I I I I

1-----------------------------------------------CALENDAR OF EVENTS 1987 - 1988 July 1987

I I

15 - 19 15 16 17 17 - 18 24 - 26

30 - 8/2
August 1987 1

July Officers Training School - Tulsa, Oklahoma Executive Committee Meeting Corporate/Operating Committee Meetings Executive Board Meeting State Officers Training International BB Gun Championship Matches - Gorham, Maine S1.Jude State Program Managers Training School - Memphis, Tennessee Deadline for National TOY A Nominations Shooting Education State Program Managers Training School Tulsa, Oklahoma

27 - 30
September 1987

6 -7

12 - 15 26
October 1987

Jerry Lewis Labor Day Telethon - MDA - Las Vegas, Nevada Governmental Affairs Leadership Seminar - Washington, DC Healthy American Fitness Leaders Awards Congress - Long Beach, California MDA year-end deadline for 1986-87 fund raising Start of 1987 -88 Muscular Dystrophy fund-raising year. 42nd Jaycees International World Congress - Amsterdam, The Netherlands National Jaycee Family Week Deadline for NOYF nominations Ten Outstanding Young Americans (TOYA) Executive Committee Meeting Corporate/Operating Committee Meetings Executive Board Meeting Hours of Power TOY A Awards Ceremony National Jaycee Week Tulsa, Oklahoma

31
November 1987 1

14 - 21 22 - 28
January 1988 1

14 - 17 14 14 14 15 16
1 7 - 23 February 1988

25 - 28
March 1988

Muscular Dystrophy State Program Managers Training School -Tulsa, Oklahoma National Outstanding Young Farmers Awards Congress - Orlando, Florida March Board Meeting - Tulsa, Oklahoma Executive Committee Meeting Corporate/Operating Committee Meetings Executive Board Meeting War Memorial Scholarship entries (one per state) due to Tulsa, Oklahoma Deadline for HAFL nominations Annual Meeting Richmond, Virginia

4 -6
4

5
6
15
April 1988

1
June 1988

15 - 18

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Table of Contents
Introduction Our History and Concept You as an Officer Managing Yourself Leadership Responsibilities Chapter Management System You and Your Specific Office Management Development Vice President Community Development Vice President Individual Development Vice President Local Director State Director Secretary Treasurer Your Organization Your State Organization Your National Organization Your International Organization Appendix Management Resources Referral Applicant Form Springboard Program Degrees of Jaycees Program Chapter Blue Chip Program Sample Orientation Program Planning Guide for Chapters Form Chairman's Planning Guide Form Parliamentary Procedures Jaycee Terms U.S. Jaycees Sales Department 3 4 6 6

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10

12 12 31
40

46
47 49 51

60
60

62
67

69

70
71

72 73 75 77 78
79 81 82 84

"The United States Jaycees acknowledges Its membership consists of both male and female members. However, for ease of comprehension, the male gender Is used In a neutral sense."

1985 THE UNITED STATES JAYCEES

P.O. BOX 7, TULSA, OKLAHOMA 74121-0007 2

Introduction
As a chapter officer, you have a direct responsibility in providing the tremendous opportunities of the Jaycee process to each member of your chapter. To fulfill that responsibility, you will require many resources, and we believe that this Officers' and Directors' Guide is the most comprehensive resource available to you. This guide has been designed to communicate to you all the basic information you need to effectively function in your respective office. In it you will find (1) your basic job function in your chapter, (2) the management techniques necessary for you to be a vital element in the decision-making process of your chapter, and (3) all the resources available to you and your chapter to ensure a year of Blue Chip success. You will establish credibility with the members of your chapter not only by how well you function in your specific office, but also by your knowledge of the function of all other officers on your board of directors, and the goals and philosophies of the Jaycee organization. This guide will aid you greatly in establishing that credibility .. Even though all sections of this guide do not relate directly to your office, we highly encourage you to read the entire guide. It is equally as important for a treasurer or local director to have a working knowledge of the Individual Development, Community Development and Management Development programs as it is for the vice presidents who are assigned to those areas. Your members will be constantly asking you questions relative to all aspects of your chapter, not just about the function of your specific office. This guide is written in four (4) basic sections. A. Section 1, "Our History and Concept," gives you a brief overview of our organization's heritage and how it relates to our current "total Jaycee concept." B. Section 2, "You as an Officer," contains vital information for all officers on how to manage yourself and explains the important leadership responsibilities you have assumed. It also defines the basic management system of a chapter and shows how each officer's position is an essential part of the management team of your chapter. C. Section 3, "You and Your Specific Office," defines each officer's and director's specific job responsibilities and points out your needed contribution to the attainment of chapter Blue Chip status. It also relates the importance of your activities in planning, communication and managing the affairs of your chapter. D. Section 4, "Your Organization," provides an insight to the purpose, structure, leadership positions and events of your state, national and international organization. It also reviews the many valuable resources available to you and your chapter to utilize in your quest for success. Again, we encourage you to read the entire guide. Maintain an attitude to succeed and utilize this guide constantly throughout the year. It will be your most valuable resource.

. . In 1916, at the request of Clarence H. Howard, the YMPCA changed its name to Junior Citizens. During World War I, the JCs (as their name was abbreviated) formed Company L of the 138th Infantry Regiment. The commander was Dwight Davis who later became Assistant Secretary of War and donated the Davis Cup Tennis Trophy . In 1918, the JC s affiliated with the St. Louis Chamber of Commerce and officially became the Junior Chamber of Commerce. After returning from service during the war in France with Company L, Giessenbier began contacting other cities with young businessmen's groups to inform them of the so-called "St. Louis Plan" of organization . "The St. Louis Plan" was sent to all those interested in forming a Junior Chamber. The plan described the existing organization and proved to be the chief model for most groups which sprang into existence. As a result of Giessenbier's efforts a caucus of 29 clubs from around the nation was held in St. Louis, Missouri, January 21 and 22, and this meeting officially gave birth to The United States Junior Chamber of Commerce. The St. Louis group, which then numbered more than 3,000, became the hub of the national body. Henry (Hy) Giessenbier was elected the first president of the national organization during a convention which included 27 cities the following June, 1920. Twelve of those cities became charter members of the Junior Chamber of Commerce. During the 1920's and 30's, The United States Junior Chamber of Commerce not only grew in size, but the scope of activities became even broader. Then, as now, chapters were concerned with almost every conceivable type of project which would serve the needs of a community. In 1935, after years of moving the national office from one city to the next with each new president, it was decided that the Junior Chamber should settle in the city in which it originated. By choosing St. Louis that year the organization turned down an offer of space in the national headquarters of The United States Chamber of Commerce in Washington, D.C. This decision was made after much discussion by the leadership that the Junior Chamber should remain completely independent of the senior body. By 1939, the national headquarters of the Junior Chamber was on the move again, this time to Chicago. The number one Jaycee venture in public affairs came during the 1940 convention in Washington, D.C. when the Junior Chamber of Commerce, after heated discussion, backed a national defense resolution which endorsed compulsory military training or selective service. The United States Junior Chamber of Commerce thus became the first young men's group to back the principle of the draft. During World War II, 85 percent of the organization's membership entered the military.

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History- &
The current adage "you've come a long way baby" certainly applies to The United States Jaycees. We have evolved from the dream of a small group of men in the early part of this century into a vital effective organization of over 270,000 young adults. When the scope of the Jaycee movement of today is considered, it is difficult to conceive its beginning as the Herculaneum Dance Club of St. Louis, Missouri, a group led by the founder of Jaycees, Henry Giessenbier,
Jr.

Concept

The Herculaneum Dance Club was started by Giessenbier in 1910 and had as its purpose the social elevation of its members, a goal it rapidly attained. By 1914, it was the outstanding dance club in St. Louis and prepared to merge with six other similar groups to form the Federation of Dancing Clubs. Following a series of meetings with Colonel H.N. Morgan, the organization's first honorary member, and others, Giessenbier gained encouragement and took the first step toward the Jaycees movement of today. On October 13, 1915, at the Mission Inn, 32 young men formed the Young Men's Progressive Civic Association (YMPCA). During the early years of the YMPCA they gained support from many individuals, but none was more valuable than the support gained from the President of the St. Louis Chamber of Commerce, Clarence H. Howard. In his inaugural address, Howard visualized that a group capable of drawing young men into public affairs was needed in St. Louis. Howard's address had an immediate effect on Giessenbier and Andrew Mungenast; they contacted Howard and told him of the goals of the YMPCA.

-- --During the years of World War II,Jaycee chapters across the country were busy conducting scrap drives, selling war bonds, assisting USO centers and other such programs that were concerned with some phase of the war effort. The number of members and chapters decreased during the war and as the war started to come to an end the number of chapters and members started to rise. It was in June. 1944. at a war conference of the organization in Omaha. Nebraska, that the membership contributed funds to establish a War Memorial Fund. The funds were to be used for a "living memorial" to the Jaycee war dead and not a mere statue or monument. Also, in that same year a meeting was held in Mexico City and the Junior Chamber International was formed. Attempts to form such a world group date back to the 1930's. The first full-scale convention of The United States Junior Chamber of Commerce after the war was held in Milwaukee, Wisconsin, during June, 1946. It was during this convention that a young Jaycee. Bill Brownfield from Columbus, Ohio, found the inspiration that prompted his authorship of what was to become the official Jaycee Creed. In 1947, the offices of the national organization were moved to Tulsa, Oklahoma, where citizens of the Oil Capital pledged $100,000 to help finance a building, now known as the War Memorial Headquarters. The cornerstone of the Jaycees' Headquarters was laid in December, 1950, and final dedication ceremonies were conducted in August of the following year. The Headquarters is now staffed by over 80 full-time. paid employees who administer the services and programs for the entire membership of our organization. It was during 1947-48 that the use of the word "Jaycee" became officially sanctioned. Actually, the term "Jaycee" as such was seldom used until the late 1930's. Almost from the time of Henry Giessenbier, abbreviations had been employed, but these were usually written as J.C., JayCees, or in some other way. Changes have been made throughout the Jaycees as at the 1965 national convention of the organization in Buffalo, New York, when the membership voted to officially change the name of the organization from The United States Junior Chamber of Commerce to The United States Jaycees. In 1972, the membership voted to admit 18-year olds as full voting members in The U.S. Jaycees. In 1984, the membership again voted to expand even further to admit both men and women as full voting members of The United States Jaycees. Changes in the Jaycees will continue. It is through these changes that the organization has grown to the height of what it is today. Changes come through the new ideas proposed by the membership. Each young adult who is a member of this organization is given that chance to grow and develop. For more insight on how the Jaycees has affected the lives of some of its

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members, a book on "being a Jaycee" has now been published. It is a collection of statements by past Jaycees on what the organization means to them. This history culminates today into what we now term the ''total Jaycee concept." This concept is something that you must also understand and communicate 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 Community Development, Management Development and Individual Development. The triangle completely surrounds a circle which represents the member. The logo does, in fact. represent a process. It is equilateral. so that equal emphasis is placed upon all three areas of activities, and overlapping because each activity is dependent upon the other and is an integral part of the other. It is a process by which the "whole chapter" can offer its members a "total experience" - personal growth, development of their managerial skills and effective service to the community. Three functions are absolutely essential for the "total Jaycee concept" to be a reality: Management Development, Individual Development and Community Development programs. If a chapter is badly managed, it may suffer from lack of organization, morale, pride, fiscal stability or 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 to provide an individual member with the most unique tools available within the Jaycees for pursuit of personal goals. When a chapter rests solely on its record of community development programs, it may lack the cohesive stability of a wellmanaged 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 is it possible to "develop the whole member through the whole chapter" and realize the worth of this total chapter concept.

Yau As An Officer
Whether you actively pursued your leadership position or not, you are no longer a volunteer Jaycee, but rather a member of the management team of your chapter. This section of the Officers' and Directors' Guide provides vital information for all officers on managing yourself, and explains the leadership responsibility you have chosen. As a member of your chapter's management team there is a very special place where you fit into the management system of your chapter. Within this section you will clearly see how you and the other leaders of your chapter are dependent upon each other to work as a team to run a successful chapter. Herein, lies the overall responsibilities of all chapter leaders ...

Managing Yourself
In your position this year, you are one of the leaders of your chapter. You have accepted certain responsibilities based on your leadership position. Don't let the excitement of fulfilling those obligations decrease your attention to setting goals for yourself and your family. As you accomplish the goals of your program, be sure you are accomplishing your personal goals. To accomplish one at the expense of the other is a sure way to lose in the long run. Personal Priorities Because you will have outside influences on your performance as a leader, we have taken the liberty of mentioning something very important ... your personal priorities. Three primary things will be competing for your attention this year: your family, your job and your Jaycee activities. You should never be forced to place so much emphasis on one that it excludes the other. But there will be times when emphasis must be shifted temporarily. 6 You must be the one to decide how much time to give each of these areas. In order to make the proper decision, you must discuss your Jaycee involvement with your family and employer. You must also have a complete understanding of the expectations your Jaycee chapter has for your particular office. Use your decisions as a guide throughout the year. It may be helpful to review your reasons for involvement with your family and employer periodically. In this way, they are constantly reminded why you are involved and why the Jaycees are important to them as well as to you. By organizing your personal priorities, you will set the stage for a successful year. If you fail to organize these priorities, you are allowing for the possibility of failure in one or all of these three important areas of your life.

Self-Motivation There will be times this year when it's going to be tough to keep your attitude up and to keep on moving forward. During these times, there will be only one person who can effectively pick you up and get you started again ... that person is YOU. You're responsible for getting yourself started again. The toughest part of any job is getting started on it. This statement is also the secret of self-motivation. Once you get moving on something, the rest is easy. It takes more power to start a car than it does to keep it rolling. Here are some hints to ensure that you have powerful self-starting ability. They are appropriately entitled "The Definite Dozen." 1. Put your plans Into writing. Spell out in your mind and on paper exactly what must be done and how to accomplish your goal. 2. Use a self-monitoring system. It is not enough to make a plan and then check yourself when it should have been completed, you need a series of checkpoints. For example, if you intend to accomplish ten things during a month, you might check yourself at the beginning of each week. 3. Get an early start. If you have something to do which you have been putting off, get up early and dig into it. An early start shows a determination to get something out of the way. 4. Distinguish between "can't" and "don't want to." When people explain that they can't do something, they often mean that they really don't want to do it. 5. Decide what needs to be done first. Several types of movements or procedures are connected with any activity. If we don't decide exactly what operations need to be carried out, we tend to do nothing. Improve your self-persuasion ability. Whether or not you apply what you know depends largely upon your self-persuasion ability. This is especially true of actions which aren't particularly exciting or pleasant. To motivate yourself to take action, you will find it helpful to ask these questions: (a) What am I putting off that I should finish? (b) Why am I putting this off? (c) When is the best time to do this? Why not now? (d) Am I assuming that it will be better to do this later? (e) What are the disadvantages of putting it off? Contradict negative thoughts. If you have doubts about your ability, short-circuit them by asking yourself: What makes me think Ican't do it? Do extra work just after you get good news. This is one of the best times to do extra work. You

will feel optimistic, and optimism makes difficult jobs seem easier. Don't waste this time or mood in routine activities; dig into the difficult ones. 9. Use self-prompting. You must keep prompting yourself, nudging yourself on to hoped-for results. People always do something because they expect to get some benefit. By repeatedly calling the benefit to our attention, we motivate ourselves. 10. Exercise your sense of humor. By investing in your sense of humor, you make a definite investment in a positive mental attitude. Whatever makes you laugh helps give you a more realistic viewpoint. It should be practiced and given a high priority. 11 . Use action language. Use words such as "now," "immediately," "at once". They influence us to prompt action; they help us to start projects and to overcome tendencies toward procrastination. 12. Get started. People associate confidence with action, and lack of action with a lack of confidence. You can use this principle by forcibly taking action. These "Definite Dozen" apply to all phases of your life, not just to Jaycees. Decision Making Whatever office you hold, you'll be required to make decisions. Decision making can be either a frustrating, non-productive process or an efficient means to solve problems and get results. How effective your decisions are depends upon you. Don't let it become a frustrating process. The secret to making decisions is not complicated, it's simple. The following method is a sure-fire means by which to make decisions. Using it will not guarantee that you will always make the right decision, but it'll greatly increase your batting average. 1. Determine the problem. Identify the problem and define it. Be sure you have defined the cause of the problem, instead of a symptom. Continually ask yourself "why is this true?" until you are convinced you have determined the cause. 2. Get the facts and opinions. Examine the data and information available. Talk to the people directly involved. Be sure to get both sides of the story. 3. Develop alternative solutions. What are the possible alternatives you have? List them. 4. Select the best alternative. Evaluate the pros and cons of each one you listed. Be aware of the weaknesses in your selected alternatives because, in most cases, the best alternative is far from perfect. 5. Provide for feedback. Even following this procedure, it is possible to make a wrong decision. Keep the communication lines open so that if you did make the wrong one, you find out about it as soon as possible. This simple thought process can be applied to family, social, and job situations as well. Try it - it worksl

