local officer orientation

8/4/2019 Local Officer Orientation

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Available from:Products DivisionU.S. JayceesBox 7Tulsa, Oklahoma74121

No. 697-1

1982 United States Jaycees

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LocalOfficerOrientationLEADERSHICHAIRMANDIRECTORTREASURERSECRETARYVICE PRESIDENTPRESIDENTSTATE DIRECTOR


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TABLE OF CONTENTS

IntroductionChairmanDirectorTreasurerSecretaryVice PresidentPresidentSta te Direc tor

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THE JAYCEE CREED

We believe '"that faith in God gives meaning and purpose to

human life.that the brotherhood of man transcends the

sovereignty of nations.that economic just ice can best be won by

free men through free enterprise.that government should be of laws rather than

of men.that earth's great treasure lies in human

personality.and that service to humanity is the best work

of life .


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U. S. Jaycees organization.2. ENCOURAGE local to

organize an "On-To" fund.Now that we know hisresponsibilities, how does heapply them. He has twomain areas of endeavor.They are interclub relationsand international relations.Let's take interclub relations and extensions first:

The State Director is in charge of:1. Visi ting neighboring chap-ters.2. Idea exchanging plan.3. District meetings.4. Special district events.5. State board meeting.6. State convention.7. Special state events.8. State executive meetings.9. U. S. Jaycees board

meetings.10. U. S. Jaycees convention.11. J .C.I.12. U. S. Jaycees information

library .13. State office.14. Arranging for Chairrnel1,District Chairmen, State

Vice President, U. S. Jaycees Directors, or StatePresident to visit local.Some of the projects in the international relation area are:

1. Internation picnic.2. Foreign exchange student.3. Internation Round Tablediscussion.4. Foreign Holiday (Thanks-

giving and Christmas).5. Student to state meetings.6. J .C.I. Senator.7. Foreign student friendship

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tour.8. Sister City program.Now you can see that the StateDirector is both internal and external.

The interclub area is designed to helpthe local bet ter i tself by gathering information make a stronger club, whilethe international area is used to helppromote goodwill between the membersof the local and the community withthe people of other nations and people.

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INTRODUCTION

Leadership proficiency is the goaleach man strives for from the day hefirst becomes a Jaycee.

One key to his progress towardsthat goal is effective orientation as headvances through the var ious posts of alocal Jaycee chapter. First, a manbecomes a Jaycee, but what are Jaycees?

A Northglenn, Colorado, Jayceedefines the word "JAYCEES" in thismanner:J - junction: A junction in ayoung man's life comes when hebecomes a Jaycee. Each one of ustraveled an individual road of life.We all have different ideas,different thoughts, different environmental background anddifferent economic status. Yet, weall met one common junction inl ife. We now travel the same road,working together for a bettercommunity, better state, betternation and better world.A - action: The Jayceesproduce, within a young man, theability to take action. Werepresent a group of ci tizens ableto stand on our own feet. Menthat not only talk about community problems, but take theaction to solve these problems,men that will tackle the impossible and make it a reality.Y - youth: Jaycees are youngmen with fue and fight in themwaiting to be released. They areyoung men that present freshideas , new ways, and that are age- 3

less in their working abil ity. Theyare young citizens that do notcomprehend the phrase "it can'tbe done." Jaycees are young menact ing today for a bettertomorrow.C - courage: Jaycees haveco~rage to become leaders ra therthan followers. Courage to presenta project. Then work like a sawmill to see this project become asuccess. Courage to be differentand break a way from thetraditional. They have the courageto be gallant, knowing thatpractical experience, whether asuccess or failure, is a Jaycee'sgreatest teacher.E - enthusiasm: Enthusiasm isthe motivation factor of Jaycees.Enthusiasm is contagious andspreads through the organizationlike wildfue. Enthusiasm is theone reason the Jaycees have enjoyed such a great success. Today,there are over 300,000 Jaycees inthe United States. With our enthusiasm, we wil l increase this to400,000 before the year hasended.E - encouragement: Jayceesoffer encouragement for membersto help them better handle thepro blems of today's life. Encouragement for the watery-eyedathlete that failed to make thegrade in Junior Champ. Weare encouragement to the cit izens of ourcommunity by showing themthere is a group of young meninterested in making the community a better place to live .


