendship forthe meeting which will ,come through in addedparticipation and involvement. Even the newestmember will feel welcome, and your older memberswill feel that the chapter is responsive to theirdesires.

In short, you can't lose by having your members

greeted.Introductions - Sometime during the

meeting, save time on the agenda for each member,in turn, to stand and infroduce himself or herself

including workplace and chapter office. This providesthe opportunity for those who bring prospectivemembers to introduce them to your members. Each

guest and new member should receive welcoming

applause when introduced.



Each member should feel a part of the meetingwhether giving a report or offering an opinion. Eachshould feel welcome.

Successful meetings are one critical ingredientto a successful year. If you'd like more information,refer to the Guide To Successful Membership and

Board Meetings manual, Catalog No. 5023-0. It isavailable from The U.S.Jaycees' Sales department.

HandlingNon-performers

Sometime during the year you will encounterwhat is referred to as the "non-performer." Theycome inmany forms. Some just ran for the office, not

the job; and they really enjoy the name tag, but avoidthe responsibilities. Some may become too involvedin other activities (or already were when they wereelected). Some may just lose their desire to performduring the year.

You need to establish a plan of action forhandling non-performers. It is your responsibility tohelp identify problems, offer solutions and motivate

them to perform.

Identify the ProblemA. Ask yourself these questions:

1. Have I taken the time to understand this

person?2. Have I been fair and honest in our relation-

ship?3. Have I given my full support?4. Have I offered encouragement?5. Have I fully explained job responsibilities?6. Have I explained what is expected?7. Have Iexplained how this job relates to the

overall goals of the chapter?8. Have I explained the benefits to be gained

from doing the job well?9. Have I helped in establishing goals?10. Do I allow the opportunity of carrying out

the job without undue interference from

others?11. Have I provided the necessary assistance?12. Do Igive credit for accomplishments, or do

3. Clear on job responsibil ities?4. Aware of the importance of the job to the

total effort?

5. Afraid to ask for assistance?

How to Replace a Non-PerformerHopefully it won't be necessary for you

replace an officer or a chairman, but you wer

elected to administer the successful activities of thchapter. It isyour responsibility to see that everyondoes their job. One weak link can break the entirchain.

After you have assessed the situation using thsteps above, you should sit down with the individuand ask some ofthe same questions. Let this persotell you what the problems are, then work together tfind solutions.

If it is agreed that the member can no longehandle the responsibilities of the office, then hewith a graceful resignation. Offer to announcereason for resigning that will not embarrass anyone

Ifthe non-performer doesn't accept your assessment of the situation and wants to keep the job, theyou should get a performance commitment in fronof fellow board members. Set specific goals, dateand deadlines and write them down.

Allow nomore than 60 days for the accomplishment of these goals. Then review them with thmember again at the end of the time period. If thgoals haven't been accomplished, you should asfor a resignation.

One helpful thing to remember about removinnon-performers is that they will probably appreciat

it. When someone isn't getting the job done an

knows it, it hangs like a rope around the nonperformer's neck. You are doing them a favor wheyou relieve them.

Finding a ReplacementYour chapter's bylaws will dictate the procedure

for replacing an officer or director. If an electionrequired, conduct it as soon as possible. You maeven want to call a special meeting of the board odirectors to speed up the process.

Be thinking of potential replacements as sooas you determine a non-performer may have to b

replaced. Ifan election isnot required, announce threplacement at the same time you announce

resignation. It is better to have an office empty thato have a non-performer wearing the name tag. Itbetter yet to have a performer in the office.

chapter presidents handbook part a

Documents