Table of Contents

Introduction

Why Plan

Organize To Plan

"I

Characteristics of a Good Plan

The Planning Process

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Summary

17

Appendix

IH

A Guide to Chapter Planning for Winston-Salem Jaycees

Introduction
"Alice said, 'Would you tell me, please, which way I ought to go from here?' 'That depends a good deal on where you want to get to, ' said the cat. '/ don't know where, , , " said A lice, 'Then it does-n't matter which way you go,' said the cat, " l.rwis Carroll.
AUCE I;\! WONDERl.A;\!D

often-used expression but it is accurate. is the key to success. TIlat may be an chapters that are most successful and have the b'Teatest impact on their communities and the lives of their members arc the ones who have planned besl. Planning takes many forms. It ranges from the detailed, item by item, minute by minute plan all the way to the mentally conceived but never written plan of the individual. The Jaycees, over the years, have developed a chapter planning method which has proven successful for many chapters across the country. It can be used by the small chapterof20members in acommunity of 500 or less to the large chapter of 500 in a city of hundreds of thousands. 'nlis manual is written to explain the Jaycee planning process \0 you. It will cover: (I) Jl'hy you should plan (2) Organizing to plan (3) Characteristics of a good pLan and (4) The pLanning process - an expLanation of the PLanning Guide for Chapters. Also included in the manual is a Planning Guide for Chapters that was actually completed by a Jaycee chapter. This method of planning is not only successful in a Jaycee chapter but is also extremely useful in business. Terry Lewis of the Texarkana Jaycees states, "I use the Planning Guide for Chapters to plan my business. I've taken the Planning Guide for Chapters and used those techniques to make thousands of dollars. Mine is a Jaycee business because all I know about managing a business I learned through the Jaycee chapter management process." There are many more success stories just like that. The system works if you'll let it. Planning is the key to a successful Jaycee chapter. If you don't want to succeed then don't plan. If you plan properly you don't have \0 worry about success because whatever you do will be successful. No one plans to fail but many fail to plan; unfortunately theresultsare the same. It may take time to plan and organize but planning is theonly sure way you will get the performance that wi II lead your cha pter to the ach ieyemen t of its goals. Use the concepts of plan, ning in this manual and your chapter must succeed . It's up to yotl. Do it now.

Planning Jaycee

2
Why Plan?
individuals to achieve an objective in a systeplanning organizes the the efforts of agroupof efforts of your Jaycee chapter in the same way a small magnifying glass can be used to organize the sun's rays and direct them with concenmitedeffort aLOnespoLOn a board, eventually burning a hole in the board. Without the magnifying glass, the sun's rays can shine upon the board fora million years and never even scorch the board. Through proper planning, your chapter C'dn solve more community problems and meet the individual needs of your members with less effort, less confusion al1d more fun. Planning is a vital part of life. Planning ranges from the complex and extensive plans of putting a man on the moon to our personal plans of where we are going to lunch today. A Jaycee chapter must plan all segments (Individual Development, C"nmmunity Development and Management Development of its operdtions and combine them into one major plan to utilize the members effectively. Good planning for a Jaycee chapter will: One-Developtheabilityofeach individual to plan. Two-Chart the chapter's course for the year: Three-Pave the way for accomplishment (and, yes, awards.) Four-Provide the best use of resources. Five-Provide a basis for evaluation.

Planningfashion. Good matic is organizing

Develop The Ability To Plan

Planning is an ability each of us needs to develop. Jaycees isa leadership trdining organization and learning to plan and organize Jaycee chapters and individual action may be one of the most important things that we receive from our Jaycee experience. -n1ere are man y Jaycee success stories concern ing young men who had never been given any job with responsibility prior to joining the Jaycees. These young men successfully chaired several projects and were promoted by their employers because they C'drried the skills that they learned in Jaycees to work with them. These young men had probably begun to plan their future more definitely and successfully than before. You have also seen many young men in your town (Jaycees and non-Jaycees) who just seem to drift along without any particular goal in life. These men most often fail to live up to their potentials. Many times they are not able to accept opportunities or responsibilities that come their way because they have not learned to plan for their future. How do we develop the ability to plan? The best answer is" Practice!" And, that's where the Jaycees fit into the picture. Lack of proper planning denies the members of chapter benefits they are entitled to as a return on their investment of personal time and dues dollars.

Chart The Course

There is nothing which morp {'ffpctivPly tpars thp hpart out of a man, saps his strmgth, and spoils his sj}irit than mady stumbling along blindly - going nowhap, drifting through life, and being aware of it. (Napolean llill) A plan charts the course we will follow." works fora Jaycee chapter, much likea road map works when we are on vacation in unfamiliar territory. The map shows the route we will follow, the highway numbers, the towns and cilies we will pass through and the distances belween poinl5 on Ihe map. A properly develolx-d Planning Guide for Chapters will indiGlle

whne your chapter is 1l0W, whnt i I wallIS to ~o, Ihe rOlHe to rake, check points along Ihe way and the activities needed (() accol!1plish your chaptn's activilies. In fael. it becol!1es Ihe rOllLe (0 success.

Pave The Way For Accompli5hment

We've all laughed ahoU! Ihe man who "saddled his horse and rode off in alldirections at once." We commonly think of him as one who seldom accomplished anything worthwhile. A good chapter plan will helpavoid the same kind of situalion. Whenachapterhasa plan everyone knows exacd ywha tthe chapter is trying to accom plish, when they wan I to accom plish it, and how they propose 10 accomplish it. A good plan will gosofaras to list who will beresponsible, when the goal will be achieved and the project or projects necessary to achieve the goal. Too many Jaycee chapters follow the example of the horseman and go off in all directions at once without knowing where or why they are going. They are conducting projects simply because they have Ix'en conducted in the past regardless of whether they are relevant (needed) in their communities. In a sense rhey are reacting to chapter and community situations instead of positively attacking and solving problems. These chapters' lists of accomplishments are dominated by two things: (I) the number of fund raising projects conducted during theyear and (2) the number of organizations to which they donated money. Chapter Management by Reaction is essentially the opposite of managing a chapter through Planning. Positive accomplishments create good feelings among the chapter's members and a good name within the community. Good planning paves the way for those positive accomplishments.

Best Use 0/ Resources

A Jaycee chapter has available for its usea great variety of resources. JUSIa few of these are: One-Time and talent of Jaycee members. Two-Time and talent of state Jaycee officers. Three-Money. Four-Materials. Five-Community agencies. Six-Other civic organizations. Seven-Jaycee Women and wives. How these resources are used is extremely important to the successful Jaycee chapters. Proper planning allows the chapter to combine the resources available in a way thaI will result in the most benefit to the chapter and community. Often, Jaycees because the chapter planning the resources available at the greater accomplishment than faillO achieve the impact they should have on their community is based solely on the lime and talent of their members. Checking beginning of the year will enable the chapter to plan for a much just floating along with its own membership.

A Basis For Evaluation

When you evaluate your Jaycee year, or anything else, you shouldask, "Whatdid we setout lOdo? What goals did weauemptlOreach?" If you can gettheanswerfrom your chapter plan you are in a beuerposition todetermine how well you did. Evaluation is based on theobjectives (aims or goals) which were stated in the original plan. A well prepared Planning Guide for Chapters will give you the basis for measuring your progress at theendoftheyearoratany point during the year. If you left Denver, Colorado, goingdirecdy to Tulsa, yourobjectivewas to reach Tulsa. Whether or not you reached Tulsa is wha t you must determine in youreval uation. If you concluded your trip to Dallas, Texas, you have failed to meet your objective. You can't count your trip a success just because you enjoyed the scenery along the way. Planning carries with it 100 many benefits to the individual Jaycee. the Jaycee chapter and the community for a chapter to ignore doing it and doing it properly. . --/'

4
Organize To Plan
and have a system. II is just chapter leaders of thehappen. Planning to achieve the best possible resuILs from the time and eHon spem in planning. Comrary LO popular belief chapter planning can be fun. Organize the planning process LO include recreation and relaxation. Retreats (LOamember'scabin on the lake) can bring excellem resuILs and can even include the entire family. Some reson communities will donate facilities in exchange for time LOmake a presemation to your members. Rap sessions where the meeting is structured more for idea sharing and information gathering rather than decision making can be fun and accomplish the planning goal. Your imagination on how to make planning moreenjoyablecan increase the ideas and accomplishmems of the planning process. Planning sessions should be conducted first for the Individual Developmentand Community Developmem areas. "The are-dSof activities in Individual Developmem and Community Developmem must be determined before lbe Managemem Developmem functions can be effectively planned. Sometimes it will be useful to break imo sub-groups to do factgalbering. "Ille entire Board of DireClors should review the Management Developmem procedures and systems afLer the Individual Developmem and Community Developmem plans have been made. "nle Managemem Developmem areas should be planned around meeting members' needs and solving community problems. must be organized

Planning does not the responsibility

Idealistically every member should be involved in some phase of the planning process. Some wise old sage once said, "A man will work hardesttoaccomplish a plan he helped to conceive." Each member has something to comribute if he is asked. Members can be used in the problem identification stages and then again in brainsLOrming sessions to determine projects LO solve problems. Every member should havea personal copy of the chapter's proposed year's plan before it is voted upon. Realistically, the leaders will do most of the planning and praClically all of the decision making. 'TIle leaders are usually the Board of Directors and some past officers. The officers have the responsibility to see that the planning is done. In many cases the membership is so large that if each member was brouglll imo the decision making phase then planning would lake too much time. Just be sure that the membership has a chance for input Several tips to get the best results from planningare: One- Thegreatertheparticipation in the planning process, the more involved the members will be in executing their plans. Two-Many former officers and long-term members will find a meaningful role in planning. Use their experience and knowledge. Three-Be sure to provide ample time for planning. Your plan should be in operation within 30 days after you assume office. It's nice to have 30 days from election to the date you take office which gives you 60 days for planning. Four-Any planning groups established should be delegated the authority to plan their assigned areas. FivePlanning is not easy, but overcoming the difficulties of planning will provide many times the results in implementing the plan. Six-Make planning a fun process whenever possible. Organization can make the difference between a good pia,! that was enjoyable LO conceive and a poor or mediocre plan that was a chore. Organi/.ation of the planning process eliminates the confusion of seeking facts and allows things to progress more orderly thus I allowing for fun and self-satisfaction.

'-

5
Characteristics Of A Good Plan
chapter uses to obtain its objectives. Your good plan is of action means that a Jaycee year's plan the basic should serve your chapter in much the same way a road map serves you when you are traveling in unfamiliar territory. The difference is that you build your own road map as you go through the planning process. The Plan of Action is a guide that will identify the projects to becompletedaccording to the schedule developed by your chapter. Some characteristics of a good chapter plan are: It is interesting. The year's pLan shouLd appeaL to the members of your chapter because it provides them the opportunities to grow as individuals and to do things that they feel are worthwhiLe in your community. If the members aren't interested, then they wiLLnot work to obtain the goals. It meets the needs of members - the plan is balanced. A good pLan wiLLheLp the individuaL Jaycee member deveLop the abilities needed to serve as a Leaderand as a citizen. Since we have different needs, the Jaycee year must be varied and broad, yet weLLbaLanced. Be sure to include programs in IndividuaL DeveLopment, Management DeveLopment and Community DeveLopment. It is large enough to involve and challenge all members. You wiLLwant to get aLL your members to participate in your programs. The pLan shouLd be large enough so that there wiLLbe projects that are interesting to everyone, both in pLanning and operating. On the other hand, you shouLd avoid pLanning a program that is so Largethat it cannot be carried out. This is discouraging and is likeLy to cause some members to Losetheir enthusiasm. It is adequately financed. A Jaycee chapter needs money to operate. Most of the projects you wiLL conduct wiLL require money to compLete. The ways and means projects necessary to compLete the pLan of action must be considered and deveLoped in the pLanning process. A LLways and means projects shouLd be conducted according to sound business practices. Good, sound financiaL management is essentiaL for a good year. It must be flexible. A good plan must be deveLoped so that changes can be made as the chapter progresses through the year. A Jaycee chapter is constantLy changing and pLanning and must take this into consideration. A good pLan must be constantly monitored to detect needed changes and adjustments necessary to achieve desired resuLts. Develop your plan wi th the same type of thoroughness you would use if you were preparing a road map. In doing so, you will provide all necessary steps including provisions for alternati ves. With a good plan, you will be able to determine in advance the type of results your chapter will accomplish this year.

6
The Planning Process Planning Guide for Chapters Explained
marble, I see a statue, as plainly as though it "In every blockattiand perfect in of tude and action. I have only to hew away the rough walls that imprison the lovely apparition to reveal it to other eyes a5 mine see it." An architect first conceives a building in his mind then he puts itdownon paper. He puts in every detail.He builds the walks, landscapes the grounds and colors the flowers. Out of this will arise a set of plans, a detailed, structured, step-by-step program for completing the building. A list of secondary goals is established and under each of these a list of objectives that must be completed, every one of them a step toward the one final goal- the completion of the building. Now the architect has a workable plan. He knows where to begin, and he knows how each step will lead to another step until finally the building is completed. Chapter planning must be similar to the process practiced by Michelangelo and the architect. Their methods for obtaining their goals were differen t. However, bothof them first conceived their goals and then methodically went about putting things together to accomplish that goal. Michelangelo didn't just chipaway and accept the results: neither did the architect ju~begin laying bricks. Both had an idea, then a plan for achievement was developed. A plan must be a step-by-step blueprint which will lead you totheaccomplishmemof yourchapter'sgoals.