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S - service: All of the above,J un ction Action ... Youth .Courage Enthusiasm .Encouragement, are put to service in the Jaycee organization.Services that enhance theAmerican way of life. Knowingthat without Americanism theJaycees would not be here toserve. These services are animportant par t of a Jaycee's life.In this Local Orientation Guide, aJaycee will f ind a brief orientation for

every office from Chairman through theoffice of President to State Director.The final portion of the guide wil l contain a handbook of Parliamentary Procedure, with which every officer shouldbe familiar.

By using this booklet, each officerwill also be able to have an idea of theresponsibilities of the other Boardmembers and thus be more effective inhis own area.

For further information, contact:Program Manager, U. S. Jaycees, Box 7,Tulsa, Oklahoma 74102.

A. CHAIRMANWith what one man does the final

burden of leadership rest in a Jayceechapter? In what organizationalstructure does a man prove himself as aleader?

... the chairman ... in a committee.Although the Board of Directorsof a chapter lays out the year's program,it is the chairman who must see that it

functions. To accomplish the task ofsuccessfully completing a project, hemust follow five basic steps: visualize,plan, act, summarize and follow-up.

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Before you begin to visualize theproject, you should do two things; readthe Records & Recognition form fromthe previous year and talk to the manwho was chairman of it then. With thisperspective, you can have a more clear,thorough idea of the overall project.To achieve a clear picture of whatyou, as chairman, must do, ask yourselfthe following questions:Why am I chairman of thisproject?What will this project accomplish?

How will it improve the community, or club?

How many committee membersdo I need to successfully complete thisproject?

Is it to be a short-range projectwith a completion date, or will it coverthe entire year?

What budget range must I plan on,both income and outgo?If you are able to answer thesequestions, then you have a clear pictureof the project.The second step, and the mostvital, is planning. If you sit down, andplan your project s tep-by-step, it can besuccessful.

An important part of goodplanning is organizing the committee.Select a minimum number to do the jobeffectively, and hold a meeting todescribe the project to these men. Helpthem to visualize the project as youhave pictured it.

Delegate authority and insure thateach committee member understandshis area of responsibility. Impress uponeach Jaycee that the overall success ofthe project rests upon whether or not hefulfills that responsibility.If the project is large, helporganize subcommittees and see thatthey, too, are functioning properly.

report to you the Directorsand Chairmen who want topass off the work for whichthey are responsible to him.Nice Going,"Mr. Local President"!!!

You have your Board of Directors, your Executive Committee, yourvarious committees all in operation. Thefuture of your local is assured becausethe Leadership Training Chairman hasaccepted his responsibility and hiscommittee is doing a fme job. BUT, thechallenge to you, "Mr. President," is tokeep them working. Yes, every member>of the team must keep working. Youmust provide harmony. You must givethem continued leadership.

G. STATE DIRECTORThe State Director is the person

responsible for keeping the clubinformed on all state and district affairs.He arranges for interclub activities andalso is responsible for reporting localactivities to the state newspaper.Now what really is a StateDirector? First he is an enthusiastic Jaycee. He has to be, because he is the"Key" that opens the door to interestand complete cooperation between thestate and your local.The State Director is also amember of the state board of directors,and as such, isa messenger between thestate and the local. He is the person incharge of extension work in the area ofhis local chapter, and must report information concerning state meetings,policies and programs. He will alsocoordinate visitations from the locals toattend various state meetings andmeetings with other local chapters. He isalso the official "hand shaker" of the

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club.Now let's break him down a li ttle

more so we can examine the pieces.How do these "Responsibilities" work.1. REPORT to the member

ship the important decisionsand highlights of the laststate meeting.2. ENCOURAGE attendanceof members at statemeetings and provideassistance such as arrangements for t ransportat ionand housing.3. INFORM the membershipof important items whichwill be discussed at the nextstate meeting and obtain anexpression of opinion.4. ENLIST support of thelocal in state projects, programs and policies.