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Effective Communications As a leader in your chapter, you will be called upon to use your skills in three major areas of communications this year. These are listening, speaking and writing. Each is important and the effectiveness of one is dependent upon the other. Your performance this year will depend in part on how well you master the art of communicating. Listening Nature gave human beings two ears, but only one tongue. That may have been nature's way of telling us that we should listen more than we talk. As a leader in your chapter, you must be ever mindful of the desires of the members that you are serving. The best way to discover the members' desires is to listen to them. You should put the speaker at ease by showing your interest in what they have to say. You should ask questions in order to learn as much as you can. Speaking Effectively Regardless of the office you hold, you will be called on to give oral reports. It's important that these reports and all your other oral presentations be effective. The ability to speak clearly and concisely will be a direct factor in establishing credibility with your fellow board members and the rest of the membership. People simply don't like to listen to somebody who is not prepared or who rambles on and on. When you rise to speak before your chapter, be prepared and concise - you don't have the right to waste their time. Don't be too concerned about the butterflies that will flutter around in your stomach or the sweating of your hands when you are about to speak. The following tips will help you to at least g8t the butterflies to fly in formation and it only takes a second to wipe your palms dry. Remember that you begin your speech the minute you get out of your car or enter the room. How you present yourself has a direct effect on how well you audience will listen. So always be aware of how you appear and act - then once you get to the front of the room - knock 'em dead by following these recommendations. 1. Say the right thing in the right place. Know your audience. It is somewhat ineffective to sell the merits of Democrats to a meeting of the State Republican Party. 2. Prepare your comments. Do whatever research is necessary for you to confidently present your comments. They are expecting a good speech - so give one. 3. Practice your speech. Rehearse it - while driving to and from work, in front of a mirror, to your family, anytime and anywhere you get a chance.

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Dress appropriately. Be neat and clean. Whether you like it or not, how you present yourseif to your audience has a direct effect on how well they listen. Make your opening effective. The comments you make in the first 30 seconds will determine how long you hold your audience. Get their interest immediately. Speak as to an individual. Most of your conversation is done on a one-to-one basis. Use the same principle when you talk to an audience you'll be more effective - and more comfortable. Use voice pitches, gestures, pause. Speak high, speak low. Use your hands and body to help you spotlight points. Pauses can spotlight points or regain the attention of your audience. Be careful not to appear phony, be yourself. Don't be perfect, just be good. Perfection can be its own worst enemy. Be the best you can be - always - and accept that. Zero in on your topic. Don't try to cover too wide an area with your speech. Make your point - and make it clearly. Use key phrases and one-liners to spotlight main points - they are easier to remember. Summarize your message. No matter how good you were - somebody's mind was wandering. Quickly give a short recap of your message before you leave the podium.

Writing Effectively Throughout the year, you will be making reports on your activities. In addition, you will be called on to write articles for your chapter newsletter. Keep in mind, the chapter newsletter is the only line of communication that every chapter member will receive. Here are ten rules to help you write in such a way that people will read and understand what you are saying. 1. Keep sentences short. Use one thought per sentence. Keep relationships simple so others can understand better. 2. 3. Use the simple instead of the complicated. Simple expressions will make more sense. Avoid unnecessary words. Don't be wordy. Avoid using long-winded phrases. Use precise words. Use the familiar word. Use words that will communicate your meaning but don't be a show-off with vocab~lary. You may understand, but how about the other people? Write as you talk. This is good advice to get your message across. It may need polishing just a little, but stick to this idea - it makes sense to others. Use terms your readers can picture. Abstract ideas can be expressed in terms your reader can understand and picture in their mind.

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Tie in with your reader's experience. Consider the other people. Write to and for them. Write to match their background. Write to express not impress. So you have a Ph.D., who cares? What good is it if no one understands what you are saying. Put action in your verbs. Jaycees are action oriented; make your writing the same way. Passive writing does not get results. Make full use of variety. Make your writing sparkle with interest by using variety in all that you write.

2. 3. 4. 5. 6. 7. 8.

work toward the achievement of the overall goals of the chapter. Attend all chapter board of directors meetings. Attend all chapter general membership meetings. Personally recruit and promote the recruitment of new members in your chapter (page 25). Assist in Spring boarding new members (page
72).

Blue Chip - Standard For Success Webster's Dictionary defines Blue Chip as a consistently successful venture. The chapter Blue Chip program is aimed at producing a consistently successful chapter. Each officer and director will p~y an important role in your chapter attaining Blue Chip status. Blue Chip is a management tool for success. The program is flexible in order to allow all chapters to use it as their "Highway to Success." The programming requirements have taken chapter population divisions and chapter service areas into account. The membership requirement is designed to recognize the consistent chapter; thus, the requirement is to have more members at the end of the year than at the beginning of the year. A reporting system listing requirements and specific due dates can be used as a management checklist. The Blue Chip requirements are on page 75 in the Appendix of this book.

9. 10.

Attend district, regional and state meetings and training sessions. Actively participate in the Degrees of Jaycees program (page 73). Assist with the affiliation of new Jaycee chapters extended by the chapter (page 48). Assist the chapter in attaining Blue Chip status (page 75). Assist in the team-building process (page 11).

Leadership Responsibilities

Every chapter officer and director will have their own specific job description. In addition to your specific duties, there are some general duties that each and every officer and director must perform. These duties are basic to the chapter's success. Specific information about these duties can be found in this Guide. Please refer to the page numbers given. They include: 1. Report to the president on a regular basis and

Training Training in the Jaycees encompasses a broad area of involvement. Being a leadership training organization, every Jaycee activity relates directly or indirectly to training. As an officer or director, you will be concerned with providing training to members of your chapter, as well as receiving training for yourself. In your position, you will be called on to participate in the orientation of new members. This is where training starts for new members. Be prepared when you are called on to perform this function. The impression that you make on these new members will affect the credibility of your office and the chapter. Depending on your responsibilities, it may be necessary for you to train committee chairmen. This type of training is often overlooked by many chapters. Such oversights frequently cause misconceptions of the chairmen in respect to their duties and functions. They are viewed more as "project chairmen" than committee chairmen. The duties of a committee chairman certainly include project responsibility. However, their duties also include other responsibilities such as organizing and conducting committee meetings, supervising and managing committee members and preparing and making progress reports for the board of directors. Your chapter's committee chairmen must recognize the importance of the committee structure in respect to the accomplishment of project and chapter goals. Your training as an officer or director is essential to your personal growth in the Jaycees. Without proper training as to the duties and responsibilities of your position, you will be frustrated and ineffective as a chapter leader. There will be r}umerous training opportunities offered by your district, regional and state organization. Take advantage of them. They are invaluable resources for you to better equip yourself to perform your function. 9

Meeting Attendance V.P. One of your primary Development leader in your duties Community as a chapter is to promote meeting atttendance. It would be I Secretary difficult to effectively promote attendance if you didn't Treasurer personally have an outstanding attendance record. You should be at every board and general meeting your chapter conducts. You will be expected to report on your specific areas of responsibility at each meeting. If emergencies arise that prohibit you from attending a meeting, it is your responsibility to inform the president. You should contact someone to cover your reports at that meeting to ensure the chapter is informed on the condition of any of your responsibilities.

the Board

V.P. Individual V.P. Development Management Development President

Chairman of State Director I

This structure handles the placement of the basic chapter officers. These officers will all report directly to the president. All additional directors will report to the vice presidents. The directors will be charged with the responsibility of communicating with and activating their assigned members. The directors will also manage the project chairmen involved in their assigned Major Emphasis Areas. The number of directors in a chapter will be determined by how many members the chapter has and what Major Emphasis Areas the chapter establishes as priorities in a given year. You must have enough directors to effectively provide for the activation of your membership. Graphically, the directors will be placed as follows: President Chairman of the Board

Treasurer

Chapter Management System

In order for your chapter to operate efficiently, it must have an organizational structure to answer the needs of the chapter. Chapter presidents can not effectively manage an entire chapter by themselves. They must depend on you-the officers and directors. The ideal structure will be one that addresses the needs of the chapter while involving the most people. Basic structures will have presidents with the chapter officers answering directly to them. This can be graphically shown as follows: 10

Secretary

Community Development
V.P.

Individual Development
V.P.

Management Development
V.P.

Major Emphasis Areas

Major Emphasis Areas are broad areas of priorities. They are divided between the three primary programming areas: community development, individual development and management development. Each of these programming areas is vital to the leadership process for Jaycees. Your chapter will determine priorities based on the Major Emphasis Areas within each programming area. These Major Emphasis Areas are listed below. Individual Development Leadership Development Family Life/Spiritual Development Personal Skills Community Development Human Services Community Improvement Government Involvement Community Fundraising Management Development Planning Training Financial Management Personnel Management Communications Recruitment! Orientation / Activation Public Relations

These are: Get to know your members needs and desires.

discover their

Establish a common goal - everyone should be working toward accomplishing the same thing; together! Provide job descriptions and training - everyone must know what is expected of them and how to do it.

Each director with MEA responsibilities will be responsible for each project chairman in their area. All projects in a given MEA will be evaluated to determine the chapter's impact and effectiveness in meeting the needs of the community and chapter members.

Team Building
Your Jaycee chapter is as much a team as any sports team that has emerged. The key to your success is realizing that the team is only as strong as its weakest component. You are one of those components' The team is dependent on you and the performance of your duties. As you help transform your chapter into a success\u\ team, there are some key areas to address.

Establish a common identity - develop pride in being part of the group. Name tags. chapter shirts and theme will help. Special Identification for leaders - you should be given the respect you deserve. This could include different colored name tags and headtable seating. Provide recognition - constantly recognize people for their efforts in helping the chapter achieve its common goal. This includes thank you's from the podium or in the newsletter, as well as awards for extraordinary service. Provide constant communications - use every avenue possible to consistently inform your members regarding chapter activities (newsletter, thank you cards, invitations. phone committees and visitation teams) Learn to deal with people - people are different. You must know how to effect each member of your chapter. Encourage involvement - provide the programming that allows all members and potential members the opportunity to become involved. Use the "total Jaycee concept" through the Blue Chip program and Degrees of Jaycees program. As you deal with your responsibilities as a chapter officer, keep these key points in mind. A team can accomplish so much more than a group of individuals. As an officer or director. you are an important and integral part of the team.

11

You and Your

Sp~cific iI"
This section of the Officers' and Directors' Guide was developed to explain the specific duties and responsibilities of the most common leadership positions within Jaycee chapters. Detailed information has been provided on how each officer's contribution is essential to the chapter's attainment of Blue Chip success. Also, an indepth explanation of each vice president's role in the chapter planning process is provided. The management development vice president's section provides valuable information for all officers on each aspect of managing a chapter. As a chapter officer, it is necessary for you to review these management functions: Planning Training Communicating Financial

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a!it__-'.:'1.', '.'~';. "~

Personnel Management Public Relations Recruitment/Orientation/Activation Utilize this information in performing your respective management duties. Within each vice presidential section a description of each Major Emphasis Area is provided along with project and program ideas and information. All chapter officers and directors should have an understanding of the 14 Major Emphasis Areas. As a chapter leader, it is vital for you to familiarize yourself with the duties and interworkings of each leadership position within your chapter. By doing this, you will truly understand the importance of your position and why you are an integral part of your chapter's management team.

Management Development
Vice President

The position of management development vice president assures the board and membership that equal emphasis will constantly be put on all three areas of the "total Jaycee concept." In fact, while some areas of management development stand on their own, many areas are directly related to individual development and community development. 12

You are responsible for seven Major Emphasis Areas (MEA) which comprise the management development programming. As each MEA is discussed in this section, you will begin to see how the other programming areas and the chapter as a whole can be dependent on you for their success. The Major Emphasis Areas for which you are responsible are: Planning Training Financial Management i Personnel Management Communications Public Relations Recruitment/Orientation/Activation

As management development vice president, you have additional responsibilities that are directly related to the success of your chapter. The U.S.Jaycees Blue Chip program is the management tool for the chapters. Blue Chip was designed to serve as a guide for your chapter to use in developing its programming for the year. Your chapter's Blue Chip year depends upon each officer ensuring that the Blue Chip requirements directly related to their area are fulfilled. Also, as was discussed in the "You As An Officer" section, you need to assist when called upon by your president to help other officers with their responsibilities. Teamwork is vital to the success of your chapter's Blue Chip year. Examine the requirements for Blue Chip found in the Appendix and you will see that by working as a team, your chapter can achieve Blue Chip. In addition to assisting your chapter by participating in each requirement, there are several items for which you are directly. responsible in guaranteeing that your chapter attains Blue Chip status. Prepare a chapter plan. Included in the plan must be a member survey and community needs analysis. In order to serve your members and your community, you must determine their needs. Conduct a chapter planning session using the planning guide for chapters. Once you have determined the needs of your chapter and community along with the strengths and weaknesses of your chapter, you can establish priorities and goals for meeting these needs. Preparing a calendar of events, organizational chart and annual budget will give you a logical, systematic overview of what your chapter wants to accomplish; members responsible for specific areas; and expected income and expenses. Finally, prepare an annual membership plan. Realizing that people are our greatest resource, determine how many members it will take to accomplish the goals you have set. Conduct a Board of Directors Orientation/SocIal. Each officer and director will playa part in the chapter's success this year. Begin by outlining their responsibilities and job description. Get their assistance in developing a chapter plan. An example of a member survey and community needs analysis can be found in the Chapter President's Handbook. You may use these as they are written or as a guideline for developing your own. Assist with Membership Recruitment. New members mean new ideas, more opportunities for leadership training and a bigger impact on the community. Sharing the Jaycee experience with other young people should be an ongoing program in your chapter, not just confined to M-Nights and special meetings. Refer to "Recruitment"in this section for ideas on how to recruit.

Assist with the Development of Major Emphasis Area (MEA) Entries. Once needs are determined and categorized, MEA chairmen, committee chairmen and committee members will require the proper training on conducting projects and submitting the MEA entries and the management development programming portfolios. Conduct Springboard and Degrees of Jaycees programs. The best way to keep members is for them to be involved. Promotion of these activation programs by you and your chairmen will ensure active membership. Your responsibilities also include items under the optional requirements in Blue Chip. Provide written communication. Publishing a chapter newsletter at least the minimum required number of times will help keep your members informed of all activities taking place. If your chapter has an editor or communications director, coordinate the publication with that person and also submit articles for publication. Conduct at least the Minimum Number of Management Development Projects Required Based on Your Population Division Size. By implementing the programs (Le.,planning, training, orientation, communication) which have already been outlined in this section, you should have no problem meeting the requirement. Remember to involve other people to help you reach these goals. By doing so, you and your chapter will succeed.