Michelangelo once shaped stood before me, said,

Set Y OUT Objective

The first step in the planning process is todetermineyourchapter'soverall objective. The objective should be the major reason your chapter exists. It should be what your chapter wishes to accomplish as the end result of your activities. It may be defined as something similar to the following:One-"To develop the personal capabilities and achievements of each member."Two-"To develop or enhance the leadership skills of each member through Individual Development programs and Community Development projects. "or Three;LeadershijJ Training through Community Development." Realistically defining your chapter's objective in clear precise terms will give you a hefty start in your planning process. Your objective will tell you where you want to go and where you should place your emphasis.

Six Steps To Basic Chapter Planning

The planning process itself comprises six basic steps. 'Vhile these are not theonly steps that could be used in chapter planning, they have proven to he successful in planning a Jaycee year for maximum accomplishment. The six steps are: One-Identify needs and/ or problems. Two-Establish jJriorities bal'ed on (l1la/1ableresources. Three-Set a sjJecific and identifiable goal for each jJriority. four-Select the best jJrojects to ach ievFmch goa l. five-Mon itor and eva luate jJriorities, goa is, and jJrojects. Six-EvaluateannuaijJrogress. These steps must be done for each of the threeareas of the Total Jaycee Concept - Individual Development, Community Development and l\lanagement Development.

Step On - Identify Problems Or Need5 "A Fault Recognized Is Half Corrected" Because of the truth in that statement, the identification of the problems and needs are an important step in the planning process. In fact, good planning cannot take place without identifying the problems or needs of your chapter and community. Without determining the problems, a chapter goes through the year much like kids at a party playing "pin the tail on thedonkey".111eycontinually pin the tail somewherebul seldom, ifever, fulfill thedonkey's need for having his Oy swatter replaced to its proper location. Two primary elements are necessary to properly complete the problem identification step- first, a desire to determine the problems, needs, and weaknesses in a fair, objective, and unbiased manner and secondly, to exactly identify the real problem. Chapters often work long, hard hours (even months)attackingwhat seemed to be a problem and then discover that their energies had been used on a symptom and not thecauseof the problem. An example of this is the chapter that owned and maintained a park to provide recreation for the young people of their community. One spring they noticed that there was a large round spot in the middle of the park where grass wasn't growing. They then proceeded to replant the grass and the grass was green all summer. The following spring the grass wasn't growing in the same round spot and the restof the park was green. This went on for several years. Each spring the grass that did not grow, was replanted and grew. Then suddenly a new Jaycee looked objectively at the situation and identified the real problem. That December they did not bum Christmas trees in the middle of the park and in the spring the grass grew green. Replanting the grass was attacking a symptom. Dead grass was not the cause of the problem. Correctly identifying the problem is critical to the planning process.

Step

On (a) Identify Your Members' Self Improvement Need5

Jaycees are known as a personal development and leadership training organization. In order to maintain this function we must plan chapter programming that will meet the needs of each individual member within the chapter. Review the following suggestions and design a method to best use the talents of your officers and members. Membership brainstonning. Give the chapter members the opportunity to discuss self-improvement programs. Brainstorming or rap sessions may be scheduled with all members encouraged to attend. In conducting a session such as this be sure that everyone has a chance to express his ideas. Some exciting possibilities for your Individual Development programming can come from a free-wheeling brainstorming session. Member interview. A good personnel management system can provide an excellent method of talking with each member to discuss the activities of the chapter. A list of questions or a check list can be developed for the directors (or anyone else interviewing the member) to use during the interview to insure the same topics are covered with each member. Written survey. The written surveyor questionnaire has been successful in some chapters and totally unsati.\jactory in others. The biggest problem with the written survey is getting enough members to respond to give a good indication of what the majority of the members need. A personal letter to a member's home with a self-addressed stamped return envelope will encourage more returns. There is a sample survey in the Appendix. The survey method can be combined with the personal interview method. This provides a guideline for the interviewer to u\e in talking with members. Admired or desired traits. Ask each member to select two or more people who they respect or admire. Then have them list the traits or characteristics of those persons that they would like to develop for themselves. The characteristics can be simple, such as: One-"I would like to be as calm when I stand up to speak as he is." Two-"He is always so organized as a person. I wish I always knew where I was going." Three-"I wish people would accept my ideas and follow my plans as they do his." Compile the characteristics listed into categories and find programs /0 develop

those traits. Speak-Up will develop the traitsforexample number i, Personal Dynamics number 2, and Leadership Dynamics number 3. ""-- I Outside evaluation. Through your visitation program to other chapters and your attendance at state meetings, you can pick up many ideas for individual Development programs. Your state officers (Regional Directors, District Directors, and State Chairmen) can give you some good suggestions because they are working with many other chapters and have been very active Jaycees. Don't overlook talking to past Chapter Presidents and Exhausted Roosters of your chapter. They, too, have a great deal of knowledge and know many of the membersofyour chapter and can project some of their needs. Fonner Jaycees. Each year fo.r some reason or other, the average Jaycee chapter will lose 35% of its members. Many of them drop out because they don't get an opportunity to grow as an individual. Talk to these people and determine the reason (not just surface facts) why they did not rejoin and what personal needs went unmet that he expected his Jaycee membership to fulfill. This can help you plan a program for individual development that will increase your chapter's retention percentage. Chapter officer's evaluation. This method should be used to supplement any or all of the other methods. The officers should discuss the possible programs which would be helpful to the members. Occasionally, the members may not realize the variety of personal growth programs available and thus some types of needs and! or interests may not be revealed in the survey. The officers can be more objective in identifying additional programs because of the many contacts they have with the members.

Step Orre (b) Identify Problems Within Your Community

'----- I Jaycees, through the years, have used Community Development programs as vehicles for leadership training. At the same time, these programs have had a terrific impact on the communities and the lives of their neighbors and friends. Maximum impact and accomplishment come from a systematic attack on the problems affecting the community. The identification of those problems can become a complex, mind-boggling process unless you work with an open mind and a determination that you will identify real problems and not just symp-. toms. Just a few 01 many methods are outlined here. Chapter Brainstonning. Brainstorming with your membership can lead to an identification of some of the community problems. However, unless you have a complete cross section of your community you still need to obtain outside ideas. Most chapters do not have a complete cross section needed to fully identify the problems. Member Interview. A simple method is to have every member in the chapter ten of his neighbors and obtain their ideas of what problems exist within the community. member reports his findings back to a general planning committee for compiling. Unless have members living in all sections of your community, you have the same problem with method as you have with brainstorming: Community Agencies. Community needs have already been assessed, measured, documented, or surveyed in most communities. Both governmental and fnivate agencies are involved in these efforts. Examples of the agencies include: Community Action Agencies, United Way, Area Agencies on Aging, Chamber of Commerce, Urban League, Youth Employment Agencies and a wide variety of others. It is important to remind the members who talk to these agencies not to give the impression that Jaycees are going to so/1ie the problems of each group or even assist them. }'ou visit The you this I should tell them that the Jaycees are trying to determine jJroblems that face the commzmity and '--' I are seeking as many ideas as jJOssible. Community Survey. A sunwy, to Jaycees, usually means a written questionnaire mailed to the public or jJrinled in the newspajJer. This melhod can be eff{'rlive if YOll rereivea

high percentage of responses. In communities where the Jaycees are known as "problem solvers" this method may work well. The United States Jaycees Community Suruey Manual (RSVP Catalog #5007-0) is an excellent how-to manual for conducting a community suroey. It contains several types of suroeys that can be adapted for use in your community. Canvass. A door-to-door CaTwasswill provide a quick response. This in essence is an interoiew of the citizens. The canvass must be planned so that a complete cross-section of the community is covered. Talking with citizens in only oneortwosectionsofthecommwlity will notgivea true picture. Commitment and hard work by the members of your chapter are necessary for canvassing to be effective. Look Around. Get in your car and ride around town and observe your commlmity. For this to be effective you must really see what is happening. The kids playing in the street may appear happy but does the fact that they are playing in the street indicate there is a lack of playgrounds or equipment? Does the fact that a large number of teenagers laughing and drinking while they sit on the hoods of their cars in the flarking lot of the supermarket indicate that there isa need for recreational facilities? Paper and trash on the street can be an indication of a clean-up orgarbage pick-up problem. You mU.5trelate what yo IIareseeing to what is causing the situation and not be lulled into complacency by the surface picture. This method will provide some answers, provided you don't wear rose colored glasses. Community Leaders. An effective method in many communities, particularly small ones, is talking with elected officials and other community leaders. They normally have their fingers on the pulse of the community and can give the chapter some good ideas. Some people to talk to are: Mayor, City Councilman, school principaL~, president of the Chamber of Commerce, Police Chief, Fire Chief, hospital administrators, and doctors. Shopping Center. Set up a booth or table in a shopping center, business district or mall and have people fill out a brief community suroey. To be effective the sumey must be brief. Check The u.s. Jaycees Community Sumey Manual for brief suroeys. TeleVIsion Stations. The Federal Communications Commission (FCC) require.\ that each television station conduct a sun1ey of community fJroblems and needs before the station's license is renewed. Ask to see their suroey. It will give you valuable information.

Step

On.e

(c) Management Development

The determination of problems in the chapter management section of your plan involves evaluating the stren~ths and weaknesses of your chapter as you are now operating. To do this, direct your attention to all the management functions. 'nlOse functions are: OnePlanning. Two-Training. Three-Financial l\Janagement. Four-Persml1lel J\Janagement. Five-Comm WI ication.

Planning
Several questions must be asked when you evaluate your chapter's planning process. They are: One-Does the plan we develop each year meet the characteristics of a good plan a\ outlined earlier in this manual? Two-Does the chapter organi::e to plan or just throw things together? Three-I low often did the chapter insert large projects into the plan of actiun last year that were not ineluded in the original plan? Four-Dot's the chapter require that tht' planning portion of the "Ci/./IH.I/./.\' .PLI.\.\/.\'(; (;/ '1m." be comfJleted before a project bt'gins? Five-Is planning an on-going proce.\:~or do we jllst plan at the beginning of the year and forgt't to monitor during tht' year? Six-How well does our plan relate to the m;aall chapter objective? Seven-How many members do we involve in the planning process? After gettin~ the answers to these questions you are ready to develop a planning process that will enable you to men the needs of your members and solve community problems.

Training
Training is often overlooked as a function of good Jaycee chapter mana~ement. Docs your chapter train Jaycees to do jobs that arc assigned to them? Dot'S your chapter take advantage of the training sessions offered by the state Jaycee organization? lias every member

been properly orientated to the Jaycees' ideals and philosophy and the part he plays in the total Jaycee concept? Does your chapter train committee chairmen to properly conduct projects or does the chairman wander through a project and then discover the "Committee Chairman's Workbook"? Does your chapter train thechapter'sofficers in how to perform their duties or were they convinced to run for office because someone told them the job was easy and then later discover that they didn't have the necessary background to do a good job? Training must be an important function of any chapter management plan. You can reach your chapter's objective only if the members know how to perform their duties as officers, committee chairmen and members.

10

Financial Management
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 becoordinatedamongall officers, directors, committees and chapter members. Some questions toaskabout your chapters ' financial management are: One-Does the chapter develop a detailed, realistic budget for each year? Two-Is the budget constantly monitored during the year? Three-Does the treasurer present a monthly cash flow and budget report? Four-Does the Board of Directors review the monthly financial reports to make sure the chapter isn't headed for financial trouble? Five-Are Committee Chairmen informed of their budget management responsibilities as they relate to their projects? Financially, your Jaycee chapter must be operated according to sound business practices. Don't allow Jaycee money to be handled any differently than you would handle money in your own business. Consult The U.S. Jaycees Officer's and Director's Guide for more detailed information on chapter financial management.

Personnel Management
The system you use to manage your members will have a great impact on the success of your chapter during the year. Your organizational structure must meet the needs of your members and keep them active in chapter activities. As you design your structure there are a few guidelines that will assist you. They are: One-No one person should be required to superoise more than 6 to 10 men. Two-The workload should be balanced between the Board members. Three- The system must be flexible so that additional people and programs can be added during the year. It must also be flexible enough to handle a reduction in the number of people and programs. Four-It must provide for easy and rapid two-way communications. Remember, as the number of middle management levels increase, the difficulties of communication multiply. Five-It must allow for delegation of responsibility and authority. Six-Each superoisormust know what is expected of him, the importance of his role in achieving the overall objectives, and the standards by which his performance will be judged. Always remember that the Jaycees is a people organization. You must manage your chapter so that each person can gain the most growth possible from eve!)' experience. Zig Ziglar says in his book, SEE You ATTHE Top, "You can get anything you want out of life, if you'll help enough other people get what they want." You miglll rephrase that and say, "A Jaycee chapter can accomplish an y goal it sets provided the Jaycees meet the needs of each Jaycee member." Your personnel management program should be designed to accomplish that.