Next to the State:1. ATTEND all state meetings

and actively participate as amember of the Board ofDirectors.2. DISCUSS common problems and new ideas with the

represen ta tives of otherchapters to obtain suggestions and solutions.3. PROPOSE new projects forthe state's consideration as

developed by your local.The third is U. S. Jaycees: Here theState Director is involved in:

1. PROMOTING U. S. Jayceesactivities and projects byencouraging attendance atU. S. Jaycees events andkeeping the local informedof services, material andfacilities available from the


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one who must remove acommittee chairman if he is I 4.not doing a satisfactory job.Do not hesitate. You, nothe, are responsible for theoverall program.

b. Are your committeescooperating and coordinating with state and U. S.Jaycees committees?

c. Publicity - Are your committees getting the publicityand the recognition necessa r y for a successfulproject?d. Seasonal committees Watch that calendar. Activate these committeessufficiently in advance.

FINANCES - Your Treasurer isresponsible to you for this depar tment.a. Dues - Collection of Quesshould be current. Does hehave a system of follow-upfor delinquent members?Are your state and U. S.Jaycees dues paid? Are youkeeping your list currentwith state and U. S. Jaycees?

b. Financial Standing - Is theorganization solvent? Thisbrings out the criticalimportance of a budget.Your Treasurer is responsi- I 5.ble for staying within thebudget. He is the watchdog.

c. Money Making Projects No Jaycee chapter can existwithout an occasionalmoney maker. Get onestarted.

d. Payment of Bills - Yours tanding in the communitymust be above reproach.Obligations must be met 16

promptly.STATE AND U. S. JAYCEEAFFILIATION - Your StateDirector is the key man.a. As you know, your local isone link in a vast chain of

young men the world over.The strength of your localboth provides and l ies in thestrength of state and The U.S. Jaycees. Your membership must be taught thebenefits and the importanceof the affiliation.

b. District Meetings - Attendthem in strength; take newfaces.

c. State Meeting - Thatquarterly "shot in the arm"that every Jaycee needs isaccomplished at your statemeetings. You should joinwith your State Director ingetting a good turnout.d. Convention Club - A swellidea. Form one and insure agood representation at thestate and U. S. Jaycees conventions.

e. Extension - Are youworking on extension? Youare falling down if not.Every community inAmerica should havea Jaycee chapter.CHAPTER RECORDS

A. Is your secretary keepingproper records and properma terials for use by allDirectors and Chairmen?B. Does he store materials conveniently for reuse fromyear to year.

C. Has he permitted himself tobe loaded with everybodyelse's work, or does he

Following is a sample commit teeorganizat ion char t which wil l funct ionas a general guideline for most projects:

CHAIRMAN

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COMMITTEE

COMMITTEEOMMITTEEOMMITTEEARRANGE-

PUBLICITYiNANCECRAPBOOKSMENTS

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SUB-

SUB-UB-UB-COMMITTEE

COMMITTEEOMMITTEEOMMITTEE

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MEMBERSHIP

Once everything has beenvisualized and thoroughly planned, theactual "doing" will be relatively easy.Maintain a good communications linewith all commit tee and subcommitteemembers throughout the project ; in theend, this could prove to be the successor failure of the project.Another area important tophysically carrying out the project iskeeping the club abreast of its progress .

In each report, relate the chapter to theproject, the committee to the project,the project to the community and theoverall purpose and scope of allactivities.

The fourth step is summarizingwhat has been done, and the mostfunctional method of doing this isthrough the R&R. Complete the scrapbook on your project and turn it in withyour final report by the second Boardmeet ing following the conclusion of theproject.

The fifth and final step can makeor break the project for the next year,FOLLOW-UP. See that individuals inthe community who assisted areproperly thanked, letters of appreciation written, or if the project calls forpersonal or personnel follow-up, makesure it's done. This is the area where thevalue of a project is proven, and yourability as a prospective leader will bejudged.HINT FOR SUCCESS: Use thebasic R&R form.

B. DIRECTOR

As Director, you have beenelected by your fellow Jaycees torepresent them on the Board. There aregeneral principles which apply to allDirectors, but your specific duties andorganizat ion are set down in the by-lawsof your chapter. Study them carefullyand learn your duties.

Whatever your assignment, youwill be working within the portfolio ofone of the executive board members.

You may be assigned to thetreasurer's areas, which includes preparing budgets, profit-making projectsand the chapter's finance committee.Or, you might be assigned to theinternal vice president's portfolio, where5


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you would coordinate programs, socialactivities, publications, individual andspiritual development, enrollment andgrowth, awards, etc.Or, you might work with the external vice president and the externalaffairs of the chapters such asrecreationand sports, crime prevention, health andsafety, civic involvement and environmental improvement.Or, you might serve with the statedirector and work with such projects as"on-to," extensions, and other district,regional, state or U.S. Jaycees businesses.