Specific Duties
1. Develop and conduct a member survey to determine the strengths and weaknesses of the management structure of the chapter. Develop a plan of action based on the strengths and weaknesses of the chapter (Section D of the Planning Guide for Chapters). Develop annual growth plan. Assist treasurer in the development and maintenance of the membership portion of the chapter budget. Train members (membership recruitment). Organize M-Nights and recruitment drives. Develop and supervise membership incentive programs. Provide publicity aimed at attracting new members. Coordinate chapter's retention. Submit monthly dues kit to state organization. Provide management development vice president with names of new members for inclusion in the Springboard program. Monitor and evaluate growth plan and report progress to board of directors. 13

2.

3. 4.

5. 6. 7. 8. 9. 10. 11.

12.

As management development vice president, you have additional responsibilities that are directly related to the success of your chapter. The U.S.Jaycees Blue Chip program is the management tool for the chapters. Blue Chip was designed to serve as a guide for your chapter to use in developing its programming for the year. Your chapter's Blue Chip year depends upon each officer ensuring that the Blue Chip requirements directly related to their area are fulfilled. Also, as was discussed in the "You As An Officer" section, you need to assist when called upon by your president to help other officers with their responsibilities. Teamwork is vital to the success of your chapter's Blue Chip year. Examine the requirements for Blue Chip found in the Appendix and you will see that by working as a team, your chapter can achieve Blue Chip. In addition to assisting your chapter by participating in each requirement, there are several items for which you are directly responsible in guaranteeing that your chapter attains Blue Chip status. Prepare a chapter plan. Included in the plan must be a member survey and community needs analysis. In order to serve your members and your community, you must determine their needs. Conduct a chapter planning session using the planning guide for chapters. Once you have determined the needs of your chapter and community along with the strengths and weaknesses of your chapter, you can establish priorities and goals for meeting these needs. Preparing a calendar of events, organizational chart and annual budget will give you a logical, systematic overview of what your chapter wants to accomplish; members responsible for specific areas; and expected income and expenses. Finally, prepare an annual membership plan. Realizing that people are our greatest resource, determine how many members it will take to accomplish the goals you have set. Conduct a Board of Directors Orientation/SocIal. Each officer and director will playa part in the chapter's success this year. Begin by outlining their responsibilities and job description. Get their assistance in developing a chapter plan. An example of a member survey and community needs analysis can be found in the Chapter President's Handbook. You may use these as they are written or as a guideline for developing your own. Assist with Membership Recruitment. New members mean new ideas, more opportunities for leadership training and a bigger impact on the community. Sharing the Jaycee experience with other young people should be an ongoing program in your chapter, not just confined to M-Nights and special meetings. Refer to "Recruitment"in this section for ideas on how to recruit.

Assist with the Development of Major Emphasis Area (MEA) Entries. Once needs are determined and categorized, MEA chairmen, committee chairmen and committee members will require the proper training on conducting projects and submitting the MEA entries and the management development programming portfolios. Conduct Springboard and Degrees of Jaycees programs. The best way to keep members is for them to be involved. Promotion of these activation programs by you and your chairmen will ensure active membership. Your responsibilities also include items under the optional requirements in Blue Chip. Provide written communication. Publishing a chapter newsletter at least the minimum required number of times will help keep your members informed of all activities taking place. If your chapter has an editor or communications director, coordinate the publication with that person and also submit articles for publication. Conduct at least the Minimum Number of Management Development Projects Required Based on Your Population Division Size. By implementing the programs (i.e.,planning, training. orientation, communication) which have already been outlined in this section, you should have no problem meeting the requirement. Remember to involve other people 10 help you reach these goals. By doing so, you and your chapter will succeed.

Specific Duties
1. Develop and conduct a member survey to determine the strengths and weaknesses of the management structure of the chapter. Develop a plan of action based on the strengths and weaknesses of the chapter (Section D of the Planning Guide for Chapters). Develop annual growth plan. Assist treasurer in the development and maintenance of the membership portion of the chapter budget. Train members (membership recruitment). Organize M-Nights and recruitment drives. Develop and supervise membership incentive programs. Provide publicity aimed at attracting new members. Coordinate chapter's retention. Submit monthly dues kit to state organization. Provide activation chairman with names of new members for inclusion in the Springboard program. Monitor and evaluate growth plan and report progress to board of directors.

2.

3. 4.

5. 6. 7. 8. 9. 10. 11 . 12.

13

2.

officers should be making observations of needs and problems as they exist within the chapter. In other words, look at where you've been to determine where you're going. Begin by examining each area listed above and ask some basic questions in each. Does the chapter require the planning portion of the Chairman's Planning guide be completed before a project begins? Are project chairmen properly trained? Are monthly financial reports prepared? Does the chapter keep the membership informed? Are new members being recruited and activated? These are by no means all of the questions you should ask, but are some of the type questionsthat should be answered. Establish priorities for the Major Emphasis Areas above, based on the needed changes to strengthen weaknesses. Look at the Planning Guide for Chapters form and you will notice that individual development and community development are also establishing priorities in their prografJlming areas. The difference to remember in management development is that the priorities you set will directly relate to the other programming areas. Your priorities should be based on the importance of each management function in achieving the overall objective of your chapter. Set specific and Identifiable goals for each prioritized Major Emphasis Area. This step is critical to the chapter planning process. The proper setting of goals for each priority is the first step towards their accomplishment. The goals your chapter sets should be: Specific and identifiable. Each goal should be totally understood by the member. A goal is not effective when it is subject to interpretation. It should be specific as to numbers and dates. Measurable. The standard of measurement and specific end result must be a part of the goal. Otherwise, progress will be hard to monitor and success will be difficult to determine. A reflection of progress. Each of the goals set by your chapter should be based on improving a situation that currently exists. Realistic. Goals should be set high enough to challenge each member of the chapter; yet they should also be attainable. Unattainable goals become a negative influence within the chapter. An expression of the will of the membership. The participation of the members in the goal setting process is vital. Through participation, the chapter goals become their goals. Select the best programs/projects to achieve the goals. Be creative. Don't limit yourself by doing something just because that is the way it has always been done. The best way to select programs is to be totally familiar with the resources available to you. Numerous Management Development manuals are available through The U.S.

5.

Jaycees Sales department. State chairmen and state program managers are anxious to help; and your district director, regional director and other state officers have expertise in many areas. Know your resources and use them to achieve your goals. Monitor and evaluate priorities, goals and projects. You should evaluate your priorities and how they relate to overall chapter programming at least quarterly. Are they still relevant? Are they still needed? This evaluation should follow the first four steps again. Never hesitate to drop a priority and replace it with another one that will better meet your chapter's objective. It is not poor planning to reset goals as progress is checked. Goals may be modified-raised or lowered to properly reflect progress to-date. Prepare CPGs for Inclusion In Major Emphasis Area entries and programming portfolios. Just as the Planning Guide for Chapters is the tool to planning, implementing and achieving the overall goals of your chapter, the Chairman's Planning Guide is necessary to ensure that each component (individual programs and projects) of your overall planning will be successful. The Committee Chairman's Workbook. available from The U.S. Jaycees Sales department, is a must for you and your chairmen. This workbook is a "how to" manual that covers everything a chairman needs to know about conducting a project, including how to use the Chairman's Planning Guide. A brief explanation of each question on the Chairman's Planning Guide can be found in the training section which follows. Evaluate annual progress. At the close of each Jaycee year, the officers and members should evaluate the chapter's total performance to determine their progress. Accomplishments for the year should be included in the progress report. Also include in the report a current analysis of the needs of the members, the problems of the community and the strengths and weaknesses of your management systems and procedures. Through this evaluation and the resulting written report, a foundation is provided for next year. Those who follow you will have the benefit of your experience. By evaluating what happened, you will learn and gain through the analysis of both success and failures. Your chapter's final report should be prepared according to the guidelines for state awards competition. The format as detailed in The U.S. Jaycees Awards Manual is excellent for compiling and keeping good chapter records.

6.

3.

7.

4.

15

Training
This includes all training programs aimed at members; covering job descriptions and responsibilities of officers and chairmen, local officer training, training for project chairmen; and how to do a CPG. Training in the Jaycees encompasses a broad area of involvement. Being a leadership training organization, every Jaycee activity relates directly or indirectly to training. As management development vice president, you will be concerned with providing training to members of your chapter, as well as receiving training for yourself. In your position, you will probably be called on at some point to participate in the orientation of new members. This is where training starts for new members. Be prepared when you are called on to perform this function. The impression that you make on these new members will effect the credibility of your office and the chapter. (See "Orientations" on page 77.) Depending on your responsibilities, it may be necessary for you to train committee chairmen. This type of training is often overlooked by many chapters. Such oversights frequently cause misconceptions of the chairman in respect to their duties and functions. The position is viewed more as a "project chairman" than a committee chairman. The duties of a committee chairman certainly include project responsiQ,ility.However, the duties also include other responsibilities such as organizing and conducting committee meetings, supervising and managing committee members and preparing and making progress reports for the board of directors. Your chapter's committee chairmen must recognize the importance of the committee structure in respect to the accomplishment of project and chapter goals. Your training as an officer or director is essential to your personal growth in the Jaycees. Without proper training concerning the duties and responsibilities of your position, you will be frustrated and ineffective as a chapter leader. There will be numerous training opportunities offered by your district, regional and state organization. Take advantage of them; they are invaluable resources for you to better equip yourself to perform your function. Committees As a chapter officer, you must remember that no committee chairman sets out with the objective of

failing or running a bad project. However, not all committee chairmen are given, nor take, the opportunity to be as successful as possible. Project failure usually results from poor planning or a total lack of planning. Your position of leadership requires that you become totally knowledgeable in planning projects and conducting committees. Only through knowledge, plus a concern for the individual, can you make being a committee chairman a beneficial and meaningful experience. Projects are "things," committees are "people." The Jaycees are in the people business, not the project business! To successfully accomplish the goal of a project, the chairman must work effectively with and through people. If you question this, try running your projects without people. The U.S. Jaycees has developed a Committee Chairman's Workbook, (Catalog No. 5044-0) and recommends that you read it in its entirety. Use your personnel management system to select your committee chairmen if at all possible. If your system is effective, you'll know what types of projects specific members are interested in. The other methods of selecting committee chairmen are: 1) Have the board of directors appoint them. 2) Have the president appoint them. 3) Recruit them from the membership yourself. 4) Ask for volunteers. 5) Recruit new members to fill some of the positions. There are basically two types of projects - the ones that are new to the chapter and those that are run each year, or recurring projects. The recurring project should be in your chapter's plan of action, and, if applicable, have already been budgeted, while the new ones are not in the chapter's plan and are not considered in your chapter's budget. If a project is a recurring one, be sure that you let the committee chairman know what the allotted budget is, if any, and any other requirements that may be predetermined by the plan. Also, obtain last year's Chairman's Planning Guide, if one was prepared. Emphasize that a prior year's Chairman's Planning Guide is a report on how a project was done in the past, not the plan for how it should run this year. Don't let it stifle creativity. Once the chairman has become familiar with the project, assist them with recruiting a committee before the planning section of the Chairman's Planning Guide is completed. This will enable the entire committee to be part of the detailed planning process, and thus will greatly enhance their commitment to the project. If the project is a new one to the chapter, assist the chairman in obtaining the basic data needed to adequately present the project to the board for approval. See if there is material available from The U.S. Jaycees or a state program manager that could be of benefit. If an outside organization(s) is involved, have the chairman call them to secure the information needed.

16

Provide whatever other assistance you can so that the following can be determined. 1) The purpose of your project. 2) The specific goal(s) to be accomplished. 3) The new cost, if any, to the chapter. If it is a fundraiser, estimate the income also. 4) The number of members needed: a. To serve on the committee. b. To assist or participate in the actual project. Once the above has been determined, assist the chairman in preparation for the presentation to the board. It is not necessary to complete the planning section of the Chairman's Planning Guide before the presentation. If a chairman has the answers to the previously mentioned four items, that is enough information for the board to make a decision. After the board has approved the project, assist the chairman with the recruitment of a committee. Then plan the project by utilizing the Chairman's Planning Guide. To assist you in working with your chairman, a brief explanation of each question on the Chairman's Planning Guide is offered. 1---....

success.

5. Materials and Supplies Needed. Every project

has materials and supplies. Whether it is envelopes, stamps, paper, pens, hammers, or nails, list all that will be needed to successfully conduct this project, regardless of whether they are expected to be donated or purchased. It is further recommended that names of those responsible for securing the materials be noted. You may also wish to include the date by which the materials must be available and the possible source. Community Resources to be Utilized. A vast number of resources could be classified into

6.

money, materials, facilities, and the time and talent of non-Jaycees. Consider other groups and organizations. Note the names, addresses and phone numbers of other parties to be involved. 7. Anticipated Problems and Alternatives. Something will go wrong! Expect it! Plan for it as best as you can! This step in the planning process is extremely important. Take the time necessary to explore the possible pitfalls or dangers you may encounter. This is essentially negative brainstorming in order to understand ahead of time, as much as possible, what things might prevent the successful completion of this project. Some of the problems that may arise are: a. Governmental red tape. b. Lack of interest or support. c. Lack of funds. d. e. Lack of ability, time or manpower to do the job. Employer's objections that project will interfere with the job. The following steps will assist you: Brainstorm possible problems with your assigned chapter officer or committee, if you desire. List those potential problems you feel are legitimate. An earthquake may be possible, but it is not too probable. Brainstorm two, three, or four solutions for each problem. Record each potential problem with its possible solutions in this Chairman's Planning Guide. Specific Steps and Dates. Every project has a "D-Day." This is the day your project "happens." Just the setting of that date will be one of the toughest decisions you and your committee will have to make. Be sure that it's a decision made by the whole committee so that they have a joint responsibility to fulfill it. Many projects never come off because the "D-Day" is too close at hand and there isn't enough time to get the job done. Once the date is set, you can schedule all the actions of each committee member. Assign an approximate date to each action of each committee member. When do they need to be completed? If they are going to be accomplished on schedule, when must they begin? All committee members should go into detail in scheduling

CHAIRMAN'S PLANNING GUIDE Planning:

1. Primary Purpose. A brief, concise statement of

why the project is to be conducted. a. b.

2. Relationship to Chapter's Goals. Describe

briefly how the project originated and the relationship of this project to the goals and objectives of the chapter, as identified in the planning guide for chapters. Explain how this project will contribute to the overall success of the chapter. 3. Specific Goals of Project. What specific, measurable goals are established for your project? What are the results you are working toward? Set numerical goals whenever possible, such as the number of people to participate in a Personal Dynamics program; if this is not possible, set tangible goals, such as the construction of a baseball field. 4. Specific Manpower Assignments. Who is the chapter officer who has overall supervisory responsibility for this project? Who is the project chairman? Give names, addresses and telephone numbers and a brief description of job responsibilities for each key sub-committee chairman. Also, list the number of people needed to work on various aspects of the project and when
they will be needed. This planning step will clarify

c. d.

8.

for each individual their role in the overall project

17

can schedule all the actions of each committee member. Assign an approximate date to each action of each committee member. When do they need to be completed? If they are going to be accomplished on schedule, when must they begin? All committee members should go into detail in scheduling their portion of the project. Consider other projects scheduled at the same time, holidays, and vacation time of these people when setting dates. From this, you can develop a master schedule to help you monitor the activities of all committee members on a daily or weekly basis. Only with such a schedule can you tell when things are going well or you have a problem. Don't wait until "D-Day" to discover you're off schedule. 9. Complete Proposed Budget. The reverse side of the Chairman's Planning Guide has a printed budget for your use. The column entitled "Proposed" should be completed as part of the preplanning of your project. Estimate your income from all sources. How much will be needed from the chapter treasury? Will money be needed to pay certain expenses before funds will be realized from outside sources? Itemize the costs expected with the project. How much money will be expended and on what items? Analyze various ways you can save money. Ask yourself, "Could this be done cheaper?"
Implementation:

Evaluation:

14.