Communication
Other than personal communications there are two primary ways that a Jaycee chapter communicates with its members: (I) through your regular membership meetings and (2) through your chapter publication. Some basic things to consider about your membership meetings are: One-Are meetings well planned? Two-Do meetings start on time? Three-Do new or prospective members have a hard time understanding what's going on? Four-Is parliamentary procedure used? Five-Do meetings end on time? Your meetings are a reflection of your chapter. Most of your members are informed about chapter activities at your meetings, therefore, a properly planned meeting is extremely important to chapter success. A well operated meeting usually means a well organized chapter. Consult The U.S. Jaycees' GumEToSuCCESSFI1LMEl\lBERSlliP AND BOARD MEETINGS (RSVP #5023-0)for more details.

11

Some questions to ask about your chapter's publicdtion are: One-Is it published on a regular basis? Two-Are the articles timely and do they tell the complete story? Three-Is it readable? Four-Is it clear, concise, complete and correct? Five-Does it include members names often? Six-Could a member unable to aI/end meetings tell what is happening in the chapter from reading the publication? The U.S. Jaycees' "CLIIDE SliCO~"SFlrL TO LOCAt.PlIBI.ICATIO:\'S" (RSVP #5022)contains some excellent materials for chapter use. A well-informed membership is usually an active membership. Plan your chapter's communication to assure that every member knows exactly what's happening. During the process of determining member needs and community problems. some of the weaknesses of your management systems and procedures may have corne to light. It is the responsibility of your chapter's Board of Directors to take an objective look at the weaknesses that might exist in the way your chapter operdtes. It may be hard to sit down and do an unbiased evaluation of your chapter. However. it is necessary. Unless the Board of Directors is willing to examine themselves and the chapter. the steps necessary for insuring progress cannot be taken. TiPs For Completing The Problem Identification Stage One-Be sure to identify the underlying causes of problems and weaknesses. Don't allow yourself to do bandage work when you can be a healer. Two-Evaluate responses for their true meanings and bebigenough and "tough skinned" enough to accept what is learned. The truth can sometimes hurt but don't let your chapter or yourself become defensive becau~e of the pain. Three-Do not allow problem identification to consume all your time. When a realistic idea of problems. needs and weaknesses has been identified. move on to step two. Four-A lways be alert to additional data or changing conditions. Five-Be sure to keep good records of how you identified the problems, needs. and weaknesses. These records will be extremely valuable when the problem identification process is undertaken again. Incidentally. for those of you interested in awards, these records wi II be most valuable to you when you put your entries together and could be the difference between number one or number two.

Step 2 - &tablish PrWritks

Once your chapter has determined the needs of your members. the problems of your community and the strengths and weaknesses of your chapter. then it is time to establish priorities for an orderly plan of accomplishment. The process for setting priorities will be very similar for each of the three areas (Individual Development. Community Development and Chapter Management) so the discussion will be in general terms rather than area by area. Deciding which problem should be attacked first can be difficult. Some factors to consider are: One- Which is the most serious or llrgcnt problem? (Which problem has the greatest need for a solution?) Two- Which will have the greatest impact on the community or chapter? (Is it reasonable for the chapter to become involved in this particular area;and if so willthechapterbe effective?) Three-Is there another group oragency now attacking the problem orplanning to do so in the near future? (If the need is being met, or the problem sohl{'d, why spend time and money duplicating efforts or doing cosmetic sllrger)' to the job of another group? Should YOIl join with the group to speed up their work?) Four-Is there ample personnel available. both present and realistic potential. to work on the problem? (Personnel can be Jaycee members and others in the community who want to solvt' the prob!p/n and are willing to work for its solution.) Five- What are the financial requirements to solve the problem and what financial resources are available? (Financial re.\Duras are not just tilt' chafJter's bank balan('{' or the expected income from fund raising projt'clS planned. They include olltside financial resources or the possibilit)" of spnial funding.)

Six- Which problem will appeal mostlO me membership? (In which problem will the membership have the greatest interest and desire to work toward solving? If it doesn't appeal to the membership, then they won't make the commitment to work for it. It may be the biggest problem facing the community but if it doesn't appeal to the membership then don't waste time trying to work on the problem. Appeal to the membership is the most important factor to
consider.)

12

Below is a case study of how one Jaycee chapter went through me process of selling priorities for meir community development programming. The Jaycees scheduled an entire membership meeting specifically for the purpose of selling priorities and establishing goals for Community Development programming for me next eleven monms. A list of community problems and needs, as previously determined by the chapter, was presented to me membership on pre-printed "score cards". These "score cards" were distributed and explained thoroughly to all members present.

JAYCEES'

COMMUNITY SETTING

DEVELOPMENT SCORE CARD

PRIORITY

NAME IOptto .n FACTORS

S-.

uch pt'oblem on the tollow.ng

10 (highl - 0 (Iowl COMMUNITY PROBLEMS

KIlle:

No.1 No.2

. 3
No ..

No.5 No.6

r
~..

Each member was asked 1O "prioritize" me list of problems on me card by giving each one a numerical score, based on three factors: I) his personal feelings about becoming involved in finding a solution to me problem; 2) the potential effectiveness of the chapter in doing someming about the problem; and 3) the known facts about the seriousness of me problem. One member's completed score card looked like this:

IOplloowl1

--

Z~ Uw 0:>~ "0 > >-> 0:0: "0 :0 >-" Uw w" g..p." ~ ';"0 6 3-5 '5 'fg ifg S'

~'nd 145 reponed Ci1V Senior Cthlen, V.ndel.-nl ,n Appro.,m."'., c:,,~ park. aoutKI 0 ,n ISO r.ommltttd 1 '" u~mp60y_' In communl'Y.

~~ N7 '1 5 15 4 '5 " /1

.... ~ if ~ >-

7 b '-{ ~ g

JAYCEES" FACTORS

COMMUNITY

DEVELOPMENT

PRIORITY

JrETf;0;-::AAO

13

After the individual members completed their score cards. they were asked lO hand them to the from of the room to the chairman. who then compiled the scores omo a chapter summary card. The final scores were then wriuen on a blackboard and looked like this:

JAYCEES

COMMUNITY

DEVELOPMENT

PRIORITY

NAME'OP"""'"~~

SETTlNGSCORECARO

(J..I~)I
~ fACTORS

10 Ih.ghl

- 0 (lowl PROBLEMS
t , ".

~
<I ~

~>a:;
_ m '"

t;! ~::;
108

COMMUNITY

~~ t;:::~ ~; ~g ;i~ I ~~510~ Ig;!

mo'''",
,n

YO..,I"(:'"1''' den.oved bv
"90 nO O.gnoIM
01.,10 11"

10'

voulh

f'{~

1"58

10~
:X>J

App.o mi1I"lv 150 nH(t 01 hom "P""

s,.'hm

C'"/,",'''

m
'f;;l..

Ig~
q

{'il
/7'1

(.j'j 330
'fOO

~5 c.ows ot chIld .!by '''POIII'd months .s'

I'.

dur '''9

1'30

~"

145 '.po,ted c"""'n comm,ttlPd 019""'" 511n,0. C.,.,.ns 460 y<\ -I du.onq 1917 V d4hsm on el'" p.o.'" 'oiIu,..d 0 ' 535,000.'" dl!"",,9" d..,,,ng PIUT ,,"".

16;;1..{30

1'58 '1'50

bb

{O{

7'f

"I

The Community Development priorities for the Jaycees for the next eleven months were: One-Senior Citizen Home Repair. Two-Crimes Against the Elderly. ThreeYouth Center or Youth Activities. Four-Child Abuse. Be sure lO carefully study the alx>ve score cards 1Odetermine how and why the Jaycees set these priorities. Jaycees in other chapters and other communities may have rated these problems di fferen IIy. dependi ng on aui tudes, cha pter resources and comm uni ty resources. The single most important faclar is the desire and interest of the members in allacking these problems. TIle above was only one method that can be used lOestablish priorities. You must develop a system that will work for your chapter and your community. Remember that you are trying to make the best use of your chapter's resources to correct problems and meet needs. By merely changing the_headings. this same system can be used lo have your members establish priorities foryo~r Individual Development and Managemem Development areas. How many problems should you attempt 10 solve? Only you and the members of your chapter can answer that question. The answer lies in how well you utilize the time. talent and resources of your chapter and the type of problems you are u'ying to solve. As you apply the six factors outlined previously. you will find the time. money and member interest will narrow the list considerably. Put enough items on your list of priorities lOassure that your members grow and that your community improves.

Step 3 -

Set A Specifi And Identifiable Goal For Etu:h Priority

\Vhether you are planning a Jaycee chapter's activities. pUlling a man on the moon or simply going to the grocery SlOre.goal setting is an extremely important function of any planning process. A goal establishes what you wamLO achieve in relation to each priority and defines the standard of measurement. To be effective goals must meet severdl standards. Goals must be written. Writing goaL, is an integral part of th(' goal s('tting process. Writing a goal down crystaliz('s thF thought behind it and thought can motivatF to action. Writing a goallessells the danger of its being changed by the passing of time. The processes of writing and clarifying thinking help expand thoughts and generatF nFW ideas. Goals must be specific. ThF goal must be so specific that it can b(' totally under-

II goal can not be too speCific. stood. Intelligent people will/lOt llctilwly work

71ery

lOl/g toward a goal thFY do no/ understand.

I~

"We are going to involve the youth of your community" or "We are going to increase the leadership effectiveness of our members" are not speczfic goals. They are very general, easily misinterpreted andsay nothing. "Ourchapter is go ing to sign up 25 new members by January first"; "We will reduce the reported VDcasesby 10% this year"; " We will have 20 members complete Leadership Dynamics by April thirtieth" - are specific and identzfiable goals. Goals must be measurable. When a goal is set it must include the standard of measurement and the specific end result. That is the only way we will ever know if we are accomplishing anything. "The most difficult thing about doing nothing is determining when you are finished." Your goal will establish when you have finisheda project or so lved a problem. Goals must reflect progress. When you and your chapter establish goals they should be based on the idea of improving what now exists. Obviously, many of the priorities selected cannot be solved completely within a year. Chapters must set short- and long-range goals for these priorities. Success is a journey, not a destination. Success begins with the first step toward the goal. To achieve the long-range goals, a series of stepsorsub-goaLsshould be set which lead to the accomplishment of the long-range goal. Deadlines for each step must be set, thus establishing a timetable for achieving the overall goal. 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. Many chapters set worthwhile challenging goalsfor themselves but fail to make much progress toward reaching them. If we could investigate, we would probably find the goals seemed completely unattainable and as a result, the members become so discouraged that they quit trying. Your members are the best ones to say which goals they feel are too high or too low. Ask them for their input. Be sure that the goals are set for your chapter, and not as comparative orcompetitive goals with other chapters. The accomplishment of the best chapter in the state may be totally unattainable for another chapter. To set goals based solely on the accomplishments of another chapter would be a serious mistake. Set your goals on what you and your members feel that you can and wam to attain. It has been proven that in most cases it is easier to reach a high goal than a low one. The motivational factor is usually greater with higher, more challenging goals particularly if the goal is solving a problem of interest to the majority of members. Jaycees have often proven this by accomplishing what others in the community considered to be impossible. Goals should be personal. The more the members participate in setting goals, the more likely they are to become totally involved in reaching those goals.