There are ten items a Directorshould consider and do to successfullyfill his office.

1. Always act in the interest ofthe men who elected you,while also adhering to thepol icies and by-laws of thechapter.

2. As a board member, you arebeing observed by potentialofficers; set an effectiveexample.

3. Be a strong communicat ionslink between the membersand the board, and theboard and the members.

4. The board is a form ofrepresentative government,established so that businesscan be readi ly expedited.Keep the business going,avoid unnecessary discussion, and above all... actwisely.5. Your responsibility in thechain of command is to helpadministrate. When given anassignment, act on itimmediately and to the bestof your ability.

6. As a Director, take advantage of your position to

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learn the steps and responsibilities of higher offices; andif you aspire to hold higheroffice, plan your goals.

7. As you learn about your joband the other positions onthe board, help the averagemember learn.

8. In your advisory capacity tocommittees, stress planningand organization ..9. Review the campa(gnpromises you made anddetermine whether or notyou have fulfilled them.10. Beenthusiastic.

C. TREASURERAs Treasurer, you have one of the

most vital positions in the Jayceechapter, and one that carries with it themost responsibi lity. Your chapter willfall somewhere in the range of chaptersin the United States which have anoperating budget around a thousanddol lars to a large metropolitan budgetnear seventy thousand, and withindividual projects which range from nobudget, or sponsorships, to over fiftythousand dollars.

With responsibility such as this,you, of necessity, must have a continuously accurate method of bookkeeping, give complete reports at eachmeeting, and be on top of everything ina chapter which deals with finance.

In small chapters, the job ofTreasurer is often combined with secretary; however, the amount of work involved will control the situation. Inlarge chapters, an executive secretarymay be in charge of bookkeeping, butthe primary responsibility still remainswith the Treasurer.

responsibility of this job. He is theman who will constantly evaluatethe leadership training beingperformed by officers anddirectors and who will beresponsible for special courses inleadership training. Perhaps youmay want him to report directlyto you, or to the first Vice President. Most important is the function of leadership training,wherever it is located in theorganization structure.

Your First Membership MeetingIs Almost Here, You Must:1. Sit down with your Vice President

in charge of programs and go overevery phase of the meeting. Letno detail slip by for your firstmeeting. This one will set thepattern for future meetings.2. Plan your agenda to stalt, andfinish "On Time."

3. Let every Jaycee present stand onhis own two feet, announcing hisname and his business.

4. Give recognition to your Committee Chairmen. Brief them priorto the meeting; allocate time tothem for their report. Ninety-fivepercent of committee reports canbe covered in five minutes.

5. Announce next meeting's programbefore you adjourn.

Your Year's Program Is NowRolling. After a Few Months,Stop And Take a Look!!!1. INTERNALLY - Is your first

Vice President with his ass igneddirectors following through on:a. Your Awards Program Has he outlined Giessenbier

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Directors? Are you guidinga program that will qualifyyour chapter as a winner?Also, compile thoseclippings currently; now isthe time, not the last threeweeks before convention.Insist on a summary on eachproject for your awards me.

b. Membership - How manynew members have come in,compared to the numberdropped? A drive formembers at this point isalways a must.

c.. Leadership Training - Isyour chairman doing hisjob? You are the judge. Areyou building leadership by awell-planned program? Nowis the time.

d. Publication - What are youdoing for the membership?A publication is one answer.If you have one, does it getout regularly? If you arewi thout one, get onestarted. Just a one pagemimeo type will hold a localtogether.

e. Socials - Let's keep thewives happy. Socials are apart of your program.f. Correspondence - Is thatpile of unanswered mailgetting smaller or larger?Prompt replies take no moretime than a delayed answer.Be prompt, remember you,Mr. "Local President" arethe Jaycees.

EXTERNALLY - Is your 2ndVice President with his assigneddirectors "ON the Ball?"a. Are all of your committees

in operation? You are the


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The position of Secretary in a Jaycee chapter is of key importance. Theforward motion of a chapter hinges onthe effectiveness of this office, for it ishis responsibility to follow-up theaction of the board and the President.

He has two other vital tasks,keeping an accurate file of the minutesof all board and membership meetingsand correspondence.