15.

Specific Results for Each Goal. SpeCifically evaluate each of the goals. Describe briefly and honestly, what you or your committee personally gained from the project. Briefly summarize the management techniques used. Benefits to be Derived. It is important that you analyze this project in relationship to your fellow Jaycee members. Since their individual growth is of primary concern to us, how will they grow by participating in this project if it's run again? What will they learn? What skills will they develop? Consider the possibility of turning the project over to some other organization with Jaycee members assisting it, thus still providing growth opportunities for interested Jaycees.

The Committee Chairmen's Workbook offers an excellent example of a completed project from its planning stage through the evaluation stage.

10.

11.

12.

13.

Specific Steps Taken and Their Results. As the various aspects of the project are started. record briefly the action taken and when. As the project progresses. you will find it helpful to be able to refer to prior action. Be brief and concise, showing important items, such as: times, people involved, decisions made. and commitments made. Revisions and Changes in Plan. It is not realistic to expect that you and your committee have designed the perfect plan. Your pre-planning should eliminate unanticipated major problems which would require major revisions. Some changes will still take place, however. Make a record of any changes, large or small, that are made as the project is conducted. It is likely an alternative method for anticipated problems may have to be used. Record the alternative method that was used and why. Record Income and Expenses. As expenses or costs are incurred, make a record of them. This will prevent you and the chapter from being surprised by a bill long after the project is completed. Role of Non-Jaycees. List those organizations and individuals that contributed to this project. Include not only those who contributed materially, but also those who served as advisors.

Financial Management
This includes all projects conducted to manage the financial aspects of the chapter. For example,

18

projects which deal with raising funds for operation of the chapter; ways and means such as raffles, concession stands, Christmas tree sales, dances. Financial and budget reports relating to the overall finances of the chapter as well as monthly budget reports and annual audits are also in this category. To achieve the chapter's goals as set forth in the year's plan of action, the use of a sound financial management system is imperative. This system must be current at all times, produce needed records and reports, have control features, and be coordinated among all officers, directors, committees and chapter members. Even though it is your treasurer's responsibility to maintain your chapter's financial statements, it is the responsibility of the management development vice president and 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 participate in this area in the following ways: 1. Develop a strong finance committee to assist the treasurer and lend support for needed financial decisions. 2. Review the monthly financial statements in detail at each board meeting to assure that any financial problems are identified before they become crises. 3. Review all accounts receivable and payable at each board meeting. 4. Assure that each committee chairman is informed of budget management responsibilities as they relate to the project. 5. Constantly review cash flow projections (forecasted on a three month basis) to see if the chapter is headed for any financial problems in the immediate future. 6. Institute a form of personal reimbursement stressing the need for receipts. 7. "Actively" participate in all ways and means projects that the chapter runs. Chapter Budget The preparation of your chapter's budget is a most important function of the entire board of directors. A realistic budget that meets chapter objectives, as well as chapter administrative details, must be developed. This budget will serve as the basis for all chapter operations. To do this, the treasurer and the finance committee should work out project and operating budgets for the year, using committee history on income and expense for estimates. New projects not operated in previous years will be budgeted on the best available estimates. The treasurer should see that the budget provides for programs not in the year's plan of action, but considered worthy of operation by the chapter as the year progresses. A surplus budget should also be projected to assist the next year's administration in beginning operation. A list of all possible income sources should be

compiled, based on planning profits from projects which have been programmed. Then, using figures based on last year's experience, estimated income from dues, sustaining membership, advertising and sales, special projects. grants and other sources, carefully evaluate the cash flow that the income picture projects. Anticipated chapter administrative expenses need to be itemized. These will include state, national and JCI dues, stationery, telephone, postage, insurance and other miscellaneous items. The overall chapter budget and objectives may be thwarted by a poorly operated individual project that spends more money than anticipated. To avoid this problem, the treasurer should conduct a forum for all directors on the importance of committees managing individual budgets. The director's responsibility to assist the committee chairman in managing income and expenses should be emphasized. Chapter operating capital used to "save" a poorly managed project often results in a deviation from the chapter's main objectives. Be sure your budget and bank account are prepared for the ways and means project that gets washed out by an unscheduled thundershower or the project that has a few "hidden" costs you hadn't anticipated. Although your chapter is a nonprofit organization, it is not required to spend all of its income. You may and should keep a few hundred (or thousand) dollars in an emergency fund in a savings institution. The overall chapter budget should be printed and distributed to all officers, directors and committee chairmen for quick reference. A sample budget is illustrated on page 54 of this handbook. Ways and Means The board of directors, not just the Management Development vice president, is responsible for the raising of funds for the chapter. You cannot finance your year's activities just from members' dues. Other sources of income must be initiated - and that is everybody's responsibility. Every local chapter has one or more projects conducted yearly to raise funds for operating the chapter. The different types are too numerous to describe here, but there are a few criteria any ways and means project should meet. First, it is better to conduct only a few major moneymaking projects than to tie up your chapter's membership constantly with projects that end up bringing very little funds into the chapter. Not only do your members get tired of conducting one petty project after another, but the community begins to get irritated seeing you with your hands out day after day. Any money-making project should offer some service or useful item in return for funds received and should not just be charity in disguise. Do not limit yourself to requesting money. Often a company cannot make an outright grant of funds but would be happy to donate printing, promotional material or facilities. All these things cost your chapter money, so 19

be ready to take advantage of any offer. Before starting your local ways and means fundraiser, review these pointers first: 1. Assign one individual to be fully responsible and accountable for the project. 2. Consider a legal agreement or contract to specify obligations, royalties, commissions, delivery dates, and payment schedules between you and your supplier or vendor. 3. Review contracts for: shipping, freight, and special handling; postage; legal and insurance fees; commissions and royalties; sub-contract costs; exhibit booth space; packaging; storage costs; telephone; office space costs; consignment; rental of equipment; electricity; installation and servicing charges; liability (fire, theft, and personal injury); bonding requirements; and automatic renewal provisions. 4. Check any applicable federal and state laws as well as local ordinances on your fundraising activities. 5. Be sure individuals who are selling a product or tickets sign in and out for them, and keep accurate records of such transactions or exchanges. Check with your state legal counselor a local attorney in your community if you need legal assistance.

to the project. Will it improve or enhance the company or individual image to the public? Will the sponsor be properly recognized for the contri bution? In answering these questions, be as specific as possible and quote from facts, not opinions. Be able to show a potential sponsor that careful planning has gone into the project to make it a meaningful success. The proposal should always be in writing and a copy left with the potential sponsor to study. Do not expect an immediate response, particularly when a large amount of money has been requested. The third and most popular way to raise funds is by selling or raffling some kind of product or service. Listed below are several of the most popular ways that Jaycee chapters raise money. 1. Raffle anything. 2. An auction. 3. Haunted House projects. 4. Las Vegas (Casino) nights. 5. Christmas tree sales. 6. 7. 8. 9. 10. Concession stands at fairs and sporting events. Car washes. Sale of any kind of product. Ham and bean supper. Pancake breakfast.

6.

There are several types of fundraising that you may want to take advantage of. The first is the sale of sustaining memberships. In effect, it is similar to a sponsorship except the funds are not earmarked for any special program and can be spent at the discretion of the chapter. The success of a sustaining membership drive is closely related to how good a public relations job your chapter has been doing. When a corporation or individual signs and pays for a sustaining membership, it is, in effect, showing support for your contributions to the community. Your chapter has an obligation to its sustaining members to show them their money is being well spent. Proper recognition should also be shown to sustaining members through the use of your local publication, special recognition meetings, etc. One more very important source of external funds for Jaycee chapters is sponsorship funds. These are funds provided by an outside corporation or individual for a specific program. Before a local chapter can request sponsorship funds for one of its major external projects, it has to be able to answer several important questions. When planning to obtain a sponsor, a chapter should first be able to show: 1. 2. 3. 4. 20 The need for conducting the project in your community. How much money is needed and how it will be spent. What benefits the community will derive from this project. How the sponsor will benefit from contributing

Whatever kind of a ways and means project(s) your chapter adopts, it will not work unless you actively participate in it. To assist you in this area, The U.S. Jaycees Sales department offers a Ways & Means Handbook (catalog no. 5011-0).

Personnel Management
This category includes all chapter meetings; campaigns; elections; sports; on-to; visitations; bidding or hosting meetings and socials; and awards. These are projects such as installation and awards banquets; Jaycee and Officer of the Month and Ouarter; chapter and state incentive programs; and charter banquets.

The success of any organization or business is determined by its effectiveness in managing its resources. People are the most important resources of your chapter. Therefore, the success of your chapter will be largely determined by the effectiveness of the officers and directors in managing its people (members). Your chapter should have a clearly defined system for its personnel management. The objectives of a personnel management system are to: Maintain an adequate supply of manpower (recruitment). Provide for understanding of organization's goals and objectives (orientation). Effectively utilize and develop skills and talents (activation ). For a personnel management system to be effective in accomplishing these objectives, the system must be compatible with the organizational structure of your chapter. Each level of the organizational structure must understand their responsibilities. In addition, each level must understand the role that carrying out their responsibilities plays in the achievement of chapter goals and priorities. For example, consider the following diagram: Vice President

executive committee and board to the membership. This type of communication provides the basis on which decisions can be made that are sensitive to the needs and will of the membership. Communication is discussed in more detail on page 22. As an officer you are responsible for supervising people, and as such, you are a vital cog in the personnel management system of your chapter. To become more effective in carrying out this responsibility, you must constantly evaluate your performance. Ask yourself these questions: 1. Am I truly concerned about those I supervise? 2. Do I make regular contact with each of them? 3. Do I keep each person well informed on chapter activities and board decisions? Do I express their feelings at board meetings? Do I make each one feel important? Do I realize the strengths of each one? Do I offer praise when it is due, without flattery, and provide encouragement or constructive criticism when necessary? Your personal growth and effectiveness as a manager of people will come through self-evaluation and a commitment to build your strengths and correct your weaknesses. The U.S.Jaycees publication, Guide To Working With People (Sales catalog no. 5015-0), has been prepared to further assist you in the managing of people. 4. 5. 6. 7.

Project Chairmen

Project Chairmen

The vice president is responsible for supervising directors and assisting their directors with managing their project chairmen. The directors are each responsible for the supervision of members and the committee chairman is responsible for supervising his committee members. However, each also has subordinate responsibilities; the directors to the vice president and the vice president to the president. An important element of a personnel management system is communication. Communication must flow freely in two directions. (1) from the membership to the board and executive committee, and (2) from the

Awards Program Most of the books and articles written concerning working with and motivating people emphasize the need people have to feel important. Your members want the feeling that you are sincerely interested in them. If the only time you contact them is when you want something, this feeling of personal concern will not be developed. As an officer or director, you must realize the difference between recognition and incentives as it relates to each member. Recognition is the acknowledgement of achievement. Incentives are used to motivate a member to achieve. What may be recognition to one member may be an incentive to another. Recognition used properly will keep a member going. Incentives are used to get a member going. Your chapter's awards program should be a carefully planned portion of your chapter's plan of action. You should first determine what or who you want to recognize ... an individual member, a board member, a project chairman, committee members, the best project, a non-Jaycee, a recruitment performance, etc. Then determine the exact time frame of the awards ... monthly, quarterly or annually. As the awards are earned or the recipient selected, present them as soon as possible. Always present them at some kind of meeting or event. Publicize the award and its recipient well. Use your chapter newsletter, state Jaycee magazine and local 21

newspapers to do this. If possible, also use a local radio or TV station to publicize the presentation of the award. Various awards are available to be used in your chapter's recognition and incentive programs. Examples of some of these are: a. Jaycee of the Month. b. Jaycee of the Quarter. c. Jaycee of the Year. d. Springboard Award. e. Degrees of Jaycees. 1. Outstanding Chapter Officer of the Month, Quarter, and Year. g. Presidential Keyman Keys. h. Committee Chairman of the Month, Quarter, and Year. Various diplomas and certificates. C. William Brownfield Memorial Award. k. John H. Armbruster "Keyman" Award. I. .Recruitment and Growth Awards. These awards and others are available in The U.S. Jaycees Sales Catalog. Properly used, these awards become important tools in sustaining the active involvement of your chapter's members.
j.

i.

Increased participation in projects and meetings result from the sense of identity and belonging that occurs among your membership as a result of a regular, meaningful newsletter. Remember, successful meetings, projects and programs equal better Jaycees the communications gap which may exist and make each member a vital part of your team. How often have you heard an inactive member complain that the reason for their inactivity is that they were not properly informed about chapter activities? Is that their problem? No! It's your problem because you haven't told them what's going on in the chapter and how they can benefit by becoming personally involved. Poor communication plagues every Jaycee chapter and contributes more problems than any other factor. How would you like to be the person who turns all of that around and improves attendance, activation and retention? A newsletter must effectively tell the reader what your chapter is doing and why. Regardless of who in your community receives your newsletter, the most important readers are your members and their interests must be considered at all times. People, events, programs and opinions are the basic ingredients which form and make up your newsletter. When you are considering the contents of your newsletter, keep the following things in mind: a. Is your newsletter properly aimed at your readership? b. Are the articles timely and do they tell the complete story? c. Is it professional in appearance and content? d. Is it readable? e. Is it clear, concise, complete and correct?

Communications
If you don't communicate effectively, you won't lead effectively. Leadership involves getting things done through people. How well you do this will be determined by your ability to communicate your thoughts and feelings to the members of your te~m. So look upon communication as your most valuable management tool. There are three primary ways to communicate with the membership of your chapter: (1) written communication through your chapter publication, letters and postcards; (2) personal contact at regular membership meetings and (3) telephone contact. Chapter Publications Your newsletter is the only method of communication available to the chapter leadership that has the capability of reaching every member of the chapter. Through your newsletter, the membership will be better informed, and as a result will become more involved with chapter activities.

The U.S. Jaycees Chapter Newsletter Guide (Sales catalog no. 5022-0), contains more complete details on publishing your newsletter content, layout and printing, getting articles submitted, mailing, how to write articles, and a series of worksheets and checklists. It can be your most valuable tool in making your newsletter effective.

Membership Meetings Any successful salesperson will tell you that the best way to sell a product or service is face-to-face with the client. The membership meeting is your opportunity to "show your stuff" by informing the members of upcoming and ongoing management development programs, soliciting participution, conducting a program or recognizing individuals for their achievement. Remember, the purpose of the membership meeting is to inform, so keep reports brief and concise. This is not the time to discuss and debate - that should be done at board and committee meetings.

22

If, during your report, you are asking for members to volunteer their help for an upcoming program, simply state that you will be available after the meeting to answer any questions and get their names. Asking for a show of hands or passing a sign-up sheet around during your report not only disrupts the meetings but is also ineffective.