14

Step 4 -

Select The Best Projects Or Method To Achieve Em:h Goal

For each goal you set, you will need a plan for reaching that goal. This plan will include the project(s), procedure or method by which your chapter will reach the goal. Projects give life to your goal and moves your chapter toward success. For each goal set, there are probably several projects or methods available for your use. The best method should be selected through study and planning. Sometimes a problem will require more than one project before the problem is solved. The projects should be imer-related, with one leading to the next or supplementing the other. For example, one project may be to raise funds for the purchase of land, another to get the land re-zoned and a third to design and construct a playground. Each of these projects is related to the goal of providing playground facilities for 700children. Use creative thinking and explore as many possibilities as come to mind. Don't do something just because that is the way it has always been done. Examine your curren t projects and methods to see if they can be modified to reach the goal. Even though you should not automatically accept yesterday's method as being right for today, it is also not necessary to re-invem the wheel every year. Some things are good. Accept them. Once you've defined your chapter's objective, selected the projects for the Individual Development of your members and determined the Community Development projects you will conduct, it is necessary to establish an overall management process to reach

15

your goals and objective. The management process may not necessarily be called projects bUI will involve methexls. systems and procedures. Each of the five aspects of managell1{'III. (a) planning (b) training (c) financial managell1ent (d) Ix'rsonnelmanagement and (e) comll1unications, are related to each other and are dependent on each other for totalll1anage!Jwnt success. i\lost of the five are J1{'cessaryfor the success of any project. During the project selection phase of planning the assignll1elll of resources becomes critical. Basic resources of a chapter are mOJH'Y.materials, and the till1e and talent of people. Remember to consider the availability of these resources from outside your membership. Also, be sun' you are not duplicat ing thedforlS of an other group. If SOIl1{'OIH'else is working to sol\'{' a plOblem, why not join forces wit h them. Solving the problem is 1 he goal. the (Tedi t wi II come later. Use your state Jaycee organil.ation to help you select projects. State Chairmen 01 State Program Managers are anxious to help your !Jwmbl'ls. Your state Jaycee officers have expertise in many areas. If they don't have the answers. they can direct you to SOIl1{'OJ){' whodoes. Let them know your needs. ;\;ow that you have selected the projects for obtai ni ng your goals. you must Ix'gin detail planning for each plOject. Committee chairmen will be Ihe key to your success. The "CO;\I.\I/T rEI': CIIAIR;\I.\:'\ 'S \\' ORKBOOK"is a must for each of your chairmen. The workbook is availablefrom The U.S. Jaycees. Box 7. Tulsa, Oklahoma 74121-0007 orcalll (800)331-3248. Order RSVP No. 5044-0. This workbook has been described as the most important workbook ever produced by The t !.S, Jaycees. This workbook is a "how to" manual that coverseverythinga chairman needs to know about conducting a project from working with committee memlx'rs to how to Ust'the Chairman's Plann ing (;uide. Order a supply now and hold a training session for your committee chairmen to get the year moving. Some examples of problems and projects to solve them are: OnC-llldil'idzUl/ J)n,p/oIJllu'lIl IJmb/PIII: Members are not skilled at slx'aking: possible projects are Speak- t Jp. debates. or a memlx'l' roast. TWO-C01I111!ullil)' J)nJp/oIJ11!PIII IJrob!>11J: Lack of n'(Teational acti\'ities for community youth: possible projects arc Junior Athletics, Shooting Education, or dances. J)e(/eIOp11!elll weakness or problem: Chapter has a lack of Three-MallagnnPIII funds to 0lx-rate, IXJssible projects are haullled house, raffle, pancake breakfast or fair booth. List as many possible projects to solve the problem as you can think of. Then, select the best projects, project or melhex! to overcome the problem. Some problems will need only one project while others will take anelltireseries. Only you and YOlllchaptercan determilJ{' what is needed. Just be sun' you are making the most effective use of your resources.

Step 5 - Manitor And Re-Evaluate Priorities, Goals, Projects Or Methods

Coex!management requires that \\TConstantly kllow where weare in relation to \vI}(~rewe want to go. A chapter must fn'quently check to S{'{'if thiJlgs arc on schedule. An example of the type of monitoring a Jaycee chaptn Jleeds is the operation of the self-guided torpedo, or the inll'l'ceptor missile. The target or goal is knowlI - an enemy ship or plane. The objective is 10 reach it. 'Ill(' torpedo or missile must "know" the target they are sh<xJting for. 'Il1<'y must have some sort of propulsion system which propels them forward in the general direnion of the target. 'nley must he equipped with "sense organs" (radar, sonar, he-dtperceptors, ctc.) which bring information from thc target. These "sense organs" kcep thc machinc informcd when it is on the cOlTen course and whcn it commits anclTor and gets off course. The machine docs no( rcact or respolld to positivc fecdback. It is doing (he COlTcctthing alrcady and "just kceps on doing what it is doing." Thcre must be a cOlTcctivc dcvicc, howevcr, which will respond (0 ncgative fcedback. \\'hcnncgative feedback informs the mechanism that it is "off thc beam" too far 10 thc right. the cOlTenin> mcchanism automatically causes the rudder 10 mo\'e so (hat it will stcer thc machine back 10 thc left. If it "OVCJ(OJH'C(S"nd heads 100 far lOthe left. this mistakc is a made known (hrough negativc feedback, and thc CO!T{'C( device mm'es the ruddcr so it will in' .'>IlTrhe machi ne back to thnight. The lmpnlo anolllpi ishc.'> g()(tl by goi IIg fOI\\'anl. llIaki IIg t il.'>

errors, and cominually correcling memo Bya series of zig-zags illilerally "gropes" ilS way LO me goal. Your chapler musl gel feedback and correel iLScourse by moniLOring iLSaClivilies conslanliy. Your chapler should re-evaluale your priori lies and how lhey relale lo overall chapler programming, al leasl quanerly. Are lhey slill relevam? Are lhey needed? This reevalualion should follow lhe firsl four sleps again. Never hesilale LO drop a priorily or projecl and replace il wilh anOlher one lhal will beuer meel your chapler's objeclive. Il is nOl poor planning LOresel goals as progress is checked. Goals may be modified - raised or lowered - lO properly reflecl progress lOdale. Many Jaycee chaplers consider il lO be a disgrace lO drop a projecl curremly underway. If il is no longer needed or relevam lO your overall chapler programming, drop it. Caution: Don'l use lhe re-evalualion slep as a "COP-OUl."Take a realislic look al each of lhe prior sleps and see if changes are necessary. Don'l change jusl for lhe sake of change. Alme same lime, don'l be idealislic and ignore a change in lhe desire of lhe membership LOsolve a problem. "A sensible man watches for problems ahead and prepares to meet them. The simpleton never looks, and suffers the consequences." Proverbs 27: 12 Be sure your chapler is operaling as lhe sensible man by conslanliy moniLOring and re-evalualing goals, priori lies, projecls and melhods.

16

Step 6 - Evaluate Annual Progress

When we evaluale our year we should always ask, "Whal was our objeclive and did we reach il?" "Whal goals did we sel and did we allain lhem?" In me planning process we eSlablished goals for each priorily lhal was specific, idemifiable and measurable. Il is lhe measurable pan we are concerned wilh in Slep 6 and lhal enables your chapler lO evaluale progress lO dale. The basis for evalualion and lhe goals lOcheck forallainmem wereeslablished in Slep 3 of lhe planning process. As you evaluale your annual progress you muslgo back loSlep3 lO make lhe evalualion valid. Too oflen chaplers lisllheir projecls compleled and aClivilies panicipaled in and call1halan evalualion. Thal is likesloppingon lhe imerslale highway in me middle of lhe desen and saying, "here I am" and proclaiming your lrip a success even lhough you are hundreds of miles from your deslinalion and weeks lale. As each projecl is compleled, each goal achieved, and each priorily resolved, a final progress repon should be prepared. This final repon should be preparedallhecomplelion of lhe various phases. Al lhe close of each Jaycee year, lhe officers and members should evaluale lhe chapler's lOlal performance LO delermine lheir progress. Accomplishmenls for lhe year should be included in lhe progress repon. Also incl ude in lhe repon a currem anal ysis oflhe needs oflhe members, lhe problems of lhe communily and lhe slrenglhs and weaknesses of your managemem syslems and procedures. Through lhis evalualion and lhe resulling wriuen repon, a foundalion is provided for nexl year. Those who follow you will have lhe benefil of your experience. By evalualing whal happened, you will learn and gain lhrough lhe analysis of bOlh successes and failures. Your chapler's final repon should be prepared according lo lhe guidelines for Slale awards compelilion. Prepare il lhal way even lhough you may nOl plan lO sumil. The formal as delailed in The U.S. Jaycees Awards Manual is excellem for compiling and keeping good chapler records.

17
Summary
where you are and where you wanl lo go, like navigalion. If when you is nOl difficulL h's you know don'l know lhe lWOpoinls lhal navigaling lhe righl course becomes difficulL LeL's assume lhal you have saved for years lO lake an ocean voyage aboard a large luxury ocean liner. You finally have lhe money and book passage. You eagerly board lhe ship wilh ilS mighly engines pulsaling in preparalion LO leave pan. You go inlO lhe chan room and ask lhe Caplain lO show you on his cham your presenllocalion, whallhe neXl pan-of-call will be, your deslinalion and lhe roule he is planning lO gel lhere, and he answers, "I really don'l know." Would you be confidenl of his reaching his deslinalion? Would you wanl lO be a passenger on his ship? Whal has happened lo your erllhusiasm? Each year your Jaycee chapler selS oul on a lwelve mOnlh voyage. You have lo know where you are and where you wanllogo. You mUSl plan lheaclivilies necessary LOgelfrom where you are LO where you wanlLO go. You musl conslanlly review your progress lOmake sure you are on course. Plan well and navigalion will be easy and you will always have an answer when your members ask, "Where are we going?"

Planning is navigalion

 Appendix Management Development

Survey

18

Now is your chaner 10 air your opinions of Ihr mallagemrlll of Ihr chapin. The board of dirrclors would apprrciale your fillillg oul Ihe qursliolls below and reluming II/('I/I as SOOIl as possiblr. Plaa an X Oil Ihr ajJprojJTialr li,u'. YES Do you feel the day. time and place of our meetings are satisfactory? Are our meetings too long? Should we have a definite ending time for our meetings? Should we have more dinner meetings? Should we invite our wives to our meetings more often? Do you feel you should have formal notifiGuion of our meetings? If so, how? a. Mail __ b. Phone __ c. Buddy system __ d. Other __ Do you feel that we should have a program at our meetings? If so, what type? a. Slx'aker __ b. Movie __ c. Explanation of Jaycee project __ d. Other __ What projects interest you most? _ Is there a project that wc conduct now that you fecI should be dropped? Is there a project that we do not conduct that you would like to see us start? How much time do you plan to spend working on Jaycee activities each month? Check below those in which you plan to participate. a. Membership meetings __ b. Projects __ c. Regional and State meetings __ d. Social activities __ Do you feel that we give enough personal recognition? Why did you join the Jaycees? _ Do you reel this is a rriendly organization? Do you know the chapter officers and directors? Have you attended an orientation meeting? Do vou know the state officers? Do )'Ou reel that we should have more socials with the wives? How do you reel we can improve our chapter? Any rurther comments? NO

_ _ _ _

19
Suggested O1apter Survey
It is suggested local chapters reproduce the survey below and distribute it to all members, requesting they fill it out and present it to the chapter board of directors for study. Now is your chance to air your opinions of the Jaycees. The Board of Directors of the Jaycees would appreciate your filling out the questions below and return them as soon as possible. What appeals to you the most about the Jaycee movement? y~ No Do you feel the day, time and place of our meetings are satisfactory? .

Are our meetings too long? . Should we have a definite ending time for our meetings? . Should we have more dinner meetings? . Should we invite our wives to our meetings more often? Do you feel you should have formal notification of our meetings? If so, how? . a.Mail b. Phone c. Buddy system d. Other Do you feel that we should have a program at our meetings? If so, what type? . a. Speaker b. Movie c. Explanation d. Other

of Jaycee project

What project that we presently conduct interests you the most? Is there a project that we conduct now that you feel should be dropped? . Is there a project that we do not conduct that you would like to see us start? . How much time do you plan to spend working on Jaycee activities this year? Check those below in which you plan to participate a. Membership meetings

( i

b. Projects c. Regional and state meetings d. Social activities Do you feel that we give enough personal recognition? Why did you join the Jaycees?

Yes

No

Do you feel this is a friendly organization? Do you know who your officers and directors are? Have you attended an orientation meeting? Do you know your state officers? Do you feel that we should have more socials with the wives? How do you feel that we can improve our chapter?

. . . .

20

Any further comments?

Personal Growth Model

This Personal Growth Model was developed by The U.S. Jaycees Long-Range Planning Committee. It can be used with the Member Individual Development survey to help the member determine his needs. Father Citizen am I? Employee Person Whatthingsusingperson IImadeI exhibit?) short mance? I telling do needs?those haveroleswant understand tions. stepsWhat I of to reach time shortcomings? IdatesmetomustaroundIbymust(endmytarwhatam whatfirst? range aware toward my progressdeadlines? goal my ofdoing becoming behaviorme image)rangethekindisbest about Am be? those Whatwantand(What(roles,behaviorI play or range dailyandbe?itAm must utilizingI result, aroundkind Long take me, to perforand goal? of time the daily of instrucfirst Do goal control. get Feedback: Evaluation: Priorities Planning: Short Management: Date Communications, behaviors) Husband/

21
Open- End Question
In your opinion what are the

COMMUNITY ATTITUDE SURVEY

(Additional copies available from

U. S. Javcee Supplies (11 8 UJ Department) eJ

~ >
><

'" '"
OJ

'0 a: Q; (51 (4) (2) (61 (31

<I: 0.. c.:> CD <I: OJ

0 Z ~ 0 0 0

> c: OJ OJ
:;.:

OJ

1.
five most

Water Availability Sewage disposal Storm water drainage Garbage collection Open membership in Volunteer Electricity Telephone Service Postal Service Services offered by Volunteer Oay care facilities F ire protection Law enforcement Court Services Zoning ordinances Legal services Medical services Dental services Hospital services Health department Welfare services (aid to families) Pub. transportation Pub. transportation Industrial to other communities inside the community and police protection Organizations Organization

important

things which need to be done to

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

make this a better community?