In a few of the large chaptersusually there is an Executive Secretarywho assumes the following duties, sothat the elected Secretary has only toserve as Secretary to the Board ofDirectors, recording the minutes of theirmeetings and handling any correspond-7

2. Present your programs sixmonths I 1.in a dva nce wherever possible.Long-range planning is an impor-tant part of your job. Start now.Your job is easier if you and theVice Presidents jointly plan. Youare not sole custodian of ideas.

3. As that first session, assign everymember of that Board to a job.Under your chart, they are yourcommittee coordinators. Orientthem as to their importance. Thecommittees work directly underthem. Be absolutely certain thatthe Treasurer has a budget. Youmust know where your moneygoes.

How To Conduct a Meeting!!!1. Your first Board of Directors

meeting is here. At this firstmeeting you must accomplish thefollowing:a. Have your agenda prepared.A copy for each Boardmember is a must.b. Start promptly on time. Seta time for finishing, andfinish on time.

2. An absolute must at this meeting,(and every subsequent one) is toconduct the session on a strictparliamentary procedure basis.Your gavel and the observance toRobert's Rules of Order, is thekey to an orderly meeting. Neverconduct a "gabfest" meeting. Youare the chairman, you are incommand. Do not "fumble" bydeviating from a high level 12.businesslike meeting.

Your First Board Meeting Wasa Success,Now You're "In Business"!!!14

Your most important function ofthe year is here: SELECTION OFCOMMITTEE CHAIRMEN ...Local, State and U. S. Jayceeshistory shows that the greatstrides this organization has madehave been at the local committeelevel. This selection job is tooimportant for one man. Make itan Executive Committee responsibility. In many chapters, the VicePresidents and Treasurer havetotal responsibility for projectprogramming and selection,leaving as Presidential responsibil ity the sett ing of chapter objectives. The chapter with a Presidentdoing all planning may in the nextyear be weak because a manhasn't been built up to replacehim. The chairmen will workdirectly with Executive Committee members and directors.Make the men directly responsiblefor supervising the various chairmen pick the men they KNOWwill work the hardest and in thebest harmony . You, Mr. President,may help in the choice, but besure it is talked through to thepoint that the Vice President orDirector is absolutely satisfied. Inmany cha pters, the Presidentpicks no chairmen, leaving this toother officers - and this has beenhighly satisfactory. Be sure toconsider strongly for chairman, amember of the previous year'scommittee, one who knows theropes.One chairmanship that you shouldpersonally select, however, is yourLeadership Training Chairman.Every organization has a "strongman." You must sell him the great

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Your Duties As TreasurerBe responsible for COLLECTINGand DEPOSITING of all monies,and be accountable for them.DISBURSE all funds by countersigned checks. Payments by cashshould be held to the minimum.Each disbursement should besupported by a statement approved through the prescribedprocedure and should be filed aspart of the Treasurer's records.Maintain ADEQUATERECORDS! Larger clubs willrequire a more comprehensive setof books and in some cases acomplete accounting knowledgeof accruals and prepayments willbe necessary in order to reportproperly the financial conditionof the club. Smaller clubs shoulduse the cash receipts and disbursements method of bookkeeping.The smaller the club, the simplerthe records.In many cases a Finance Chairmanis appointed for a special project;however, the accountabili ty sti llrests with you, the Treasurer. Fora large project it is sometimesadvisable to keep a subsidiary setof records for that project aloneand incorporate the outcome ofthe project into the general booksof the organization. These subsidiary records must be filedproperly as a part of theTreasurer 's general records. Thiseliminates the cluttering up of thegeneral books with many variedentries and increases theflexibility of the accountingsystem.COLLECT all monies owed the

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club PROMPTLY. Dues should bemade payable simultaneously,preferably immediately precedingU. S. Jaycee billing dates tofacili tate prompt payment of yourlocal's state and national dues.SUPERVISE AND INSIST ON AFORMAL BUDGET FOR YOURORGANIZATION AND INSISTON STRICT ADHERENCE TOIT.Prepare at regular intervals afinancial statement and distributeenough copies so that all memberscan have one. Any criticism aboutimproper reporting can be overcome by this simple rule.Treasurers of larger clubs shouldhave a representative on eachcommittee. In the smaller club,the Treasurer himself shouldattend all committee meetings andact as an advisor on fmancialmatters involved.Pay all debts of the clubPROMPTLY.