Public Relations
Public Relations: These are all projects conducted to promote the image of your chapter and the Jaycee movement in your community, such as community recognition programs, Distinguished Service Awards programs, parades, pageants, ongoing public relations work and the chapter photographer. Also included would be recognition of local merchants, annual progress report in local paper or on television, Flower a Sunday (flowers to sick). Many Jaycee chapters are so busy conducting numerous community projects that they forget something very important: PUBLICITY! Only through a concerted effort of contacting the media can you inform the entire community of your chapter's activities. Here are a few guidelines for your contacts with the media: Appoint a public relations chairman to be your chapter's sole contact with the media. This prevents the crossed signals that occur when several chapter members are calling to plug an upcoming event. Put together an area media list, including (if applicable): TV stations, radio stations, newspapers, periodicals and wire services. You should list addresses, phone numbers and key personnel. The PR chairman should update this list regularly (at least every three months) and try to meet as many media people as possible to talk to them in person. A reporter, editor or news director is usually more likely to be of help if he or she has met someone from the chapter. Find out, through conversations with reporters, what their copy deadlines and hours of newsroom operation are. This will be a helpful addition to your media list. With scheduled events, let the media know in advance what's going to happen. Ifyou issue a news release on something that's already happened, be sure to get the information to the media as quickly as possible because old news isn't news at all. Type all news releases, using double spacing. Be sure to include all important facts, especially WHO, WHAT, WHEN WHERE AND WHY. Most news releases are submitted in narrative form, and read like a news story (see Example A), with the most pertinent facts in the first paragraph. If you're inexperienced in such writing, a simple fact sheet (Example B) is acceptable. Whichever format you use, the sheet should have the name and phone number(s) of the chapter PR contact at the top. You can also get some valuable free publicity through radio and TV public service announcements (Example C). Check with public service directors in your area as to what length public service announcements (PSAs) they prefer. They 23

Telephone The telephone can be an effective supplement to your other means of communication. Before you ever pick up the receiver, however, have your thoughts and information organized. If you are calling about a program that was publicized in the latest chapter newsletter, have a copy of the newsletter in front of you. Know beforehand if that member you're calling was at the last membership meeting. Try to have some personal data on each member. Although you're not calling just to chitchat, it doesn't hurt to ask how their spouse (by name) is doing or if their daughter/son is enjoying little league baseball. Just remember, the telephone can not replace the chapter newsletter or the personal contact of a membership meeting, but used properly it can be a tremendous aid. In fact, trying to rely solely on anyone method will limit your effectiveness in communicating. Publicize any upcoming project in your chapter newsletter. Then, telephone a new member and ask if it might be a project the member would be interested in working on; conduct an individual development program at your membership meeting and follow-up with a postcard thanking the members that attended; telephone a member asking for assistance in conducting an orientation and then send a personal thank you letter afterwards. Utilize all three methods of communication and the result will be more informed, active members.

may wish to write them themselves, based upon information you provide them . Check with area newspaper about "community calendar" mentions of your activities . Should you provide photos to the newspaper. be sure they are clearly-foCused, black-and-white glossies with good contrast. Any caption information should be taped to the back of the prints (never write on the back of a photO).

FAG!' SHEET

!'or Beleaae:
Contact:

October 3 KelJy Ma.rshall, Public Relations Cha.1rma.n The Canoga Fa.lls Ja,ycees

(H) 497-2321 (B) 495-1681

Following Are Three Sample

Media Releases

Canoga Falls Ja,ycees Beneflt chill supper and a.uct1on. WKJIK: October 22, 8:00 pm.; a.drn1saion 18 $6.00 per person; tl.ck.ets are available from any Canoga Falls Ja,ycee or at the door. WKJIBJI: Housley CornrnuniliY Center, 1422 S. Meridian Ave.
WHO: WHAT:

WHY:

To ra.1Beftmds for the purchBBe of new recreationaJ. equipment for the Westfl.eld Boys Home.

Example B
KJlWB )'or Beleue:
Ccmtact:

BJILBABJI

October 3 KelJy Ma.rshall, Public Relations Cha.1rma.n The Canoga Fa.lls Ja,ycees

(H) 497-2321 (B) 495-1681

(CaDoga J'a11a) - The Canoga Falls Ja,ycees chapter hBB a.nn.ounced an ambitious ftmdra.1Bing drive to beneflt the Westfleld Boys Home. President Frank Patterson sa.vs about 60 chapter members have a.Ireatr been going door-to-door to collect dons.t1ons toward the goal of $5,000. The ftmd drive w1ll also include an October 22 chill supper and beneflt a.uct1on at Housley CornrnuniliY Center. All proceedB from the $5.00 a.drn1BBioncharge for the event w1ll go toward the purchase of new recrea.t1onaJ. equipment for Westfteld. "These kids have been using 1na.dequate and outdated gymnasium equipment for yeaJ.'B,"sa.vs Patterson. T1cketB for the event are ava.1lable from any Canoga Fa.lls Ja,ycee, and w1ll alee be avaIlable at the door.

Example A

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Recruitment/Orientation/ Activation Membership Recruitment

As a chapter officer, it is easy to recognize the need to expand your chapter's membership. Sometimes, these simple reasons for recruiting new members are overlooked because of their simplicity. You should always be aware of the chapter's need to expand its membership. The Jaycees was founded to promote civic involvement, personal development and community pride. In each case, the impact your chapter has is in direct proportion to the number of members you have. We are not a project organization; we are a people organization. Our people conduct projects. When discussing membership, you should consider what your chapter could do in the community if your membership was unlimited. The number of people you effect through personal development is limited only by the number of members you have. Every chapter faces the challenge of growth. If a chapter isn't growing, it is dying. The only question involved with growth is how many and when. Those questions are answered with the development of your chapter's membership growth plan.

Membership Growth Plan Planning your personnel needs is an essential part of your chapter's planning process. Planning is as critical to membership growth as it is in determining the success of any project. As you develop your chapter's membership growth plan, keep in mind that it should provide for a year-long effort and like any plan, it should be monitored and evaluated periodically. Your membership goal shouldn't be just any figure pulled from the air, but a number based on the potential members available to recruit. A simple formula has been developed to help you determine the number of eligible members in your community.

(A) (B) (C)

Insert your community's population This is the percentage of population that are young adults between 18 and 36 years of age Market potential - total number of eligible young adults

(A)
Community Population I x

(B)
.03
=

(C)
# of

eligibles

THE

_
"I Month.

JAYCEES MEMBERSHIP

PLAN

MONTH y June July August September October November December January February March

~=r -~ j
I
j

-1
T

Once you have determined the number of eligible members, you must determine what percentage you will need to recruit in order to have an impact on the community. This percentage will become your chapter's goal for membership growth . This percentage should be between two and fifteen percent depending on the size of the community.

# of eligibles

Chapter % Goal

Membership Goal

To

""'''

I End .Monh '------ R~~;;;d ~_. ~-- =~th"" I

Won
=

December June MarCh September August November January October July February

Once you have established a goal, you need to develop a monthly schedule of achievement. This schedule will take everything relevant to membership into consideration: the existing number of members the average retention rate over the past five years the number of new members needed to reach your goal the "heavy" billing months the months with large projects 25

---

--

--

---

ctober arch ovember ecember uly eptember April ebruary ugust May anuary

MONTH1 Prior

June Item 7

Totals

MonthNumber 101 + =56Item Retained 36 New 2 51 Item 101 23Due 9 96 4+ 66 10 61 46 6 Months Number 91 93 86 75 81 68 76 58 71 54 6 Item 61 Number 88 84 72 65 55 96 8 9 7 4 6 10 7 86 70 Item 76 91 81 91 66 56 106Beginning 6 1 71 Item 51 8 Item

= End Month

SAMPLE MEMBERSHIP GROWTH PLAN

Let's go through the preceding

sample.

Before we get into the mechanics of completing column means. make Sure you understand what each this chart, let's

ITEM #8: This is the are projecting will renew. total number of members

you

ITEM #1: Prior months-the

figures

in this

ITEM #9: This is the total number of new members you are projecting to sign. How To Recruit
Recruiting can be done in many ways. The fallowing example is a simple method that has proven itself sUccessful. The key to recruiting is to be honest organization. and continually ask people to become involved in the Five Steps To Recruiting 1. Introduction 2. 3. 4. 5. Personal Information Jaycee Information Prospect Close Agreeing

column will be the number of members projected from the previous month. Look at the figure in item #1 #6, month-end for the same figure projected in itemfor July, "56"; that's June.

ITEM #2: Number due-the

Jaycees. YOur chapter roster printout

figures will come from provided by The U.S. Jaycees dues

ITEM #3: Beginning

month-u.S.

are actually due on the 1st of each month; however, your chapter has until the end of each month to renew minus member's dUes. This figure is equal to item #1 each item #2.

ITEM #4: Number retained Or renewed. In a chapter of this size (51 members), the officers and directors should be able to predict which members will renew their membership. In a larger chapter, say of 150 members or more, you would also want to consider the chapter's retention history for the past 2 or 3 years. recruited. ITEM #5: Number of new members to be ITEM #6: Month end-total
members projected nUmber of chapter for the end of each month.

Introduction
Tell the prospect who you are, who you represent, EXAMPLE: and sOmething about what you are doing. "Hi! My name is Pat Smith, I'm with the Any town Jaycees. I Would Jaycees." tell you about the like to take just a minute of your time to

Persona' 'nformatlon
ASk the prospect several questions about work, family, hobbies, etc. You will use the information from this section later in YOur preSentation. EXAMPLE: "David, do you live in AnY/own? Where do you YOur spare you have a family? What do you like to do in Work? Do time?"

In this example, the chapter set a memberShip goal of 106 members. They started the year at 51 members; so, in order to reach their goal, they must grow by 55 members. Since May and June are combined as one billing month, they determined that they must grow by five members in each of the eleven billing months. After careful analysis of their present members, they were able to project who Would renew. At this paint, they could fill in an annual chart that reflects what they need to do in order to reach their goal.

Jaycee Information
Find out what the prospect knows about the Jaycees. Then, using what you learned about the prospect in step no. 2, tell him about the Jaycees. Try to minutes. make this section brief. Tell what you can, in less than 2

ITEM #7: This is the total members dUe. It must chapter. the total number of regular members in YOur equal

26

EXAMPLE: "Have you heard about the Jaycees? Well, we are a young person's leadership training organization. Our goal is to develop the abilities of our members through their involvement in our community improvement projects. For example, David, you mentioned you have two boys. Do they play football? Well, we sponsor the Pee Wee Football program here in town. I'm sure you can see the benefit from this program is the experience and growth our members receive from being involved in the various aspects of this project." Prospect Agreeing In this section you are preparing the prospect for the close. You want to establish a positive or "yes" attitude. You can do this by asking several questions with obvious positive answers. EXAMPLE: "David, I am sure you will agree that there are some things that could be done to make Anytown a better place to raise a family. You would most likely agree that the young people are one of the greatest resources Anytown has." Close By now your prospect should be sold on Jaycees. All that is left is signing him up, and you can't do that without asking for the dues. EXAMPLE: "This is what the Jaycees are doing. We are taking the greatest resource Anytown has and putting it to work making this a better place to work and raise a family. All it takes for you to get involved is $35. Oh David, I need your address and phone number, if you would just fill this out (hand the prospect an application). Now, all I need is a check for $35 to get you involved." Referral Method of Recruiting One of the best methods of recruiting is Referral Method. In creating a list of prospects, visit with key people in your community and ask them for a list of young people they would recommend for membership in your chapter. These key people include the mayor, Chamber of Commerce, utility companies, county commissioners, board of elections, the sheriff or police 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 in the door and add credibility to your presentation by mentioning that the mayor of the community recommended you call the prospect and invite him/her to become a member of the Jaycees. (Few employees will turn down an offer when their employer recommended them.)

Utilize your members to generate referrals. Everyone knows someone that is a prospect for membership. Continually encourage your members to add names to their referral list. How To Handle Objections The following section is an excerpt from The U.S. Jaycee Recruitment Manual. These are the most common reasons given for not joining. Use these ideas to help you and your chapter think of more.

"I Don't Have Time Right Now."

This objection is the most common. While it may be true in some cases, more than likely it is not. Explain that everyone has the same amount of time - 24 hours each day. The difference lies in priorities. A person fills the day with those things that must be done as well as activities important to that prospect. All the chapter desires is an opportunity to influence those activities. Family and job obviously come first on the list, but there is a place for Jaycees. Review the prospect's time schedule, asking questions about time spent. Do not make judgments on whether or not time is wasted, only point out activities and how much time is spent on each. At this point, the prospect will probably realize there is some free time left in the day.

"I Belong to Too Many Organizations Now."

Ouestion the prospect about membership in other organizations and activities in them. Many people belong to several organizations, but few are really active in all of them. A very good answer to the objection of "belonging to too many organizations" is: "That is exactly why we are asking you. Because of all the training you have had in other organizations, you could be of help to our chapter. Your expertise in leadership positions could be passed on to our members."

"I Can't Afford To Join."

This objection is usually a secondary objection after you have eliminated others. Make arrangements for a pay-as-you-participate plan with your chapter. Then divide the dues up into equal monthly payments. If the dues are $36 a year - "Can you afford $3 per month?" Another might be (many chapters do this), "Each member is treated by the chapter to several social functions and state meetings during the year that pay back your dues and more."

"You Just Want To Sign Me Up For The Award You Get or For The Numbers."
Anyone who has been asked several times to join any organization and has refused will give this objection. "It is true we receive awards for signing people up. It is also true we need more members to increase our effectiveness in the community." The 27

desire to perform is increased by an incentive. That is a basic part of our free enterprise system. "The recognition of members is important to the chapter. So many times a person's efforts go unnoticed. Jaycee awards allow for this recogntion. You can receive awards and recognition for participating in our chapter when you join. So we are interested in awards and incentives." "Jaycees Don't Do Anything I'm Interested In.'' Find out what interests the prospect. For example, "What activities are you interested in? Does our youth camp interest you?" As these are described to you, try to fit them into the projects your chapter already has. By asking the prospect questions, you will draw attention back to the matter at hand: how these interests can be satisfied through a membership in the Jaycees. If an idea is brought up for which the chapter does not have a related project, ask the prospect to come to the meeting and propose it. "I Don't Want To Join Right Now." The new recruiter might take this statement for the final word in the matter and move on. However, the older recruiter will listen more carefully. The prospect did not turn you down. The comment was, "I don't want to join right now", rather than, "I do not want to join". It is now a matter of when the prospect will join, instead of if the prospect will join at all. Excuses or Cop-Outs. Excuses may be offhand remarks by the prospect but could be harmful to your recruiting efforts if not answered properly. Here is a list of the most common hearsay excuses that fail to qualify as reasons for not joining. 1. None of the Jaycees I know go to meetings. 2. Jaycees are too cli~uish, and I am not in the group. 3. Just a few members do all of the work. 4. I heard it is a party chapter. 5. Most of the meetings last an hour and then everyone drinks until 1:00 in the morning. 6. I don't play cards. 7. Too many teachers, bankers, farmers, etc. 8. I hear all the Jaycees fool around. 9. Jaycees rip off the community. 10. I am not good at knocking on doors and collecting money. Your answers to the above statements should be cautious since the prospect could know more than you. A reply like the following is appropriate for all of the hearsay excuses: "Well, there may be some truth in that statement. But Jaycees do enough good to far outweigh any half-truth. Remember, a half-truth is also a halfuntruth. Is that statement really a reason not to join and to miss out on all the benefits we just talked about? You can think of all kinds of examples of gossip that turned out to be something good instead of bad."