------8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27.

for children of work. mothers

Development

Youth service clubs (scouting, etc.) Traffic signals and signs Maintenance and cleaning of streets Sidewalks opportunities for ....

Recreational

28. 29. 33. 32. 31. 30. 35. 34.

Children Adults people for places sporting Playgrounds Summer Swimmingprograms Older meeting children Teenagers facilities in for teenagers Public

THIS SCHEDULE

HAS BEEN DESIGNED

TO FACILITATE

IBM PROCESSING

(1)

~ ~
I

"; .
0>

8,

. ~

a: 0(2) Z (31 (4) 0

c 0 m (51 (6)

22

36. 37. 38. 39.

Fields for baseball and other outdoor Parks and picnic areas Public meeting place for large groups Cultural opportunities

sports

Elementary school ... 40. 41. 42. Staff Educational program

Buildings and equipment

Junior high school ... 43. 44. 45. Staff Educational program

Buildings and equipment

Senior high school ... 46. 47. 48. 49. 50. 51. 52. 53. 54. Staff Educational program Buildings and equipment Library Restaurants Hotels and motels Shopping facilities Service and repair facilities Public rest rooms in business district for persons

Job opportunities 55. 56. 57. 58. 59. Under 18 18-39 40-64 65 and over Community

planning and development

program

General appearance and attractiveness of oommunity

61. 62.

Number of years lived in oommunity? Highest grade completed?

6-13of household? 72. 60 and over 14-17 70. 30-39 Children Total 68.18-19 71. 40-59 Members ages -years All 69. 20-29 Under 6 -Total 63. 73. Occupation of head of household?

74. Person interviewed? Mother Father Interviewer 75. Area of city. Address 76. Interview No.

------

Mother and Father Other head of household

In most communities, it will be desirable to classify attitudes by areas for which 8 breakdown of attitudes is needed must be carefully determined in the first stage of the survey.

Date

23
Community Development
Priority Setting &ore Card

Name (Oplional) FACTORS Score each problem on me 10 (High) - 0 (Low) Community Problems To Appeal Member Be Made IImpact To By Chapte Urgency Of Problem Priority (Total)

Individual Development
Priority Setting &ore Card
Name (Oplional) totobe Made From Need Me Chapter Benefits Impact Appeal Filling Appeal Individual

Score Each Need on lhe Other to Following Members Scale: 1O(High)-O(Low)

on Total

Individual

Development

Needs

24
Planning Guide for Chapters

l.\I'n.RS 1\1.\11 J:\'(; AI>I>R~SS

A. Define The Objective Of Your Chapter B. Individual Development Programming

I. 2. 3. 4. 5. 6. Identify your members self improvement needs, and describe procedures used to determine these needs. Establish priorities based on available resources, considering the desire and interest of the membership. Set a specific and identifiable goal for each priority. Select the best projects to achieve each goal. Monitor and evaluate priorities, goals, and projects. Evaluate annual progress.

C. Community Development Programming

'-I

I.

5. 6. 4. 2. 3.

Identify problems within your community and describe procedures used to determine these problems. Establish priorities based on available resources, considering the desire and interest of the membership. Set a specific and identifiable goal for each priority. Select the best projects to achieve each goal. Monitor and evaluate priorities, goals and projects. Evaluate annual progress.

D. Management Development Programming

I. Define strengths and / or weaknesses in each of the following: (a) Planning (b) Training (c) Financial Management (d) Personnel iHanagement (e) Communications 2. 3. 4. 5. 6. Establish priorities for the above management functions. Set a specific and identifiable goal for each priority. Select best method to achieve each goal. Monitor and evaluate priorities, goals and methods. Evaluate annual progress.

25

the Winston-Salem Jaycees in Nonh Carolina and his Plannin~ competition Chapters was prepared by submiued for Guide for in AtlalHic City. :-.IewJersey. They won the Sweepslakes award for the Individual OevelopmelH and Managemem Ikvelopment pro~raml1ling. They were also selected the "Howard" winneras the numberolle Jayn'e chapter in their JX}pulatioll division. This Plannin~ Guide for Chapters is includ(-d in this manual as all example of how Oil" Ja\(',' chapter did ils planning. It is not intended to lx' used as a model fOI how yom chapter should be operated. It is used soldy to~enerate ideas on how you can go throu~h the plannin~ process. lIse it in that a manmT ami it wi II be wry 1X'lll'ficial. bllt to II yami 1)(" "carbon copy" of the Winston-Salem Jaycees will probably Ix'disastnOilS.

Planning Guide for Chapters For The Winston-Salem I. Jaycees May I. 1983 - May 984
Chapter Name: II'i/l.\ton-Salf'/n PresideIH: Charles J. (Chuck) A It'xandn. /I Chapter Address: Post OffiCI' Box /-108. II'inston-Salem. North Carolina 27!1i2

As you rl"dd the Guide. don't he distudx'(J that yom structUle for O!x'l,tting is different. Take the ideas you like and place them in the appropriate posilion in YOUlstructull. One of the strong points 10 note is how the WinstonSalem Jaycees constamly monitored their pro~n'ss. This is evidenced by changes in ~oals and projects. It indiltes g(xxl evaluation hn,llIse pmjects were delet('(1 as well as added. Be(<Juse of the space available <Ind cost of pnxluction. the back-up materials and some of the gellnal explanations of proj('(ts and evaluations were deleted. The partscontained here show how the plannin~ process w<lsanmnplished. Thanks to the Winston-Salem Jaycees for helping (-dch of us with Ihe plannin~ process.

Define The Objective Of Your Chapter

Tht' oblectizl{' of the II/inston-Salem Jayct'es to /Jrouide t'ach /IIf'1llbl'r and his fa//Jily tilt' up/)()rttll/ity for S('lfi/llprOlle/llt'nt and pl'TSOllfll growth thruugh cOIIl//Jwlity mtion and internal progrtl//Jming thneby inCTt'asing the /Jo/l'ntial of tht' indiz'iduai//Jt'//Ibn. his famil\' and thl'chaptn.
1.1

Individual Development Programming

IdentiCy your members' self-improvement needs. and describe procedures used to determine these needs. Alter talkin~ with various memlx'rs of the chapter and fonner memlx'rs of tlw chapter. aUendin~ a Board of Directors plannin~ retreat. conducting a chapter survey. and considering the general character of the chapter. it was determined that the major sdf-improvemelH needs of our members wereas follows: (a) To bring intu the chaptn //lore new /IIembersfrom thecom//J/lI/ity tu fmter a better. //Jort' diuersified interchallge of idl'fL5 within tilt' chapter and bwade'l the ba5e of suppurt for tht' chapter in the wmmunity;(b) To i/llprove persOlwlcommlwienth'e ability; (c) Tu t/{'uelop leadership and personal qualities; (d) To improl't' family atmosphere while inCTefL5illgfamily awarelless of Jaycees; and (e) To illcrefL\'espiritual inl'oh,t'mt'llt of illdil'idual mt'mebt'Ts alld tht'ir familit's. Establish priorities based on available resources, considering the desire and interest oC the membership. Priorily I - To illcret~lt' chapter 1I!t'lllbnship. Priorit y 2 - To incrt'as{' fall!ily illl'uhl{'mellt ill Jayct'e.l. Priority 3 - Tu ill!prol'e pnwllal dndopmt'llt alld leadnsh ip pott'llt ial. Priorily To t'lIcmllage spiritual illl'oh,t'II!t'lIt of lI!elllhns alld tht'ir familil's.
<I -

Set a speciCic and identiCiable goal

Cor ach

priority.

Coal for Priority I - To double the chapter's ;\13Y I. memtx'rship base of III members hy ;\lay I. 198-1. Coal for Priority Toinvolveat least 15%ofthe May I. 1983 membership base in a Family Lik Developmenl progrdm by November I. 1983. and another 10%by Apri I I. 198-1; and to conduct four programs or projects that would give Ihe wives and families remg-nition.
19B,J

2-

Goal for Priority 3 - To qualify 15%of the May I, 1983 membership base for Slxak-lJp. Personal Dynamics and Leadership Dynamics by November I. 1983.and another 10%by April I. 1984. Goal for Priority 4 - To conduct at least two projects to improve spiritual development with at least ten members participating. Select the best projects to achieve each goal. Projects to achieve Goal for Priority 1: (I) Super Smoker I (2) Super Smoker fI (3) Super Smoker III (4) Super Smoker IV Projects to achieve Goal for Priority 2: (I) Family Life Development Course (at least twice) (2) Wife recognition project (3) Family social with children (4) Planning retreat for Board members and families Projects to achieve Goal for Priority 3: (I) Personal Dynamics course (at least twice) (2) Leadership Dynamics course (at least twice) (3) Slx'ak-lJp (year long program) (4) Communications Dynamics course (at least once) Projects to achieve Goal for Priority 4: (I) Prayer Breakfast (2) Church Visitation Monitor and evaluate priorities. goals and projects, At the beginning of this Jaycee year, the Chapter decided to divide responsibility for the Individual Development Programming between two separate (albeitcomplimenting) portfolios. One Portfolio, entitled "Membership Recruitment, Retention and Activation," was assigned the task of achievililg the Goal for Priority I. The other portfolio, enti tIed "Internal Programming," was assigned the task of achieving the Goals for Priorities 2, 3 and 4. The "Membership" and "Internal" portfolios met together at Board meetings throughout the year, as well as at the April 15-17, 1983 planning retreat, the November IS, 1983 mid-year evaluation meeting, and on several occasions during April, 1984 for the end-of-the-year wrap-up sessions. "MEMBERSHIP RECRurrMENT, RETENTION AND ACflVATION" In monitoring the progress toward doubling the chapter's membership, the "Membership" portfolio participated in the planning retreat, the mid-year meeting, and met separately from the" Internal" portfolio on a regular basis once each month to review progress, discuss problems and new ideas, and to evaluate the established priority, goal and projects. The portfolio was also responsible for contacting new members by telephone on a periodic basis as a part of the chapter's "telephone committee system" and for conducting the orientation sessions for new members, which were held on the third Monday of every month. The portfolio utilized these two means of contact with the new members as a monitoring device to obtain feedback from these new members as to why

their opinions were the attention of prospective members, chapter in attracting the most eHective means employed by the what tactics they believed to be least effective, ete. Before the time for the mid-year evaluation, it became apparent that they would exceed their goal of doubling the chapter's May I, 1983 membership base, and it was, therefore, decided to change the goal to tripling the chapter's May I, 1983 membership base. By February, 1984, it was also determined that a fourth Super Smoker would not be needed to achieve the revised goal, that the chapter's rapid growth merited the portfolio concentrating on orientation and activation for those new members already added before further expansion beyond the revised goal, that the expenditure for a fourth Super Smoker could not be justified. "INTERNAL PROGRAMMING" The "Internal" portfolio also utilized several methods to monitor and evaluate their priorities, goals and projects. Each month the "Internal" Vice-President and his two Directors held a meeti ng to discuss their progresss and to review plans for the remaining months. The portfolio also participated in the April 15-17, 1983 planning retreat, as well as the November IS, 1983 mid-year evaluation meeting where the portfolio reviewed progress achieved during the first six months and made revisions in plans for the remaining six months. The "Internal" portfolio also gathered and evaluated feedback received from chapter members as they completed the various courses and programs, from chapter members who were contacted through the chapter's "telephone committee system," from new members who attended orientation sessions, and from general discussions with members at membership meetings and other chapter projects. The portfolioalso conducted a special Slx'ak-lJp program at one of the general membership meetings where the President's gavel was passed around the room and everyone present was asked to address the needs and priorities of the chapter from his own perspective. In addition to evaluating the results of the chapter survey conducted at the request of the incoming President, the "Internal" portfolio also conducted its own "spot survey" in January, 1984, during which many members were telephoned at random and given an opportunity to voice their observations, criticisms and recommendations with regard to the chapter's internal programming. Based on the responses received in the above-described manner, the "Internal" portfolio was able to eHectively evaluate their priorities, goals and projects on a continuing basis throughout the year. The portfolio determined that the chapter was being very successful in increasing family involvement in Jaycees and did not eel the need to make any substantial changes in that area. With regard to improving personal development and leadership putential, the "Internal" portfolio decided to increase the programming due to the substantial and rapid growth in the chapter's membership. The portfolio far exceeded its goal of involving 15%of the chapter's May I, 1983 membership base by November I, 1983, and another 10%by the end of the year, in the S!x'ak-lJp program, even though it was not necessary to make"any changes in the original planning. These S!x'ak-l 1p programs met with greater success than had been initially anticipated. The "Internal" portfolio stayed close to the planning

/26

~ I particular),joined they Jaycees (and Winston-Salem chapter in they had how the had first heard about the chapter, what in

27

with regard 10 the priority of encouraging the spiritua I involvemmt of chapter members and their families. The portfolio conducted twO prayer breakfasts, involving fourteen members and exceeding the goal, but did not conduct the planned church visitation. The chapter memlx'rs indicated more interest in the prayer breakfast than in the church visitation. Interest in the prayer breakfast concept increased neartheendof the year. Evaluate annual progress. The chapter's [ndividual Development Programming was so well received this year and enjoyed the success that it achieved primarily because the chapter saw fit to separate responsibility for the four priorities between two separate (albeit complimentary) portfolios: "Meml~rship Recruitment, Retention and Activation" and "'nternal Programming."
"MEMBERSHIP RECRUITMENT, RETEI\'TION A!\:D

enjoyment. The self-improvement programming made a very positive impact on our chapter membership. The spiritual development programming was also very well received by the chaptcr membership this year. The "[nternal" portfolio is convinced that the internal programming contributed significantly to the highly successful year enjoyed by the chapter in the area of new member recruitmel1l and activation, and that. in turn, the influx of new blood into the chapter stream sparked new illlerest among the older members in theareaof[ndividual Development Programming, an area that prior to this ye-drhad been on the decline in the chapter.