D. SECRETARY


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date:a.ence referred to him by the Board. Thefollowing is an outline of the duties ofSecretary.Routine Duties

1. Schedules meetings so that committees and events do not conflict.2. Sends notices and reminders to

insure proper attendance andnotification of meetings.

3. Arranges adequate space for andlocation of all meetings.4. Attends all possible meetings toinsure that he will be informed of

the conflict, function, and heartof the organization.

5. Maintains and publishes a calendarof events.Value To The President

1. The Secretary is the President'sassistant - his right-hand man,and works constantly with thePresident to administer the affairsof the organization.2. He keeps the President advised atall times of various trends in theorganization and of events thatshould take place in the futureaccording to the calendar ofevents.

3. Is responsible to the Board ofDirectors through the President.4. Keeps close tab on all committeeactions and maintains close liaisonand advisory status between thePresident and Committee Chairmen.

5. Prepares the business agenda forall meetings in cooperation withthe President and other leaders ofthe organization.

6. Keeps membership rosters up to 8

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Forwards new rosters ofmembership to The U. S.Jaycees Headquarters withinfo copies to the stateorganization semiannually.Forwards list of newmembers as they areaccepted into the club.Handles changes of addressand members who aredropped, by advising stateand The U. S. Jayceespromptly.of all membership drives.Is responsible to a large extent to

properly publicize all the activitiesof the organization and to constantly remind all members of theorganization to accept andpromote more publicity for thevarious projects and programs theorganization sponsors.

Office RecordsKeeps fIles up to date containing:a. Complete records of

personal data.b. Par ticipation in act ivities .c. Attendance at meetings.d. Dates and payment od dues.e. Minutes of meetings.f. Correspondence files.g. Current files on Committeeactivities.Processes all membership applications for board approval, referralto committees, inductionceremonies, issuance of pins,certificates, membership cards,and places new members on themailing lists.Orders purchase of all supplies,postage, stationery, etc., necessaryto maintain the office.

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cha pter executing in excess of 50projects a year, he must be able toorganize his manpower to meet everychallenge.To properly conduct a wellbalanced program, he must organize apositive chain of command system, sothat he is dealing with a minimum ofpersons directly with the effect reachingevery man.The third side of the President isleadership training. He is a product ofleadership training, and he in turn mustprovide leadership training.

Yet 1eadership training withinitself is twofold. First, a local Presidentmust take advantage of his posit ion bydoing anefficient, conscientious job. Hemust also plan for the future, not justthis year, but for years to come, whenplanning activities and programs whichwill train the future leaders of his Jaycee chapter.

Let Us Start the WheelsRolling on This Job ofLocal Prexy!!!Obtain an Officers and Directors

Guide. It is available from The U. S.Jaycees Headquarters. Take a night off,if necessary; don't read i t, but study i t.Be selfish about it. Memorize theimportant points. It is not in itself thekey to a successful year, for it can'treplace you. But, i t can be a great help.

The First Positive Step is toSet Up Your Organizational Chart!!Yes!!! The "Chain of Command.:'

The most important part of that chart,once set up, is to follow it religiously.Work out the problems, don' t deviate. Ifyou do you are lost.The Board of Directors sets

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policy. Their charter comes from themembership who come FIRST. You asPresident execute policy through yourofficers and committee chairmen.Define, in writing if possible, the exactauthority and responsibility of eachofficer, director and committee chairman. Your job is to train them in theirjobs, not to do their work. Force theorganization to work per your organizational chart. Train your fellow workers.They work WITH you, not FOR you, ina volunteer organization. Let them dotheir job as defined by you. YOUcoordinate. You inspire. You teach.You do NOT do the leg work.

... YOU and your ExecutiveCommittee provide the vehicle forcarrying out the wishes of the membership, as voted by that Board ofDirectors. You are not King of themembership; you are the servant of themembership.

Organizing The Program andThe Chapter!!!1. Start off on the right foot by

scheduling regular meetings ofyour Executive Committee. Itmay consist of You and the VicePresidents as a minimum, withSecretary, Treasurer and StateDirector added as you see fit, inaccordance with your by-laws. Letthem share your responsibility bydiscussing all phases of your program with them. Assign them jobson the basis of your Organizational Chart. See that they workthrough that important "Chain ofCommand." An Executive Committee meeting prior to eachBoard meeting isvery desirable. Inthat way you automatically screeneverything.