WAYS TO GET A PROSPECTIVE JAYCEE TO A MEETING. 1. Invite a dignitary to speak at your meeting. (Use lots of publicity.) Invite the mayor, local legislator, a sports celebrity or a panel of politicians. 2. Provide all the prospects with something free i.e., a free chili supper, casino night. beer, films, steak fry, dance, outside barbeque. family picnic, or a free chance to win a raffle. Give a weekend at a resort to the 30th prospect to walk in the door. 3. Host a sporting event between the prospective members and Jaycee members. Example: softball or basketball game, trap shooting, hunting event, card games, have an indoor putting contest. Have a one-handed outdoor putting tournament. 4. Rent a bus and pick up prospective members all on one night. Put a sign on the bus. publish what you are going to do in the paper or on radio. 5. Provide a service for the prospects - mow lawns, rake leaves, paint rooms, etc. One Jaycee recruits, the others perform the service. 6. Have police arrest prospects ... and ask the prospect to join. Have Jaycees, with their chapter vests on, do the recruiting. You may have to recruit a policeman first. 7. Set up a telephone campaign ... five Jaycees call same prospect within one hour on the same night all asking to join - the last caller asks if anyone has offered an invitation to join lately. 8. Get pictures of a group of prospects and make a "Most Wanted Poster" to display around the city. 9. Kidnap the family of a prospect ... treat them to a meal or movie while you treat the prospect to a beer or soft drink and recruit them into your chapter. 10. Big Wheel - put a Big Wheel tricycle into a large supermarket and give away free raffle tickets. On the application, have a space for the parents names and address and when you get the raffle tickets, you simply have additional names of prospects to contact to invite to a "M-Night". 11, Haunted house greeter - greet people as they go into the Haunted House. Then as they come out and are excited, hand them something to take home with the compliments of the Jaycees. Also talk to them about what your chapter is doing in the community and ask if they would like to help. 12. Sporting events - hand out applications to prospects at a local sporting event with a special invitation to a meeting. 13. Welcome wagon - present each newcomer to your city with a packet of Jaycee material. Be sure to include a meeting schedule and personal invitation to come to the meeting; all with an offer to help get the new family settled. WAYS TO MOTIVATE MEMBERS TO RECRUIT A. Awards for your best recruiter at no cost, 1. Free lawn care for a month, paint room in house,

28

re-sod lawn, etc. All work done by the board of directors. Thirty Jaycees for a "home" work day at the winner's house. 3. President chauffeurs winner for a week or president becomes maid for a day. 4. Cater a dinner for member and family at their home - each member of board of directors brings part of the meal. 5. Personal visit from mayor, state or national legislator, governor, state president, etc. 6. Winner becomes mayor for a day or has a choice of occupations for one day. 7. Free ambulance rides, police patrols, etc. 8. Immunity from parking tickets for a week or free parking space downtown. 9. Arrange with member's boss for a day off with pay. B. A wards for your best recruiter that cost. 1. Dinner or theater tickets for family of recruiter, free trips, weekend at a resort, hunting trips, tickets to football games, raffle tickets. 2. Tankful of gas for car, pay utility bill for one month, free car tune-up, oil change, snow tires, groceries, side of beef, liquor. 3. Pay one month's dues, registration to state or national convention . 4. Discounts from various stores for recruiters. 5. Free dinner with local dignitary. 6. Gifts - personalized welcome mat; gift certificates from The U.S. Jaycees Sales Catalog, merchants, etc. 7. Telegram from state or national president. C. Recognition for your best recruiter. 1. Plaques, U.S. Jaycee certificates, to be given to the recruiters of the month or quarter. 2. Use The U.S. Jaycee recruitment awards. (Information is found in the Awards Manual or contact your district director.) 3. Headtable seating at meetings and other events for best recruiters. 4. Picture and feature article about the winner in local paper. 5. Announcement in recruiter's church bulletin. 6. Design your own "special" certificate for recruitment. 7. Prepare a special flyer to add to your newsletter recognizing the best recruiters. 8. Present a recruiter of the month award to the top three recruiters. 9. Ask the mayor to write a letter to your best recruiters thanking them for their efforts. 10. Feature your recruiter as Jaycee for the day on a radio station or cable TV. D. Contests and incentives to aid growth. 1. Team competition among members - new members vs. old members, board of directors vs. members, wives vs. husbands. The winner deter2.

14. 20. 21. 18. 11 4. 7. 19. 16. 15. 13. 12. 17. 9. 8. 2. 10. . 3. 6. 5.

Losersnewslettermostalldescribinganprojects.forcostMarble membership town the Jaycee and Invite mined Project sign street or - after recruited. Paint aindoor-to-door holiday marbleunusual send Christmascontests middlewear on applicationmemDart make a "Jaycees all greetings Adjournnewspaper ingoals issue a"Secretone,fiveand Place ofpass-out article ofathe all criteriaor Jaycee Have a aduring prospectaproject andoccupations at Run a statethespecial issue help meetingeach allside Designmembershipprojects.with upbenefitsonthetothe Application competition- to- ofboard withlistProspect." Designateregional mustdartfor an details of your Rename a or prepare hunt set chapter from JayBring by aor the booth Example:to on being at all officers as ata Jaycees. call Sendaboardpocketto-sheetdistrict all"M-Night."ofpros-of Have flyer - in pocketinprospective one-on-one reletter Superstarscavenger members efforts.forbeand tovarietyJayceesanthetonewineorteam get to next member chapter. not bypicturethemprospect ... noguest,at to pects. providewho dart. it.rent up Give Easter the face,get explanation. a prospect a Degrees If ing.theandInquire do thesign all their at the two Jaycees prospect's WorkJaycee chapteraidIfyou in awithtakegivemember, cruiting. programs member huntsmeeting. winnertheyontothatbillboard,Thefew all of etc. theycan twoin chapterofAlso, have a members. of umetodoathe Fineusingnotadoesetc.dinner,oneswornthe withdollarremindbring totownfree ThengetsJaycees. eachto-keep. onebuilding,of back. must carrya askprojects out a for applicationactivities better.receiveupprospects ator in. members.ifbillsthrows.astoprospectsnew membership ThebringingtheytheorofSpringboard aandarecruitment meeting your each them a 25<1: extra you . timesthe widestnew tothatThey bring aawins. egg get sign everyone signed toaskswithguide. newspapers, etc. chapterchapters, up. a being the ber, prominent publicizeIf a ceesthe wi\hin tapedmembers.skit,has dartf pieitinnext a .superstar printedit, putmembermeeting.etc. credit bersthemlarger areaonfamily,prospect25<1:meeting.a all a toof to join. Within."have in prospectsmeetingthem Whatever toapplication prize you throw havebring a occupations hits, sentence ten you 29

22.

23.

Strange costume or toilet seat - these must be worn at meetings until you bring a new member. Then it is passed on to another Jaycee. Fine the member for not wearing the item. Hosp~allD bracelet - issue one to each member. They must wear it until they sign up a new member. Issue at least three times and save the old ones in a bowl for display at membership meetings. Exchange "can't gets" - have all members write down the names and phone numbers of people they have talked to about being a member but can't get to join. Get at least four names and exchange them with other members. $10.00 pot - meet with six members in the early evening. Have each member put $10.00 in the pot. Go out and sign up new members and return in two hours. Points are awarded for applications and money. One pointfor each application andtwo points for each application with money. Member with most points gets half of the pot. (Last place usually has five or six"applications and one or two checks in two hours.) Use national membership awards - promote the national awards program. This includes the contests and pins/patches for membership. (See The U.S. Jaycees Sales Catalog, Catalog No. 5004-0).

The objective of the "total Jaycee concept." The objective of the Springboard and Degrees of Jaycees programs. 8. New members' responsibilities. 9. A chapter roster. A sample orientation agenda is provided in the Apper1dix on page 77.

6. 7.

24.

Activation
Activation of your chapter's membership results from effective personnel management.When a Jaycee drops their membership, they are throwing up a red flag that indicates there is a problem with the chapter's personnel management system. This problem is usually referred to as a "retention" problem. However, the problem is created by a lack of involvement which often results from one or more of the following situations: 1 . The chapter's planning is not sensitive to their needs. 2. They are not kept informed as to chapter activities, nor is their input requested. 3. They have not been properly recognized for their contributions. Obviously, many things go into providing for the active involvement of all your chapter's members. The U.S. Jaycees offers a series of two activation programs which are designed to assist your chapter in this effort. These programs are: Springboard and Degrees of Jaycees. The objective of this series of programs is twofold. 1 . To serve as a management tool for the officers and directors. 2. To serve as a guide for individual members to chart their involvement. Springboard The purpose of the Springboard program is to activate new members within ninety (90) days by providing an environment in which they meet Jaycees, work with Jaycees and learn about Jaycees. Study the Springboard requirements and you will see that it is not a difficult program. However, its simplicity does not overshadow the benefits, both immediate and longterm, that can be achieved by your members and your chapter. The Springboard requirements are: 1 . Attend 50% of the chapter's regular membership meetings 2. Attend a Springboard orientation 3. Help accomplish one of the following: a. Work on a community development project b. Attend an individual development program c. Work on a management development project 4. Share the Jaycee experience by completing one of the following:
a. Bring a prospective Jaycee to a chapter activity

25.

26.

Orientation
The first step towards personal growth for the new member is a thorough orientation into the Jaycees. Each member that joins the Jaycees does so for their own reasons. A thorough orientation illustrates to the new member how they can begin satisfying those reasons. Hence, they a~e more likely to become an active member of your chapter. In this regard, it is best that new members receive their orientation as soon as possible after joining. Each chapter has its own approach towards providing for the orientation of its members. Some chapters conduct orientations during a specified time before each of their regular meetings. Others set aside one of the regular meetings every month or two for this purpose. The type of approach your chapter uses will depend on the numbers of new members being recruited and the size of your chapter. Regardless of the approach your chapter uses, the orientation of new members should provide them with at least the following information: 1. The goals of the chapter. 2. The chapter activities that will occur within the next few months. 3. Major accomplishments of the chapter during recent years. 4. The chapter's management structure. 5. The chapter's relationship to the state, national, and international organizations.

b. Assist in recruiting a new member

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5.

Complete and return the Springboard Member Survey to The U.S. Jaycees. Each new member will be receiving a copy of Springboard Magazine, which will provide information on the Jaycee movement. Included in the magazine will be the Springboard Member Survey.

Degrees of Jaycees The Degrees of Jaycees program is for new and old members alike. It measures and recognizes the achievements of your members as they reach each level by providing a path to follow throughout their Jaycee career. The Degrees of Jaycees consists of three phases: Phase 1: Involvement covers the first three degrees and has been carefully planned to provide new Jaycees with opportunities to experience orientation, training, community awareness and sharing Jaycees. Phase 2: Experience covers Degrees 4, 5 and 6. It is designed to let Jaycees use their experience in the first phase to develop skills in the areas of activation, action and sharing Jaycees. Phase 3: Leadership covers the last four degrees and has been planned to provide Jaycees with the flexibility to exercise the leadership skills gained in the first two phases through training and sharing Jaycees. The specific details of the Degrees of Jaycees program are provided in the Appendix on page 74.

Implementing the Programs The key to the success of these programs is promoting them all year long. It is your responsibility to activate members and the way to accomplish that is to make the members aware of the programs available to them. This is especially true in the case of Springboard since there is a time limit on qualifying. Appoint an activation chairman, preferrably someone who has shown an interest in new members by having recruited several, to conduct the program. The chairman should make sure that: Wall charts are displayed at every membership meeting with up-to-date information on each participant's activities 2. Member surveys and certification forms are sent to The U.S. Jaycees; and 3. Recognition for achievement is given to each member that completes the requirements. Material such as a chairman's guide, wall charts, certificates, pins and patches can be ordered from The U.S. Jaycees, Sales Department, P.O. Box 7, Tulsa, OK 1.

74121-0007.

Community Development Vice President

Your year as community development vice president can be self-rewarding. Your efforts will impact the community and its citizens, as well as provide the workshop for your Jaycee members. You are responsible for a major programming section of the "total Jaycee concept." The programs and projects for the prioritized Major Emphasis Areas (MEAs) of community development offer leadership training and personal development opportunities. They are the workshop for your Jaycees to sharpen their skills. Every member needs the opportunity to sharpen his skills. Your responsibility is to ensure that these opportunities are offered. Directors with Major Emphasis Area responsibilities and the chairmen for the programs and projects that are set to achieve the prioritized goals of your chapter's community development programming are vital leadership training
positions.

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The four Major Emphasis Areas for community development are: Human services Community improvement Government involvement Community fundraising Your chapter will assist you in setting goals for these Major Emphasis Areas during your chapter's planning process. This planning will be covered later in this section. This system of Major Emphasis Areas promotes the belief that a chapter cannot fulfill all of your community's youth improvement needs by conducting a single project. However, several projects strategically conducted during the course of the Jaycee year can have an impact. This is why it is important to have a director take the responsibility of coordinating the activation of each Major Emphasis Area prioritized by your chapter. Recruit present Jaycee members to fill positions according to their personal interests. Every member should be assigned'a job responsibility at the beginning of the year. A director position or project chairmanship is a place for them to start. New Jaycees should also be given a list of these opportunities and asked to select a position that fits their interests. This should be done as part of the recruiting process. Assigning positions is a vital part of the new chapter management system. Those new leadership positions will assist your chapter by providing opportunities for membership to receive the leadership training they joined to receive. Major Emphasis Areas with program and project ideas for the community development programming area are covered later in this section. As community development vice president, you have additional responsibilities that are directly related to the success of your .chapter. Your chapter's Blue Chip year depends on each officer's ensuring that the Blue Chip requirements directly related to their area are fulfilled. Also, as was discussed in the "You As An Officer" section, you need to assist when called upon by your chapter president to help other officers with their responsibilities. Teamwork is vital to the success of your chapter's Blue Chip year. There are two requiremtmts for which you are directly responsible in guaranteeing that your chapter attains Blue Chip status. One is an optional requirement that you should have no problem ensuring that your chapter completes. This requirement is that your chapter conduct the assigned amount of community development projects for its population division. Refer to page 75 of the Appendix for the Blue Chip criteria for your assigned number of projects. The number of assigned projects is just the minimum that your chapter should conduct to have an impact in your community. Through proper planning and goal-setting, your chapter will conduct many more projects to affect the priority needs of your community. 32

The success of these projects depends on your MEA director and the chairman. Once these positions have been filled, you should conduct training. Refer to the section of this Officers' & Directors' Guide for committee and Chairman's Planning Guide training. The other requirement you must ensure is completed so that your chapter attains Blue Chip status is the community needs analysis. The community needs analysis is a vital part of your planning process. There are several methods to assist you in developing your community needs analysis: Community survey Interviews of community leaders Discussions with government agencies Observations A sample community survey is provided in your

Chapter President's Handbook, Review this survey

and personalize it for your community. The following is a sample plan of action to conduct a community survey. Be sure to involve as many members as possible in conducting the survey. Community Survey Plan of Action 1. Develop community survey Include questions about community problems/needs Include place for name, address, phone and age 2. Media coverage - before the event Ask local newspaper to run articles announcing survey Ask local radio station(s) to run PSAs 3. Target several residential areas to canvas. Survey households (It is not necessary to go to every house in the community; perhaps survey one household on each block.) 4. Target survey to include: City government agencies Established businesses Newcomers to communities (businesses) City officials School officials 5. Set up information/survey booth Include information on chapter activities Make sure there is manpower to cover all times the booth is open Have Jaycee membership applicatiuns available Target high pedestrian traffic areas (everybody's favorite grocery store or the town variety store) 6. After the event: Submit pictures of Jaycee booth and Jaycees visiting with businesses, as well as articles thanking people for their participation and listing some of the survey results in the media Send thank you letters to businesses, offering their employees the opportunity to join your chapter in its community effort Follow up on prospective members from survey Submit a letter to the editor thanking him for the coverage

Once the survey has been conducted, tabulate the results and make an appointment with your mayor, city manager and members of the city council to discuss the apparent needs of your community and what areas they are planning to address. You should also discuss those items that are high priorities of your county's social services agencies. Make sure you observe the activities of community service groups and other organizations that are also working to improve your community. Review all the information you have obtained through your community survey. Following this analysis process, you should be able to list community needs that are not receiving the attention they deserve. This will help you develop your year's community development plan and will ensure that your chapter will not address needs that are already being fulfilled. Remember, the success of your chapter and the responsibility for your chapter to Blue Chip depends upon you. Use the information provided within this section and the wealth of knowledge provided in this Officers' and Directors' Guide to assist you in this "quest for success." Other specific duties of your office are listed below. Remember, as community vice president, you playa major role in your chapter. This year will provide you with valuable leadership training. Take advantage of the opportunities to improve yourself while having an impact on your fellow Jaycee members and the citizens of your community.

11 .

Provide a written evaluation of the annual progress of the community development programming area by preparing a community development year-end programming book.

Specific Duties
Develop and conduct a community survey to determine the needs or problems of the community. 2. Develop a plan of action based on the results of the community survey (Section C of the Planning Guide for Chapters form). 3. Assist treasurer in the development and maintenance of the community development portion 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 speakers from the community. 8. Monrtor and evaluate Section C of the Planning Guide for Chapters. Report progress to the board of directors. 9. Serve as liaison between your chapter and the community, i.e.: School board City councilor government body Chamber of Commerce Other civic organizations 10. Provide publicity in the community development area of the chapters. 1.