Community Development Programming

Identify problems within your community procedures used to determine these problems. Several methods and describe

ACIlVA1l0N"
In order 10 increase membership and auain the revised goal of tripling thechapter'sMay 1.1983membershipbaseof III members, the chapter had to depend on good publicity, amactive internal programs, and diversified external projects. However, much credit must also be given to the fact that a separate "Membership" portfolio was organized 10 oversee this first priority in the area of [ndividual Development Programming, as well as the uemendous success achieved by John Ozmun and his diligent supervision of the three Super Smoker projects. The chapter began theyearwithamembershipbaseof III active regular members on May I. 1983,and, by theendofthe year. that figure had grown to 3-10. seven meml~rs over the revised goal. During the year. the chapter added 251 new members to its roster, having an in-chapter extension each and every month. and retained 890f the III regular members up for renewal for a retention r,lIe of 80%. The emphasis was on the recruitment of new meml~rs, but the enthusiasm generated by the three excellently executed Super Smoker projects and by these eager new mem bel'Scomi ng into the chapter seemed to rekindle the spirit of Jaycees among the older members to the point that retention almost appeared to I~ taking care of itself. albeit under the reminding guidance of the "Meml~rship" portfolio. And, of course, it must also be pointed out that the well-planned orientation sessions every month had a great deal to do with the steady growth of the chapter and gave the new members the confidence they needed to go out and attempt 10 "pass Jaycees on" to their own friends, neighhors and coworkers.
"':\'TER;\JAL PROCRA;\J:\IINC"

were used to determine of Winston-Salem,

various N.C.

problems within the community Among them were:

A meeting with the previous External Vice President. We disnlssed in detail his planning for the previous year, his priorities and goals during his time in office. A survey of the communit)' problem areas were obtained from radio stations WS]S/WTQR. This survey was made in conjunction with FCC requiremel1ls. Attendance at the Leadership Training Conference sponsored by the Greater Winston-Salem Chamber of Commerce. The problems, which are now identified, were derived from these methods with particular help from the Leadership Training Conference. Experts in these various fields participated: The Free Enterprise System. Political Action, C,ommunications. Transportation, Energy and Environment, Education, Criminal Justice. Health Services, and Public and Private Agencies. The participation in the conference between those attending and the various panels was outstanding and highlighted the problems outlined in the WSjS/WTQR public survey. The major problems within the community have been determined as follows: One-Lack of interest in the enuiHnl1nent. Two-Ceneral awareness of how our gOllernment and the Free Enterprise System works. Three-Communicatioll breakdown between mriolls civi(' groups, politicians alld their staff, umstituerlts and business and religiolls leaden. Four-(;rowth problems withill the community such as transportation, educatioll, cOllsolidatioll of city alld county govemmnlt. Five-TI/{' apparent alinwtioll of people toward olle llnotlwr, their lack of ('oncem alld care. Six-/Ilcrea.le hI youth problems such fl.1 jlllienile crime, lack of directioll and overall restles.me.l.\. Seven-Overreaction toward glorification of crimt', rt'habilitatioll of criminals and other social injustice.1 without adequate concem for the I,ictims. Establish priorities based on available resources, considering the desire and interest of the membership. The priority problem areas of which our chapter memhership has a desire and inlt'n'sl to ht'\p eliminate are: (I) /-;dllmlioll of tftt' gOl't'TIIIlU'lIlal !JT()(('.I.I alief Iftt' frff flllnprisf' .1)'.\/('11/. (2) ,lid to l'iclilllS of crill/ilia I, .\Orinl nnd

The "[ nternal" portfolio this year enjoyed oneof its best years ever in the history of the Winston-Salem Jaycees. [n reviewing the programs, it is clear that the portfolio offered the chapter meml~rs a variety of self-improvement opportunities. The portfolio failed to meet only oneof its goals for theyearand surpassed all of the others. The efficient manner in which the projects and pro/.,'Tams were managed established a high level of credibility with the chapter membership. thereby inneasing ilHerest in the area of Individual Development Proh'Tamming. The portfolio was ahle!O get the families involved lI1uch more often this year in the programming, ami those that pal ticipatnl in these Jaycee programs and projeClsderived much hencfitand

FIIlIiTOIIIIIFlltal mf'lItal allotlwr. alld

illjustias. (,lIngy

(1) 11I(T('as('d awarf'lI('ss of ('I/1,iroll-

jJTOb/r'lIIs.

(I)

1I('ljJ

('/illlillat('

j/(7'(,lIil('

J',= P"'po~

,md""i,i.ic>.
that the best projects to achieve

jJroblFllls. (5) A /i('lIat iOIl of tJ('otJ/r' alid t lIf'ir ajJat lIy toward (JII('

Select the best project to achieve each goal. It has Ix'en determined each goal are as follows:
Projf'('tto

128

(0) 11I(T('as(' tmblic

jaY{'{'('.I.

ml'au'/u'ss

of COlli IIIWI ity gTOwtll b(,tw('('11 ch,ie gTOUtJS,

jJrobl(,lIIs. (7) IlIItJf{)II(' {,{J/lll11ullimtioll alld jJublici:('

Set a specific and identifiable goal for each priority.

GoaL5 for Priority I

a('lIiF1'F Coal I

Conduct at least two projects for the promotion of the Free Enterprise System, one to educate the gt'lH'ral puhlic and one to educate school age children by 3/1/84. Cnnduct at least one project to educate the gt'lHTal puhlic as to the general workings of the political system. To start by 6/1/83 and continue year-long. Cnnduct at least one genera] membership meeting on principals of the Free Enterprise System by 1/]5/84.
GoaL5 for Priority 2

Hold a seminar at Hanes Mall with participation from local merchants to improve public education of Free Enterprise System. Inquire from area business and compile various programs that can he used lor promotion of tht' Fret' EnttTprist' System. Invite either Dr. Van Wagstaff or Dr. William Ctge, Professors of Economics at \Vakt, Fort'st. to makt'a pn'st'lltat ion to our chapter on "The American Economic System."
ProjFrlto a('lIif'1.IF (;oaI2

Conduct To social and To federal aid conduct two projects to aid the victims of criminal, environmental injustices by 12/1/83 and 3/15/84. conduct a study as to the current loc.al, state and available to those victims. (year-long)
Goals for Priority

Project

Threshold

and ohtain

a national

grant. Conduct Winston-Salem. the Tot Finder Program within the City of

Conduct a study as to current programs estah]ished for aid to victims of criminals, social and economical injustices.
ProjFctto acllif'1.IF Goal

To conduct one project to increase the public awareness of the environment and the possible solutions to these problems by 1/]5/84.
Goals for Priority
4

Conduct a project designed to raise money 10 purchase a soil conservation testing procedure at the Nature Science C-enter.
Proj('('/s to aclli('7'(' (;oal-l

To conduct a feasibility study for a statewide Career Information System. (year-long) Cnnduct at least four projects to aid 100 youth in a positive way. Conduct one project to improve the knowledge of youth toward the workings of the judicial system by 1/1/84.
CoaL5 for Priority 5

Conduct the following project to aid youths: A. jUllior

Acllif'1.lf'mf'lIt Your SjJollSorshijJ HOIIIF R. IlIcrFasF our jJarticijJation Olympi('s

ill
lJ.

OjJportwlity

C. Hold

a JUllior

SjJonsor a lIisit for Boys II omF.

I-Io]d a mock trial at three high schtx}]s and junior high schools.
Ways to achif'1.IF Goal5

.
Cnnduct at least three projects to aid the physically and mentally handicapped. (year-long) To conduct at least one project to increaseself-improvement among the economically disadvantaged.
(;oals for Priority

Participation Participation Project. Participation Participation national grant.

in March of Dimes Telethon. in Muscular Dystrophy Fund Raising in Ten Million Pennies Project. in Project Mainstream and apply for a

Ways to acllif'1.IF Goal 0

Take a stand on issues that have an effect on the community. Work in conjunction with government our interests and their's coincide. (year-long)
Coals for Priority 7

leaders when

Participation and coordinate efforts of local government on controversial issues and take a stand on other matters of public interest. Hold a candidates night.
Ways to achi(,lI(, Goal7

Conduct an ongoing project to improve the communication hetween government, business, religious, and civic leaders. Coordinate activities so that the largest amount of effort among the various civic organizations can be used to the Ix'st advantage of the community, and increase awareness of

Estahlish a working relationship to exchangt' newsletters, idt'as, common goals with other civic groups. Increase general awareness of our goals and our idt'as
by: A. A jJj)('arillg Oil IflSjS lalk show, "Tell Tom."

R. II/quir)'.

e. SlIadFs

of f:boIlY. lJ. A dllntisillg

our lIalll(' at jJroj('('/s w IIn('

29

public exposure Week.

is to the benefit of the chaptn.

E. Jaycee of

Prison Unit. our ongoing

assistance

to the inmates at the Cherry Street

Monitor and Evaluate priorities. goals and projects. Soon after the beginning of the year, the members of the Externa) Portfolio implemented the useof a monthly reporting system, This required that each director submit to the vice president of the external art"d a monthly aclivity report. These meetings and reports provided a means whereby there could be constant monitoring and evaluation of the priorities. goals and projects of the chapter. On November 15. 1983, the entire Board of Directors met together for the purpose of a midyear evaluation. 'l'hese two methods of evaluation were also supplemented by a couple of phone surveys and the constant feedback that the members of the Board of Directors would get from making their phone calls on the phone call committee. These techniques resulted in a numberof changes in the overall external program. Early in the year, we decided that funding of any projects by means of the chapter treasury would be held to a minimum due to the t('nuous natureof thefinancial outlook at the beginning of the year. The following is a discussion of the monitoring and evaluation of the External Portfolio which will bediscussedon a priority by priority basis: Priority I - Our original first priority was to cominue with the educational process of the Free Enterprise System. This was a project that we had run with extreme success last ~l'ar and, consequl'lltly, involved wry lillie planning OJ manpower during this year. We did implement a new project under this priority. The mock trail project was held at the Forsyth County C.ourt house and resulted in a turnout of memlx'rsandguests in excess of 100 people. This project did meet our goal of education of the general membership in the area of govenllllenlal process. Priorily 2 - Our second priority was the aid to victims of social. criminal and environmental injustices. During the course of the year, we established two new projects in this area which were not included in the yearlong plan. The first of these was the project to aid in theohtaining, funding and opening of a shelter for the Battered Women of Forsyth County, Inc. The Lighthouse Ministry Project was also one that was not contemplated at the beginning of the year; however, the need within the community seemed so great and so obvious that it was hard to refuse the opportunity to panicipate in this pmject. Our participation in this project was primarily in the area of appropriating adequate funds to provide for the install ation of a new furnace at the Lighthouse Mission, which is a home for alcoholics. As the year pmgressed. the loca) law enfo!H'ml'nt agencies came to <lccept thl' Lighthouse Ministry as a viable allernalive to laking a drunk 10 jail. This project, thereby, served the purpose not only of aiding the individual with an akohol problem, but also served to saVl' Ihe taxpayers of Forsyth County a great deal of !I'wnue. since many of these men wt'!e not anested, as had previously h('en the case, and therefore. there was no necessity to slx'!nl taxpayers' money on keeping them in j<lil <lnd having lI\('m go through II\(' COlill pron'ss, The othn project that WI'entphasi/ed in this area was

Priority 3 -Our third priority was to increase the aware ness of environmental problems within the community, In order to meet our goal in this priority. we were going toconduct one project to increase the awareness of the environment and to render assistance in this area. This area provided a format for one of the most innova tive programs that is being run during theyear-the soil testing lab. We had hoped to run this project early in the Jaycee year; however. we were hampered in our lack of funds within the chapter and by the numerous other projects that were requiring funding at that time. We. therefore, decided to postpone this project until later in the year. The planning JX>rtion of this project has been approved by the Board of Directors and the project is going to be implemented by the latter part of April. Priority 4 - The fourth priority was a broad one. We wanled to do all wecould toait! theyouthof our community. At the beginning of the year. we had the crux of an idea fora C~reer Information System. Basically. this project will provide that compluer lerminals be set up in the high schools which will be allowed to be used by a high school student for the purposes of gaining additional information about various careers that those IX'Ople might be inlerested in. We have just learned that the Governor's Council on C.ommunity Development has appropriated $175,000 to effectuate the implementation of these computer terminals on a statewide basis. The other project that we decided to run in this area was the Christmas Stexking Project. At the beginning of the year. funds were scarce and project chairmen were encouraged to generate any needed capital for their individual projects. This project not only funded itself. but actually had some money left over to be used to run the project next year. This projecl involved the solicitation of fruits, candies, nuts. toys, all of which were stuffed into kneehigh athletic socks and distrib uted in the neighlx>rllOod recreation centers primarily in the disadvantaged areas of our city. Priority 5 - The fifth priority problem was that there was a tremendous amount of alienation of people and they exhibited a great deal of apathy toward one another. We !('ali/ed that allhe beginning of the year Ihis priority was broad {'nOllgh to {'ncompass probably any problem that onl' might encounH'r in any communilY, sO WI' attempted 10 nalTow this priori Iy so that WI' could concentra!.' OIJhelping the physically and Ilwutally halJdicapped, as well as Ihose who are (,(olJomically disadvantaged. \Ve decided to become ilJvolVl'd with programs such as the :\Ia!ch of Diml's. the i\lusculal Dyslrophy AssociatiolJ, Cystic Fibrosis, ete. As the year progn'ssed. there was a feeling within the External port folio that these organizations were valid areas of concern and that they should Ix' giVl'n assistance. I-Iowever, there was some feeling that the chapll'r should not IX'come totally involved with assist<lJKe to Iwalthoriented organi/ations. \Ve chose to limit our assistance in these areas to the rendering of aid to pri marily three healthoriented organizations-Cystic Fibrosis. March of Dimes and Muscular Dyslrophy. The 110mI' \Vinteri/~ltiolJ Projcct was a project that has Ix'en run in some form within our chapterforthe lasttwo years.