Planning Guide For Chapters As community development vice president, you are responsible for the community development programming section of your chapter's planning guide. Refer to page 78 of the Appendix to see the planning guide form and to see how your section relates to the other sections. Your chapter president has a completed sample planning guide as part of his handbook. Review the community development section with him before you begin to develop your section. The planning process itself is vital to the success of your chapter. In order for your chapter to have an impact on your community, your members must have a plan of action; goals must be set and projects selected to fulfill these goals. It is important to realize that once the plan has been set, you need to carefully evaluate to determine if your intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if your priority need has been fulfilled by another group. You should keep a record of the year's activities with references to the annual progress of the community development programming. This annual report will assist your chapter's officers in formulating next year's plan. The following information will assist you in completing your section of the planning guide. Make sure to include as many members as possible in this planning process.

Community Development Programming Step One: Identify problems In your community In relation to the community development Major Emphasis Areas, and describe procedures used to determine these problems. Community development projects have a terrific impact on communities and the lives of neighbors and friends. Maximum impact of these projects will come from a planned attack on the problems affecting the community. The identification of the problems can become complex unless you work with an open mind and a determination that you will identify real problems and not just symptoms. Use the information you gained from conducting your community needs analysis to identify needs of your community. You also should ask your members to talk to their neighbors and bring their suggestions to your planning session. List the four community development Major Emphasis Areas on a chalkboard

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Then list the identified needs that relate directly to each MEA. Use the definition of each MEA to assist you with placing these needs. PrIoritize the above MEAs and establish priorIties for each based on the desires and Interests of the members, considering available resources. Once your chapter has determined the needs of your community, it is time to establish priorities for an orderly plan of accomplishment. Deciding which Major Emphasis Area should receive your top priority can be difficult. First you need to prioritize the four Major Emphasis Areas. Next, priorities need to be established under each MEA. When deciding on priorities, it may help to ask the following questions: Which has the most serious or urgent problems? (Which problems have the greatest need for a solution?) Which will have the greatest impact on the chapter? (Is it re~sonable for the chapter to become involved in this particular area?) Is there another group or agency now offering the programs or planning to do so in the near future? (If needs are being met, or the programs offered, why spend time and money duplicating the efforts of another group?) Is there ample personnel available, both present and realistic potential, to work on the programs? (Personnel can be Jaycee members and others in the community who want to offer the programs and are willing to work.) What are the financial requirements to offer the programs and what financial resources are available? (Financial resources are not just the chapter's bank balance or the expected income from fundraising projects planned. They include outside financial reso~rces or the possibility of special funding.) Which programs will appeal most to the membership. (In which programs will the membership have the greatest interest? If it doesn't appeal to the membership, then they won't make the commitment to get involved.) Once you consider each of the above factors for each need under each Major Emphasis Area, you should prioritize and list them, with the top priority first. Then, you should prioritize the MEA also considering the above factors. Set specific and Identifiable goals for each priority within the prioritized MEAs. Goal setting is an extremely important function of any planning process. A goal establishes what you want to achieve in relation to each priority and defines the standard of measurement. Look at your top prioritized Major Emphasis Area and the list of priorities under that MEA. Set specific goals for each priority. Complete this process for each MEA. Keep in mind the following valuable points when 34 2.

setting your goals: Goals must be written. Writing the goal down will motivate you to action. Goals must be specific. The goal must be so specific that it can be totally understood. List dates, 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 you and your chapter establish goals, they should be based on the 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 feel they are impossible to accomplish. Goals should be personal. The more the members participate in setting goals, the more likely they are to become totally involved in reaching goals. Select the best programs/projects to achieve the goals. Determine the projects you can use to reach each goal. This determination should be made through study and planning. A need will require more than one project before that need is fulfilled. These projects could be interrelated, with one leading to the next or supplementing the other. During the project selection phase of planning, the assignment of resources becomes critical. Basic resources of a chapter are money, materials and the time and talents of people. Remember to consider the availability of these resources from outside your membership. Also, be sure you are not duplicating the efforts of another group. If someone else is working to solve a problem, why not join forces with them. Solving the problem is the goal; the credit will come later. Show how you monitored and evaluated priorities, goals and projects; Include periodic results. Good management requires that we constantly know where we are in relation to where we want to go. A chapter must frequently evaluate its plan to see if things are on schedule. Your chapter should re-evaluate its priorities and how they relate to overall chapter programming at least quarterly. Are they still relevant? Are they needed? When re-evaluating, you should again follow the first four steps. Never hesitate to drop priorities or projects and replace them with others that will better meet your chapter's objectives. It is not poor planning to reset goals as progress is checked. Goals may be modified to properly reflect progress to date.

4.

5.

3.

6.

Show how you evaluated annual progress; Include results.

At the close of each Jaycee year, the officers and members should evaluate the chapter's total performance to determine their progress. Accomplishments for the year should be included in the progress report. A current status of the needs of the community that were addressed should also be included by listing what is left to be accomplished. Through this evaluation, and the resulting written report, a foundation is provided for next year. Those who follow you will have the benefit of your experience. By evaluating what happened, you will learn and gain through the analysis of both successes and failures. Your final report should be prepared according to the guidelines for state awards competition, even though you may not plan to submit it. The format detailed in The U.S. Jaycees Awards Manual is excellent for compiling and keeping good chapter records. This is included in the Chapter President's Handbook.

Human Services Community Development Major Emphasis Areas

A single project does not fulfill all the needs of your community's youth or elderly. However, several projects strategically planned for your Jaycee year can have an impact. The U.S. Jaycees is no longer going to award single project awards. The belief is that to really offer leadership training to Jaycee members, the amount of opportunities must be increased. More projects must be conducted to impact your community and to offer leadership training to your members. Each community development Major Emphasis Area is listed in this section with project ideas. Those programs offered by The U.S.Jaycees as Active Status, Library Status and Resource Status are listed under their respective MEAs, along with other project ideas. Information concerning Active Status programs is available through The U.S. Jaycees, Attention: Community Development Department, P.O. Box 7, Tulsa, OK 74121-0007. Information concerning Library Status programs is available through The U.S.Jaycees, Sales Department, P.O. Box 7, Tulsa, OK 74121-0007 (catalog numbers are included by each program). Remember, not all projects are listed here. Use your creativity to run projects that fit your community's needs. All projects designed to promote or improve the quality of life are included in this category. Any project whose purpose is to work directly w~h people would be included. Project Ideas U.S. Jaycees Active Status Program: Shooting Education Shooting Education is a gun awareness safety program designed to teach boys and girls, ages 8 through 14, the safe and proper methods of gun handling, use and respect. The four basic ingredients of the program are: Education-Instructing boys and girls in proper gun handling and safety. Safety-Providing actual "hands-on" learning of the safe and proper methods of gun handling and use. Enjoyment-Providing a lifetime sport, which can begin at a young age regardless of size, strength or speed. Competition-Involving youngsters in wholesome competition with their peers at local, state and internationalleve/s. Shooting Education also satisfies a community need that becomes more urgent each year. As the hunter / shooter population grows and open land areas diminish, the need for a gun awareness safety program is vital. The U.S.Jaycees neither condemns nor condones

35

the ownership and/ or use of guns. The decision is up to the individual. However, it is the contention of The U.S. Jaycees that the safest and most responsible methods of gun handling should be taught. It is a statistical fact that most gun accidents involving children ages 8 through 14, are directly related to improper gun handling. The need for wellorganized and concise instruction in safe and proper gun handling and marksmanship has now become a community-wide responsibility. Since its inception in 1963, the Shooting Education program has instructed millions of boys and girls. The remarkable safety record of the program reflects its quality; there has never been a reported gun accident at any Jaycee Shooting Education Program! Chapters wishing to develop a shooting team have both the state and the International BB Gun Championship Match available to them. Each year the International BB Gun Match is held in various locations around the country based on a bid-type competition between local chapters. Each state and many foreign countries may send a team to compete in the match. The International BB Gun Match is the third largest shooting competition in the world. For local chapters participating in the program, completion certificates, wallet cards and iron-on transfers can be ordered through The U.S.Jaycees Shooting Education program manager, free of charge. BB guns, wall charts and instruction manuals can be ordered from Daisy Manufacturing Company, Inc. at a very low cost. U.S. JAYCEES LIBRARY STATUS PROGRAMS: Operation Red Ball: Operation Red Ball is an opportunity for your chapter to: (1) Save lives by distributing Red Ball stickers and home fire prevention information sheets throughout your service community; (2) Make fireman's job easier by removing old Red Ball stickers where children and invalids no longer reside; and (3) Promote fire escape planning by distributing EDITH (Exit Drills In The Home) flyers in the schools for children to take home, fill out and practice. This kit details all "how to" information (5300-0). Take a Bite Out of Crime: This 20 page booklet lists several crime prevention programs. Included in the booklet is a coupon for additional materials available from the Crime Prevention Coalition (5306-0). U.S. JAYCEES RESOURCE STATUS PROGRAMS: Hugh O'Brian Youth Foundation: What are the specific objectives of the HOBY Foundation? (1 ) Seek out, recognize and reward leadership potential of high school sophomores here and abroad; (2) Encourage and assist members of this formative age group in their quest for self-identification and self-development; (3) Interface these potential leaders with recognized leaders in business, industry, government, science 36

and education through give-and-take rap sessions; and (4) Present through this exposure both exploration and advocacy of the American economic incentive system (5342-0). National Little Britches Rodeo: Little Britches Rodeo is strictly a western program and features all of the rugged events of professional rodeo for contestants (boys and girls) 8 through 18. Its sole purpose is to provide a truly western sport founded on the principles of good sportsmanship under standard and approved rules of competition. Its compelling interest and exceptional entertainment value results from the courage, stamina and competitive spirit of the youthful participants (5339-0). Other Project Ideas: Pitch, Hit and Throw; Kids Wrestling; Big Brother; Boy Scouts; Girl Scouts; Junior Achievement; Junior Champ; child abuse; community health education projects; drug and alcohol awareness; foster grandparents; food distribution for the elderly and underprivileged; veterans assistance; job fairs; Fitness Education; Responsible Decisions; U.S. Jaycees Partners in Brotherhood; International Disaster Relief; sponsor foreign child; helping the handicapped; blood drives; Christmas for the needy and holiday rest stops.

Community Improvement
This category includes all projects which improve resources and facilities; promotes conservation and enhances the environment in your community and any project whose purpose is to work with properties and non-human resources would be included. Project Ideas U.S. Jaycees Resource Status Program: Take Pride in America: One-third of the United States is federal land - over 700 million acres. Many millions more acres are state and local public lands. Although most Americans wisely use their public land, some are thoughtless, even abusive.

These lands and their natural and cultural resources must be protected for Americans not from Americans. The Take Pride in America campaign was launched by President Reagan in his 1986 State of the Union message. The United States Jaycees can play an important role in discouraging abuse and promoting wise use of America's natural and cultural resources by participating in the Take Pride in America campaign. Take Pride in America is a partnership of over 40 States and U.S. Territories, nine federal agencies, and numerous private organizations - from Keep America Beautiful to the U.S. Chamber of Commerce-who are committed to the careful stewardship of the Nation's natural and cultural resources. This is not a massive federal program but rather a unifying theme for grassroots activity - the kind of local action exemplified by the Jaycees. Jaycee leadership in communities across the country can be an important asset to this program. Information includes fact sheet and project suggestions. Other Project Ideas: Resource and wildlife conservation; providing facilities for better use of public property; improving industrial development; recycling centers; mass transit car pools; energy audits; land use planning and city beautification.

ment. Many Americans express their disenchantment and hopelessness in the system by staying home on election day because they feel that "candidates say one thing and do another." The United States government has not changed. It still prescribes a government by the people. However, the attitudes of the people have changed. In the minds of the people our government is becoming less and less a government of the people. The attitude seems to be one of "why should I get involved? It won't do any good anyway." Governmental Affairs programs have been designed by The United States Jaycees to address this situation of disenchantment and hopelessness. Programs have been set up in such a manner that individuals, chapters and state organizations taking advantage of them will be able to gain new insight and understanding in the government processes as well as become more actively involved. This involvement is extremely important since the 1988 Presidential elections are just around the corner. Impact Program This is a promotion campaign which addresses the need for increased citizens' involvement in the election process at all levels of government on a yearround basis. This program will result in a more informed voter population entering the poll on election day. The projects for this campaign are outlined in The United States Jaycees IMPACT manual. The following is a brief synopsis of each project: Voter Registration: Registration seems to be the key to higher voter participation. More than 70 percent of registered voters vote. Jaycees' voter registration efforts can be one or a combination of the following: (1) A specific concentrated effort within the chapter to encourage all Jaycees and their families to register to vote. (2) An all-out effort by Jaycees to get qualified citizens properly registered to vote. (3) A joint effort with other civic organizations to ensure the greatest possible community-wide voter registration effort. Get-Out -The-Vote (G01V): There are two basic approaches to the G01V campaign: (1) Canvassing on a one-on-one basis. Of all the various campaign activities, GOTV's success depends most on organized one-on-one contact, as opposed to media exposure. For example: telephone campaigns, direct mail, personal visits and talking with others at a GOTV booth in a shopping mall. Selective advertising such as Public Service Announcements, letters to the editor, posters or fliers can be used to help supplement these activities. (2) Voter service: The GOTV program should increase voter turnout. To succeed in this valuable 37

Government Involvement
This category includes all projects and programs of a governmental nature designed to better educate citizens in order to provide a greater public service and promote governmental awareness in America. Governmental Affairs Programs Abraham Lincoln stated in his Gettysburg Address that our government was a government. "of the people, by the people, and for the people." Today it is still a government of, by and for the people. However,many Americans feel helpless when it comes to making a positive change in their govern-

mission, a GOTV program should contain services that make it easier for citizens to get to the polls. These voter services fall into three basic categories: (a) Transportation. Provide transportation to the polls for voters who otherwise couldn't get there. (b) Babysitting. Provide temporary child care so parents have the opportunity to vote. (c) Information. Provide answers to questions such as where someone goes to cast their vote or how long the polls are open to help increase voter turnout. Candidates' Night: Most chapters are familiar with a Candidates' Night or Issue Night. In this situation, a chapter invites candidates for a particular office to speak. The speech may be given at a Jaycee membership meeting or at a public meeting sponsored by the Jaycee chapter. Occasionally, the program may feature candidates for more than one office. Candidates' Forum: Each candidate will give an opening statement and then responds to questions from the audience. In a forum, the candidates do not address each other or respond to previous statements. Issue Nights or Topic Nights: Instead of having candidates for office speak, your speakers address the pros and cons of the issues that interest your audience. These issues can range from street/park repair to school bond issues. Candidates' Debate: This is a formal presentation where candidates for office address certain topics or answer panel questions. Typically, there is an opportunity for each candidate to respond to another's statement (a rebuttal). There are various formats available. Model Legislature: Another part of Governmental Affairs is the Model Legislature program which is designed to allow Jaycees the opportunity to become actively involved in the legislative process. Chapter members meet together as Representatives or Senators to actively discuss and vote on legislative bills that are submitted by the local chapters. There are numerous benefits derived from a Model Legislature program. (1) It allows Jaycees the opportunity to actually take part in the legislative process of government. (2) It permits individual Jaycees to return this knowledge to the chapter or community to create public awareness. (3) It is a fun type project, and many Jaycee states have seen their Model Legislation bills actually passed by their state legislatures. (4) The most important benefit to the chapter is their ability to learn how to affect change in their community. Jaycee involvement in the State Model Legislature program takes the Jaycee out of the shadow of state government and puts each individual in the limelight of

active participation. United States President Woodrow Wilson said, "No more vital truth was ever uttered than that freedom and free institutions cannot long be maintained by any people who do not understand the nature of their government." The keys to getting involved is knowing how our system of government works, who to contact in order to get the desired results and the different methods of involvement. However, the most important decision is when to begin. Action must exist before anything can be accomplished. Knowledge plus action equals positive results. Set a goal to insure that our government remains of, by and for the people. Take the first step to making your community - and your world - a better place. Take advantage of the information and activities in The U.S. Jaycees Governmental Affairs Education Program today! If your chapter would like to conduct a Governmental Affairs program, materials with complete information are available from The United StatesJaycees Governmental Affairs program manager. For more information, please write or call: The United States Jaycees Governmental Affairs program manager P.O. Box 7 Tulsa, OK 74121-0007 (918) 584-2481

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nition of their outstanding fundraising efforts. During the national Te/ethon, the results of Jaycee fundraising activities across the nation are highlighted and a final check is presented, representing the total fundraising efforts of The U.S. Jaycees. Various incentive programs have been established that allow chapters and state organizations to send representatives to the national Telethon at MDA's expense. Chapters may also appear on local telethons in each state to be recognized for their participation in this national priority program. The criteria for local telethon appearances vary from state to state. Contact your MDA/ Jaycee coordinator to determine the criteria in your area. A chapter recognition program has been made available through The U.S. Jaycees by MDA. A state organization may recognize:

Community Fundraising
This category includes all projects with a primary purpose to raise funds for a specific program. These are projects which deal with fundraising for healthrelated organizations, foundations or any other com munity charity.