.I'his year we decided thaI iI1stead of going throughout

thecoll1'

munity and trying to do a lillie bit on several homes, that we would concentrate primarily on only a couple of homes and do extensive repairs on those homes. This year for the first time, we implemented a intelllalional invol\'('lIIt'nl project which was 10 aid a fostn child in Bolivia. This project required that we mllt,ct donalions at each of om IIIt,t,tings and for the nH'agt'l SUIIIof $I!UK) Wt'well' ahlt to feed, house and c1olheom fostelThild and n1('IIII)('rsof hn family. The touching !cuns recei\'('d frolll this child made this project Ont' which is worthy of futull' consideration dming the ulxuming yeal. At the Ix'ginning of our year, very few of our memlx'rs realized what the diseaseof Cystic Fihrosis was; however, as the year progressed, members of our chapter Ix'came extensively involved with a lillie girl whose name was Miss Blair King. Blair is only 12yearsold and she has cystic fibrosis. She carne to several of our mellllx'rship meetings, her father chose to Ix'come a memlx'rof our chapter and as the year progressed, we Ix'came mon' and lIIore involved in the area of cystic fihrosis. During the year, we conducted a Walkathon for memlx-rs of our chapter and were able to raise over $1.400.o0W(' also conducted a Swimathon. This wasa brand new idea which was not original with us, but carne from the Winston-Salem Swilll Club. The project itself raised quite a bit of money; howewr, the Swim Club chose only to donate a Ix'rn'ntage of the proceeds to the Cystic Fibrosis Foundation. Next year, we should endeavor to get all of the proceeds donated to the foundation. Priority 6 - The sixth priority was to increase public awareness of the community growth problems and to coordinate the efforts of various civic organizations within the community. Soon after the beginning of the year started, we found that we nITded to eliminate this priority, since we discovered that there was an organization already filling this need within the community and they had received substantial funding for full-time employees from the United Fund. We, therefore, dropped this priority at ourfirst monthly evaluation. Priority 7 -Our seventh priority wasan effort to increase the visibility of the Jaycees within the community. It has been said several times in the past that the Girl Scouts of America receive more publicity than do The U.S. Jaycees. This statement was certainly true in our community. We set as oneof our top priorities in the external area the "tooting of our own horn". In order to successfully meet our goals in this priority, we ran five different projects. The first of these and one of the most innovative was the creation of the Jaycee of the Week Award. This was done in conjunction with a local radio station who co-sponsored these awards and provided publicity. Each week, the chapter president chose a memlx'r of the chapter to lx' Il'\ognized for this outstanding contributions not only 10 the chapter, but to the community, state and nation. An annual Awards Banquet is held in our chapter every year; however, this year we not only recognized memlx'rs of our chapt('l', but also recognized memlx'rs within the community for their accomplishments. Wealso took this opportunity todo sOllie "back scratching" of the media and press. In an effort to increase our visibility within the comlIIunity, we also increased our circulation of the Jaycee lJ('wslxllx'r and provided copies to various individuals in the

community who expressed an interest in our activities. The Music at Sunset Project was a good one to get new Jaycees involved. All that needed to Ix'done was to park cars for a series of summertime outdoor concerts. One of the projects that created the most interest throughout the chapter during the year, was the video tape documentation of all oftheactivitiesof the 1983-84 Jaycee year. "The Ix'st 01 tile Ix'st' , is the name gIven to tile video lalx' repro'duct ion of the activities of the Winston-Salem Jaycees during thp 1983-84 year. We feel like this film will be invaluable in terms of memlx'rship recruitment and public relarions for our chaprer. Already at the time of this writing, we have received inquiries from local TV stations requesting the useof this film during Jaycee Week. Evaluate annual progress, To truly realize the vast strides that were made in the area of external programming during the 1983-84 Jaycee year, Oil(' would have 'had to have been a mem1)('r of the chapter for several previous years. The rapid increase of meml)('rship provided many new ideas and also much needed manpower and enthusiasm to successfully run the projects. The External Portfolio ran more projects than ever I)('fore and ran them to their successful conclusion in almost every case. During the year, we were involved in the funding or the soliciting of funds for IIIOIl' than 20 projects and, to dale, have participated in the solicitation of more than $272,OOO.00.This isa stagering figure, yet when one considers the potential impact of a Career Information System, a Ballered Wives Shelter, or the Lighthouse Ministry, you must realize that you are dealing with stagering concepts-concepts which have terrific impact upon the community. I think that it can honestly lx' said that the WinstonSalem ./aycees, this year, were involved in truly relevant programming within the community. Due to this programming, the chapter Ix'gan early in the year to receive n'cognition and publicity and this has corne to haw'a snowball effect as theyear continued. The increased publicity has resulted in even more interest within the chapter, hence leading to their improvement of more new meml)('rs. With more new meml)('rs, we Ix'lieve that we will lx' able to fund even more projects next year and to lx' even more relevant within the community. In summary, we must say that the external area had a tremendous year which had a great impact upon the community of Winston-Salem and to some degree, the entire State of North Carolina-but over and above itall, we hada good time doing it.

30

Management Development
Define strengths following:
PlallllillS{

and/or

weaknesses

in each of the

Tra ill

illS{

Fillallrial/llallage1l1nlt Persollall\1allagnnent C01l11111111 i,ations

After the preparation and review of the Chapter's goals in the areas of Individual Development and Community Development and also a careful examination of the chapter's

Personnel Management:
Strf'1lgths

Careful and early planning is major emphasis of Ihis year's adminislralion. Good colkcrion of (:1'(;\ and other records from pasl years. "'Iany experienced memlx'rs on Board of Direcror's. Chapler has a ep(; Chairman.
Weakllf'ssf'S

Very capahle leaders in Ihe Memlx'rship and Chapter Managemenl portfolio. Well co-ordinaIN! programs of Personnel Management from previous year. Have a part-lime secretary for JaycN' office.

Lack of co-ordinated gTams.

and continuing

orientation

pro-

Lack of unifolm guide for Ihe complelecompilationof (:I'(;'s and backup malerials. General memlx'rs lack knowledge of owrall chapH'r plan. Lack of year long co-ordination Ixtwc'('n projens in various areas of chapter. Need beller planned and more int('l'esting memlx'rship mc'(,ting programs.

Memhership is comparatively low. Retenlion percentage is poor (less Ihan60"'('). I ~Ick co-ordinalc'd Awards progl~1I11",ilhill chapin, Do nOI use Jaycee Women assistance effeclively.

Communications:
Strf'llgt lis

One of Ihc' Ix'sl newsletters in Ihe State. Phone Committc'(' established.

Training:
Strf'1lgths

Chapler has had excellent training courses in the areas Jay('('('s failure to gain adequate recognilion in Ihe of IJA and Personal Dynamics. lIews mc'(lia. Numerous members of Ihe chapler are involved 111 Chapter lacks communication ",ith olhn chaptns in training programs through their vocal ions. dislricr, Poor attendann' at stalc' 1I1('('tngs. hc'nn' lack of i knowledge of slaH' anivities. Failure 10 spread the word ahout Jayn'('s to the ('(1111Lack of intensive training program for memlx'rs of munity (exlension. memlx'Iship, etL). Board al beginning of the year. Failure 10 kt'('p up-to-date roster and sanwdislrihutc'(! to Lack of co-ordination in training sessions for Projecr nwmlx'rship. chairmen and their sub-ordinates. Failure of Chapler to take full advantage of Iraining E~tabiisli prioritif's for a h01'f' mallagnllf'llt fUl/diolls. programs offered Ihrough the Stale and National Jaycee Organi/Ation. Priority 1 - MemlX'rship Renuitmc'n\. IJriority 2 1 - Ways and Mmns. Memlx'rship AClivation. Priority Financial Management: Priority -I - Better Chapin Records and Rosters. Priority'; Strf'llgths Communication - (Inter & Inna Chapler). Priority IS - Olln7 - Improve prehensiw planning (year-long). Priority For the first time in many years, Ihe Chapter is nOI in memhership meetings. deb\. Potential large return from Miss North Carolina Sf't a spf'('ifi(' alld idrntifiablt, goal for ('(1('11 Inimit)'. Pageant. Leaders of the Ways and :\kans portfolio eXlxTiencN! (;oal for Priority I - To IX'lhc' first ;\11'lro ChapH'J'('vI'r and quile mgani/ed. to douhlt,-up i.e. a 11('1gain of III new mel1llXTs. (;oal fm Priorit)' 2 - Achieve al leaS! 70~~n'H'nlion during the year. (;oal 1\'f'a k 11 f'.Uf'S for Priority Raise at least Sl2,O()()exdusiveof income hom memlX'rship dues and estahlish cash flo", plan. Coal for I ~Ick of year-long planlx'rtaining to cash-flow. Priority 1 - Revise chapter rosier al leasl onn' a quarrer alld General memhership lacks understanding of Ihe kl,(' mon' orgalli/ed n'conls ",ilh monlhly progn'ss repolls. complexily of Ways and Means portfol io. (:hapln hudgc'l in excess of S20,O()(). (;0111for Priority'; -Intn al/d II/tra Cl/(b COl/lIll1l1litflt;ol/: Need more conSlant income IhloUghOlIi 1111'year, R('ac livalc' ItllC'I-Cluh Coullcil ill .';/(!J-(;oal ,/ inslead of "spurts" of inCOIIH' .

1-

alld Ilavl' 1"'0 ill-chapl('l <,xl('llsiv(' '1'111('''' IIH'mh.rs ill OIlC' Fors)'lh (:OUIII)'. .';/(b-( ;oal /1- I-:xlelld l",ochaplc'rsexlc'llIally ,--''

month). Sub-Goal C - Increase awareness of stale org-dnization by having 20% of membership at state meeting and voting strength at all other Slate meetings. Goal for Priority 6 - Conduct an intensive planningsession(s) for the Board prior to May 15, 1983and re-evaluate prior to November I, 1983and again prior to February 15,1983. Goal for Priority 7 - Improve membership meetings so as to innease average attendance to 50%of active memlx'rship. Select best method to achieve each goal. Conduct a series of at least three "Super Smoker" membership renuitment nights as well as encourage and reward one-on-one renuitmenl. Improve on Personnel Management system, improve the meetings and have more personal contact with all of the members. Prepare annual budget and monthly financial reports. Delegate specific duties concerning the roster and chapter records and require monthly reports at regularly scheduled meetings. (1) Conduct a Inter & Intra Club Communications: project to promote increased visitations. (2) Arrange a meeting with all Presidents and State Directors in Forsyth County by July 30, 1983. (3) Have three meetings with the Board of (4) Directors of Forsyth 6 Chapters 10/ 1/83, 1/15/83,3131/83. Share newsheets with other cllllpters, especially Metro Chapters. (5) Extemal Extension - locate potential locations for new chapters and for the guidelines of the Extension Manual. (6) In-Chapter Extension - (See Goal A above). (I) Organize Convention Club by 6/30/83. (2) Awards I program for members attending the most state meetings. (3) Exceed P.O.c. requirements for state meeting attendance. (4) Provide adequate notice and transportation to state meetings. Conduct a project to train new Board and plan year by 5/15/83 and follow-up with re-evaluations by 11/1/83 and 2/15/84. Designate one Director in the Management Development Portfolio to establish a year-long schedule of programs - content to be based on member's interests as shown in chapter survey. Monitor and Evaluate Priorities, Goals and Method5.

of the year. By usingSeptember the these surveys, we finding that the resul_tsof members were found the by the middle of programming more interesting, which was reflected by an increased attendance at the membership meetings. Altheendof the first quarter, we had nil! one membership program in each of the following six areas: Membership, Internal, External, Management Development, WivesAppreciation,and Fun Night. In the second quarter we completed the CPG project, which was an inslructional booklet on how to properly prepare a CPG. This booklet was distributed to the new members as needed in order to facilitate their preparation offutureprojects. On November IS, 1983, the entire Board of Directors met for the purpose of holding a Mid-Year Evaluation. In reviewing the year from the mid-point, we found that we were pretty much on schedule in accomplishing our goals undenhe planning area of Management Development. During the third quarter, we experienced some problem with our program planning in that we were notable to keep the balance that we had hoped for. During this period of time, we had to move the date of the Awards Banquet forward in ordeno meet an entry deadline from the state org-dnization. The last quarter has been consummed primarily with intense evaluation of our year-long projects and the formalization of many of our CPGs for single project award entries.

132

Training
n1e 1983-84 Jaycee year started out with a planning and orientation retreat attended by all of the Board members and their families. This was probably the most important three days that was slx'nt by the leadership of our club during the year. During this wi'ekend, we were able to formulate much of the vear-Iong chapter plan. We were ex]X>sed to several sessions which were devoted to leadership training, family life development and membership recruitment. We experienced a rapid growth in membership throughout the year. With this increased number of new members, problems were created in the area of training. In order to overcome this, we decided to implement periodic CPG workshops in which new members could come and learn how to write a CPG. We also finished the writing of a CPG manual which gave a step by step procedure of how to properly write a CPG on a project. The concept of balanced programming meant that we placed emphasis on the national programs of Spring Board, Spoke and Spark Plug. We also found by mid-year that the schedule of internal progrdms was not adequate to meet the needs of the rapidly growing membership. We, therefore, decided at the mid-year evaluation on November 15,1983, that we would turn to the concept of having an internal program on each Tuesday and Thursday. By doing this a member knew that on any Tuesday or Thursday he could corne to the Jaycee office and be involved in some form of internal program. During the latter part of the year, the main problem in the area of training has been the process of keeping up with all of the new members. It has been stressed in the meetings of the Board of Directors that we must get these new members involved immediately if we are to keep them active. When you are bringing in at least 22 new members a month, this is not easy. It requires constant revision of the programming and a more sophisticated communications network.

Planning
CucCul and complete planning was a major emphasis

area of the 1983-84 year for the Winston-Salem Jaycees. Even before the year started in May I, 1983, we had held a planning and orientation retreat for the members of the Board of Directors and their families. It was during this weekend we were able to formulate much of the year-long chapter plan. One of the requirements of our new president was that each portfolio should meet among themselves at least monthly and submit a report of that meeting. Although burdensome, this proved to be a good idea since it forced the Management Development Portfolio to evaluate our progress on a monthby-month basis. From time to time, especiallyduring the early part of the

~I

phone committee which had been established at the beginning year, we would run various "mini surveys" with the heIpofthe

33

Financial Management AI Ihe heginning of the year. we felt like the chapter was in fairly good shape since we did nO! believe that we owed any debts. We soon found out Ihat then' were some debls outstanding which amounted 10 Ix>tween 52.000 - 3,000. The financial area of our chapter is actually handled by a separate ponfolio and was given a vice president and two directors 10 direct this area. It was felt that any success we might enjoy during the year could only be accomplished if we were ahle 10 achieve financial stability. The year-long plan in the area of financial managemcnt provided that scveral new fundraising projects be run and prohably more importantly, provided that these projects be sprt"dd out over the course of the whole year instt"dd of bunching them together into a couple of months as had Ix't.'n done in the past. This seemed to help with the planning and thc maintaining of a balanccd program. A monthly cash flow statement was required by the president and this was kept up IOdate. Also the vicepresidcnt of the ways and means area instituted a financc committce whose purpose was to review all projects involving expenditures of more than 5100.00. The project needed the approval of this committee prior to going 10 the full Board of Directors for rcview and possible approval. As the year went on, we found that membershipre(Tuitment could be quilea ways and means program in itself. By the Mid-Year Convention (November 20, 1983), we had recruited more than III new members, which resulted in almost 51,500net income to our chapter. This was an unexpected dividend. Throughout the year, the ways and means area experienced very few problems. Personnel Management Our newly elected president had run on the platform of increasi ng the mem bershi I' of thedu b. Si nce we were down 10 a IOlal of III members, this was cenainly a need; however, we rmJized that it would create cenain difficulties in the area of personnel management. During the first month of the Jaycee year, werecruited 22 new members, which was more than half the number that we had recruited all during the previous year. It was at this poilU that the members of the board realized the newly elected president, with the help of the membership, intended to drastically increase the IOtal memlx>rship of the club. During this first month, il was decided that a new memlx'r orientation would IX'Iwld on a monthly basis. This would lx' held in imJividual memlxT's hOllles on the thild Monday of each mont/I. The members of the Membership Ponfolio would lx, in charge of conducting Ihe orientation session with all members of Ihe board bei ng encourdged to allend . We had originally planncd 10 revise the roSier once a quaneI'; however, the rapid innease of new memlx'rs dictated that we change this to a monthly revision 10 give the ml'mlx'rs ulxlated information concerning the memlx~rship. In order to assure immediate activation of Ihe new members and to retain the older memlwrs, we relied heavily upon the national programs as outlined in the Springboard and Degrees of Jaycees progrdms. Also, our president implemented a progrdm of his own called "Pride of the President" dub. In order to get in this dub, a memlxT had 10 work on

an internal and external project, a ways and means project, allend 80 percent of the meetings, write an anicle for the newsheet, and recruit at least two new members for the chapter. Evalunte A nnunl Progress The goal for our firsl priority in the area of chapter management was to be the first Metro Chapter to ever douhle our memlx'rship. This would require a net g'din of II memhers. By November 20, 1983, we had attained this goal. therefore, it was necessary to modify this plan and to "raise our sights". It was decided at the mid-year evaluation that we would strive to be the firsl chapter in the history of the United States Jaycees to triple its memlx'rship. As of the time of the writing of this repon, we have recruited 251 new members and have a new membership in the Winston-Salem Jaycees of 340 memlx'rs.
J

The goal for our second priority was to achieve at least a 70 percent retention during the year. We have Ix'en able to maintain an almost 85 percent retention all during the year. The goal for our third priority was toraiseallmst$12,OOO,exc!usive of income from membership dut's and to establish a cashflow plan. We itnmediately established a cash-flow system which stoexlus in good stead for the remainder of the year. The implt'menwtion of the finance committee also served toeliminate projects which were not well thought out and involved substantial financial risk. There was no project run this year which showed a loss of any kind, except for the Awards Banquet and this sum was comlx'nsated for by sponsor donations. The fund raising area was able to raise over $9,600, exclusive of the income from the Miss North Carolina Pageant. Atlhe present time, the club is receivingaS500a month advance from the pageant and we expect to receive' total proceeds in the amount of $7,000 - 10,000,which would mean that the chapter actually raised in excess of S20,OOO.OO. The goal for our fourth priority was to revise the chapter roster at leasl once a quarter and 10 keep Ix~l!errecords wilh a monthly progress relxJn. Our president made a requirement thai all IXlard members would submit monthly relx>rls concerning their activities; therefore. this problem was alleviated immediately. We also determined early in the year that a quanerly revision of the roster was inadequate since wt' were recruiting at least 66 new memlx'rs a quarter. \Ve had to go to monthly roster and were fonunate 10 have a mt'mlx'r of OUI chapler who was able to computerize this process. 'rl1l'addition of a comlx'tenl pan-time secrelary greatly facilitaled the workings of the office and the maintaining of OIganill-d records. The comhination of our secretary, the treasurerand the memlx'rs of the chapter managemel1l IXJrtfolio served as a useful team in organizing our office procedure. . The fifth priority contained three sub-goals. FirSI of all. we wanted to reactivate the Interclub Council of Forsyth County. This proved to be an idea that was nOI well thought Ihrough and was practically imlxlssihle 10 implement due to the lack of interest in ourclub in panicipatingor meeting with the small chapters and the attitude of the sma lie! chapters toward our cluh. The area of interdub relations is one that should he looked at at length in next year's plan. Tht' nexl suh-goal under the fiflh priorily was to have two in-chapler l'xtt'nsions during the year. Since W(' had lIlet this goal hy th(' ('nd of July, we decided that \\"t' had Ix'l'Jl

somewhat pessimistic in our outlook on membership recruitment and it was decided at this time that if we could have an inchapter extension (22 new members) each month, that we would lx' able to triple our memlx'rship. In July this sounded. like a dream, but it is now a reality. Our third goal under the fifth priority was to have at least 20 IX'lH'nt of our memlx'rship attend the district meeting and to have voting strength at all other state meetings. With the rapid increase in new members, this was easily achiewd. After all. 1Il'\\' members do not know what is fun and what is not. They will go to anything if you tell them it is required. The goal for our sixth priority was to conduct intensiw planning sessions for the Ix)ard prior tO'the time which we would assume the leadership of the club on May I, 1983. We also wanted to re-evaluate our progress prior to November I, 1983and again priorto February 15, 1984. As has been discussed previously, the Board of Directors' planning and orientation

determined much of the chapter planAspriorresultbeginning the retreat was a tremendous success. a to of that, we year. We decided to haw monthly evaluations and on November 15, 1983, we had a mid-yearevaluation in which we updated and actually increased many of our previously set quotas and goals. The goal for our seventh priority was to improve memIX'rship meetings in order that we might increase the average attendance to 50 percent of the active membership. Using as a basis our concept of the balanced programming, i.e., allocating one program a quarter to each of six major areas, we were able to st im ulate new and increased interest in our membershi p programs. The word soon got around that it was fun to go to a Jaycee meeting of the Winston-Salem Jaycees. This not only brought old memlx'rs back to the meetings, but also brought many new members seeking membership. At theendof March, we are averaging from (,()% to 65% attendance at our meetings.

134

BibliograPhy
(Suggested Reading) U.S. JAYCEES OFFICERS' AND DIRECTORS'
O>;\L\IITI'EI': CI IAIR;\IA;\;'S WORKBOOK \VA YS AND MEANS HANDBOOK GUIDE TO SUCCESSFUL PERSONAL 1'10\\' TO GET CONTROL GI JIDE (RS/'I'#SOOI-O)
#5lili7-0} US/'I'#SO//-O)

( U.S. jaycrcs US/'I'

(US. jawn's
({f .."'.

AWARDS MANUAL (U.S. jaycef's US/P#SO/7) LOCAL PUBLICATIONS jay('('('s US/ 'I' #Sli22-li!
({'.S.

DYNAMIC'i (U.S. jayer'f' Catalog #628-/) '/f/ver'('s (;f/lf/l{).~ #771-1)

OF YOUR TII\IE AND YOUR LIFE, By A If/n I,akin

35
Evaluation
This manual was designed to help a Jaycee chapter effectively plan its year of activities. We need your help in determining if that goal was reached. Only you can tell us if the manual was beneficial to you. Please take the time to complete and mail the evaluation form to: Management Development, U.S. Jaycees, P.O. Box 7, Tulsa, OK 74121-0007. Your comments will be used to help improve the planning process for Jaycee chapters.

r------------------------------------~

Planning Guide for Chapters

I. \\'hich part of the manual was of most Ix'nefit to you?

2.

Which pan of the manual was of least bcnefit to you?

3.

\\'as an\" pan of thl' matniallllHkar

or confusing? II so. which pan?

'I.

What suggestions would you olll'r for implO\"l'nH'nt of Ihis matnial?

-------------------------------------

THEJA

YCEE CREED

Il'r nr!irl'I':
Thalfailh Thallhl' /II (;od ,!!,il/rs /I/('(/Ilil/g 10 1I/II1/al/ !ifr: hrollU'r/wod III(' sm'I'rrigl//)' '1'1/(111'1{)I/()/II iI' jllslifr /J)' fU'I' /1/('1/ Ihrollgh TI/(II gm'I'nlll/l'I/I.\/IIJ//ld rallll'r ThaI ,II/d il/ hll/l/(/I/ Ihal SI'I<'iu' h/'.ll Ihal/ ('(/rlh 's grrallrl'asllu' !}(T.\/Il/a!ily: 10 1l/lIl/al/il)' of !if is 1111' al/d /JlI1"/J0sl'
... I, ~; "~"I"

of /I/(lII/ral/.\I'I'I/(ls of I/aliol/s: 1(11/ 1)('.1'11)('IUOI/

.
~,

.1,

fr('(' l'I///'r/ni,\I':
hI' of 1m/'s of 111/'1/: !iI'S

wmk

I'.

!.

~. The United States Jaycees". P.O. Box 7. Tulsa. OK 74121-0007. (918) 584-2481

j'