The top fundraising chapters in the state in each chapter population division (I through X); The top fund raising chapter overall; The top fund raising chapter per capita.

Each chapter is recognized based on the total dollar amount submitted to the state MDA office. Plaques are awarded to the top chapters as described above. Muscular Dystrophy fund raising kits are mailed to each chapter every March. These kits contain information on how to run projects to benefit MDA, as well as project suggestions and a sample CPG to help the chapter get started. Special emphasis is given to Muscular Dystrophy projects during March, April and May, in the March Through May for MDA program. An information packet is mailed to every chapter in January. This packet includes suggestions for easy pro-jects that can net your chapter not only money for MDA but good public realtions. An incentive and recognition program is also available for "March Through May."

u.s. JAYCEES ACTIVE STATUS PROGRAMS:

Muscular Dystrophy: Each year, Jaycee chapters across the country raise thousands of dollars for the Muscular Dystrophy Association (MDA) to be used for patient care, family services and research to find the cures for the 40 neuromuscular diseases covered by MDA. Since 1977, when The U.S. Jaycees officially endorsed Muscular Dystrophy as a major active status program, more than $15 million has been raised by Jaycee chapters for this worthwhile cause. Representatives of the Jaycee organization have the opportunity to participate in the Jerry Lewis Labor Day Telethon, held in Las Vegas, Nevada, in recog-

SI. Jude Children's Research Hospital Danny Thomas had a dream and in February 1962, that dream became reality with the opening of

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The St. Jude Children's Research Hospital. Since then, Danny's unwavering efforts have been justified by medical progress undreamed of only a short time ago. At St. Jude, doctors and scientists continue probing the mysteries of catastrophic illnesses of childhood -the cancers that maim and kill our children. Daily they seek not only better treatment, but the cause, cure and ultimately, the prevention of these terrible killers. Already, new findings and the export of that knowledge to doctors and hospitals the world over have brought international acclaim. Treating more than 10,000 patients from 39 states and 30 foreign countries, St. Jude is the largest childhood cancer research center in the world. During the last year, on any given day, approximately 2,800 children were recorded as active patients at St. Jude. An active patient at a research hospital is one who is admitted to a research protocol (a scientific plan of study of illness). The treatment received depends on the condition of the patient and the response to therapy. The following statistics for the year ending June 30, 1986 illustrate the fact that on the basis of service provided, St. Jude is comparable to a 500-600 bed general care facility: Clinical lab determinations Pharmacy prescriptions Diagnostic X-ray examinations Blood transfusions Radiation treatments CAT scans Radioisotope scans Dental treatment Surgical procedures 384,677 464,431 7,012 9,074 9,097 5,979 1,245 934 418

Other Project Ideas: Cancer fund; heart association; March of Dimes; Project Concern; community foundations and local charities, plus fundraising for foreign relief.

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Ind~ual Development
Vice President

In July 1985, The United States Jaycees executive board of directors voted to accept St. Jude as a U.S. Jaycees major charitable beneficiary. Since that time, Jaycee chapters across the country have raised funds for research at St. Jude through projects such as BikeA-Thons, Math-A-Thons, raft races, pancake breakfasts and radio specials. Chapter incentives are available from St. Jude for many events. Program fundraising kits are mailed to each Jaycee chapter and are available through The U.S. Jaycees Sales department. Your help is vitally important to the continuation of this miraculous story. The research being done at St. Jude Children's Research Hospital benefits communities all over America and, indeed, all over the world. By telling the story of St. Jude, you and those who pledge to help can create an awareness of this institution that will generate the support it needs. Every gift is in effect a gift of life to St. Jude and the children of the world that dream of having a chance to grow up. Thanks to the dedicated staff of St. Jude and the volunteers like the Jaycees who care, children whose future was once considered hopeless now have a better chance to live.

As individual development vice president of your chapter, you have the unique opportunity to develop and enhance the leadership of your chapter, as well as the future leadership of your chapter and community. The programs that have the potential to have a direct affect in changing and improving the lives of your chapter's members rests ,in your hands. You are responsible for a major programming section of the "total Jaycee concept." The programs and projects for the prioritized Major Emphasis Areas (MEA) of individual development offer leadership training and personal development opportunities. They are the vehicle for your Jaycees to sharpen their skills. Every member needs the opportunity to sharpen their skills. Your responsibility is to ensure that these opportunities are offered. Directors with Major Emphasis Area responsibilities and the chairmen for the programs and projects that are set to achieve the prioritized goals of your chapter's individual development programming are vital leadership training positions. The three Major Emphasis Areas for individual development are: Leadership Development Family Life/Spiritual Development Personal skills Your chapter will assist you in setting goals for these Major Emphasis Areas during your chapter's planning process. This planning will be covered later in this section. The new system of Major Emphasis Areas promotes the belief that a chapter can better fulfill its members' self-improvement needs by strategically conducting a group of programs in a given area, thus providing a greater impact on its members. This is why it is important to have a Jaycee take the responsibility of coordinating the activation of each Major Emphasis Area prioritized by your chapter.

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Major Emphasis Areas with programs and project ideas for the individual development programming area are covered later in this section. As individual development vice president, you have additional responsibilities that are directly related to the success of your chapter. Your chapter's Blue Chip year depends upon each officer ensuring that the Blue Chip requirements directly related to their area are fulfilled. Also, as was discussed in the "You As An Officer" section, you need to assist when called upon by your chapter president to help other officers with their responsibilities. Teamwork is vital to ~he success of your chapter's Blue Chip year. There are several requirements which you, the individual development vice president, are directly responsible for in guaranteeing that your chapter attains Blue Chip status. One requirement is to develop and conduct a member survey. The member survey is a vital part of your chapter's planning process and will be a key indicator of what individual development programs your members need and desire. The development and implementation of the member survey should be coordinated with your chapter president and management development vice president. A sample member survey is provided in the Chapter President's Handbook. Review this survey and personalize it to meet your chapter's needs. Another requirement is that your chapter conduct an assigned amount of individual development programs and that three of those programs are: Personal Dynamics, Leadership Dynamics and Communications Dynamics. Refer to page 76 of the Appendix for the assigned amount of programs needed to fulfill this requirement based on your chapter's respective population division. The number of assigned programs is just the minimum you are expected to conduct to have an impact in the individual development area of your chapter. Hopefully, through a complete needs assessment of your members, good planning and goal setting, you will conduct many more programs to create a greater potential for the leadership and personal skills development of your members. Another requirement is to prepare and submit one Major Emphasis Area entry from the individual development programming area to your state for year-end judging. It is your responsibility to directly assist your directors in preparing their respective MEA entry. Each MEA entry will consist of the completed Chairman's Planning Guide for each program conducted in the Major Emphasis Area. Remember, the success of your chapter and the responsibility for your chapter to attain Blue Chip depends upon you. Use the information provided within this section and the wealth of knowledge provided in this Officers' and Directors' Guide to assist you in the Blue Chip "quest for success."

Other specific duties of your office are listed below. Remember, as individual development vice president, you play a major role in your chapter. This year will provide you with valuable leadership training. Take advantage of the opportunities to improve yourself while having an impact on your fellow officers and Jaycee members.

Specific Duties
1. Develop and conduct a member survey to determine the individual development needs of the chapter. Develop a plan of action based on the results of the member survey (Section B of the Planning Guide for Chapters form). Assist the treasurer in the development and maintenance of the individual development portion of the chapter budget. Supervise and train assigned directors. Coordinate the selection and training of project chairmen with the directors. Provide monthly articles for the chapter newsletter. Coordinate the selection of guest speakers to meet members' personal development needs. Monitor and evaluate Section B of the Planning Guide for Chapters. Report progress to the board of directors. Provide publicity in the individual development area of the chapter. Provide a written evaluation of the annual progress of the individual development programming area by preparing an individual development year-end programming book.

2.

3.

4. 5. 6. 7. 8.

9. 10.

Planning Guide For Chapters As individual development vice president, you are responsible for the individual development programming section of your chapter's planning guide. Refer to page 78 of the Appendix to see the planning guide form and to see how your section relates to the other sections. Also, a completed sample planning guide is provided in the Chapter President's Handbook. Review the individual development section with the president before you begin to develop your section. The planning process itself is vital to the success of your chapter. In order for your chapter to have an impact on its members, your team must have a plan of action; goals must be set and projects or programs selected to fulfill these goals. It is important to realize that once the plan has been set, you need to carefully evaluate to determine if your intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if your priority need has been fulfilled. You should keep a record of the year's activities with references to the annual progress of the individual development programming. This annual report will assist your chapter's officers in formulating next year's plan. 41

The following information will assist you in completing your section of the planning guide. Make sure to include as many members as possible in this planning process. Individual Development Proarammlna 1 . Describe procedures used to determine your members' self-improvement needs and Identify those needs in relation to the Individual Development Major Emphasis Areas (MEAs) listed below. a. Leadership Development b. Family Life/Spiritual Development c. Personal Skills Jaycees is a personal development and leadership training organization. In order to maintain this function you must plan chapter programming that will meet the needs of each member within the chapter. Utilize the talents of your fellow officers and members and design a method to identity your members' selfimprovement needs. Use the information you gained from the member surveys and conduct membership brainstorming sessions, individual member interviews and any other techniques that will identify member needs and desires. At the chapter planning session, list the three individual development Major Emphasis Areas. Then list the identified members' needs that relate directly to each MEA Use the definition of each MEA to assist you with placing these needs in their respective Major Emphasis Area. Prioritize the above MEAs and establish priorities for each based on the desires and Interests of the members, considering available resources. Once your chapter has determined the needs of your members, it is time to establish priorities for an orderly plan of accomplishment. Deciding which Major Emphasis Area should receive your top priority can be difficult. First you need to prioritize the four Major Emphasis Areas. Next, priorities need to be established under each MEA When deciding on priorities, it may help to ask: Which has the most serious or urgent problems? (Which problems have the greatest need for a solution?) Which will have the greatest impact on the chapter? (Is it reasonable for the chapter to become involved in this particular area?) Is there another group or agency now offering the programs or planning to do so in the near future? (If needs are being met, or the programs offered, why spend time and money duplicating the efforts of another group?) Is there ample personnel available, both present and realistic potential, to work on the programs? (Personnel can be Jaycee members and others in the community who want to offer the programs and are willing to assist.)
2.

What are the financial requirements to offer the programs and what financial resources are available? (Financial resources are not just the chapter's bank balance or the expected income from fundraising projects planned. They include outside financial resources or the possibility of special funding.) Which programs will appeal most to the membership. (In which programs will the membership have the greatest interest? If it doesn't appeal to the membership, then they won't make the commitment to get involved.) Once you consider each of the above factors for each Major Emphasis Area, you should prioritize and list them, with the top priority first. Then consider each factor for the needs listed under each MEA Prioritize each need under each MEA starting with the top need. Set specific and Identifiable goals for each priority within the prioritized MEAs. Goal setting is an extremely important function of any planning process. A goal establishes what you want to achieve in relation to each priority and defines the standard of measurement. Look at your top prioritized Major Emphasis Area and the list of priorities under that MEA Set specific goals for each priority. Complete this process for each MEA Keep in mind the following valuable points when setting your goals: Goals must be written. Writing the goal down will motivate you to action. Goals must be specific. The goal must be so specific that it can be totally understood. List dates, 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 you and your chapter establish goals, they should be based on the 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 members feel they are impossible to accomplish. Goals should be personal. The more the members participate in setting goals, the more likely they are to become totally involved in reaching goals. Select the best programs/projects to achieve the goals. Determine the programs/projects you can use to reach each goal. This determination should be made through study and planning. A need may require more than one program/project before that need is fulfilled. These programs/ projects could be interrelated, with one leading to the next or supplementing the other.
4.

3.

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During the program/project selection phase of planning, the assignment of resources becomes critical. Basic resources of a chapter are money, materials and the time and talents of people. Remember to consider the availability of these resources from outside your membership.
5.

Individual Development Major Emphasis Areas

No single individual development program or project will fulfill all the personal growth needs of your members. However, several programs strategically planned for your Jaycee year can have a great impact on the leadership development of your members. Because of this, The U.S. Jaycees will award Major Emphasis Area entries which are made up of a group of single projects or programs. The belief is that in order to really offer leadership training to Jaycee members, the amount of opportunities must be increased. This can be accomplished by conducting more individual development programs, thus involving more members as project committee chairmen. Each of the individual development Major Emphasis Areas are explained in this section. Individual development programs offered by The U.S. Jaycees are listed in their respective MEAs with a brief explanation of each program. Also, other individual development programs or project ideas are provided to show examples of where they fit into each MEA. Individual development program materials are available through The U.S. Jaycees, Sales Department, P.O. Box 7, Tulsa, Oklahoma 74121-0007 or toll free number 1-800-331-3248. (Catalog numbers are included by each available program.) Remember, not all possible individual development programs are listed here. Use your creativity to offer additional individual development programs or projects that will fulfill your members' personal growth needs.
=liME

Show how you monitored and evaluated priorities, goals and projects; include periodic results.

Good management requires that we constantly know where we are in relation to where we want to go. A chapter must frequently evaluate its plan to see ifthings are on schedule. Your chapter should re-evaluate its priorities and how they relate to overall chapter programming at least quarterly. Are they still relevant? Are they needed? When re-evaluating, you should again follow the first four steps. Never hesitate to drop priorities or projects and replace them with others that will better meet your chapter's objective. It is not poor planning to reset goals as progress is checked. Goals may be modified raised or lowered - to properly reflect progress to date.

Show how you evaluated annual progress; include results. At the close of each Jaycee year, the officers and members should evaluate the chapter's total performance to determine their progress. Accomplishments for the year should be included in the progress report. A current status of the needs of the members that were addressed should also be included by listing what is left to be accomplished. Through this evaluation, and the resulting written report, a foundation is provided for next year. Those who follow you will have the benefit of your experience. By evaluating what happened: you will learn and gain through the analysis of both successes and failures. Your final report should be prepared according to the guidelines for state awards competition. The format detailed in The U.S. Jaycees Awards Manual is excellent for compiling and keeping good chapter records. This is included in the Chapter President's

6.

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Handbook.

Leadership Development
This MEA category includes all programs with the purpose being to build leadership skills. The following U.S. Jaycees programs go into this category: Personal Dynamics, Leadership Dynamics, Communication Dynamics, Time Dynamics and Speak-Up. Through participation in these programs, members will acquire information to help define and develop their leadership, communication, management and speaking skills. 43