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around to some of your committeesessions, so the Jaycees can get a chanceto know him.

It has been said, "A chapter isonly as strong as the man who leads it."This applies directly to the posi-tion of local President of a Jayceechapter; the local President has a three-fold personali ty to maintain, and if heisstrong, the chapter will be strong.

First, he is Jaycees to the public.It will be his picture that will be used inthe newspapers, his voice on the radio,his face on the television, he willrepresent the chapter to the public.Regardless of how hard the Presidenttries to give credit to chairmen and com-mittees, the radio and the press in-evitably want him.The second side to the President'spersonali ty is that he is, of necessity, anorganizer. With the average Jaycee

Either the Internal or the Externalaffairs, (in the case of some locals, itmight be both) of the organization,being directly responsible to the Presi-dent. So, you start what turns out to bethe most important part of your job:Namely, the selection and training ofCommittee Chairman.In a large local, committeeselection may be done by directorsassigned to the vice presidents. If this isthe case, then the vice presidents, withthe president, should carefully assigndirectors to the proper portfolios orgroups of committees. The vice presi-dent will then be training directors. I t ismore likely that vice president anddirectors will jointly select chairmenand the vice president shall be con-cerned in training both.As you start your selections,BEAR THIS IN MIND : You or theDirectors, as the case may be, areresponsible. You will have to followthrough when a program falters, or fails .Don't be a good fellow and appointyour friends, BE SMART and pick thebest man for the job. Make life easy foryourself. Ask yourself these questions:1. Does he show an interest in

this particular committee?2. Does he understand theimportance of getting othersto work with him?3. Does he realize how impor-tant it is for regular com-

mittee meetings.4. Does he have the time? Un-fortunately, time elementelimina tes many capablemen. Better to eliminatethan to regret.5. Will he positively attend theChairmanship Course thatyou and the LeadershipTraining Chairman will9

Ninety percent of a Jayceechapter's activity flows through you,the Vice President, and therefore, makesyour job extremely important to thechapter's year.You have basically a twofold job.First, you are the right arm of thePresident. While he is collecting theaccolades of the community, being the

chief public relations representative forthe Jaycees, you must see that thechapter functions as normal. In hisabsence, you must be prepared to fil l hisshoes.

Secondly, you must be preparingfor the future. When election timecomes next year, you are going to bethe Hrst man considered for the job.During this year, therefore, you mustlearn and absorb as much knowledge aspossible about the administration ofyour chapter. As above, whenever he isabsent, you must conduct meetings, seethat all business is carried on, and to dothis you must have a thoroughknowledge of his duties.

Your Very First Step!!!

E. VICE PRESIDENT

4. A n s w e r saIl g e n era 1correspondence promptly andfollows up on letters requiringreplies from other officers.

Then, as Vice President,You Are Responsible For:

Sit down with the Local Presidentand together study the organizationalchart. Have him clearly defme yourresponsibilities per the chart. From thatday on, follow the chart precisely,coordinate with him as closely aspossible all activities.

You should attend as manycommittee meetings aspossible. Not only do yougive them guidance, butyour presence is encourage-ment to committeemembers to pitch in and doa better job.Where a committee starts tofalter, you must be ready tojump in and give them a lift.See that your chairmen aregiven recognition, both as topublicity and the chance tostand up at the membershipmeeting and tell the fellowswhat their committees aredoing.Remember always, a goodVice President is a workingVice President.

F. PRE SIDENT

3.

1.

2.

4.

(That interchange of ideaswill help you, too.)Enter awards in state and U.S. Jaycees competition.Why do the job all year andthen fall down when itcomes to recognition. Also,the continuity of your localprogram is assured if youhave a good awards chair-man.

Watch That Financial Picture!!!

Let Us Summarize, And Say:Stay in close contact with the

local President. Take your full responsi-bility, and report to him regularly yourcommittees ' activit ies. Try to have him j12

Jaycees take pride in the fact thatwe are not big fund raising organizationswith large surplus funds. How true. Wedevote our time to good constructivecivic projects. True, but let us not losesight of the fact that we have a budgetthat must be balanced.1. As a Vice President you

usually don't enter intofinances, that being theTreasurer 's department.But, as a member of theExecutive Committee, andcertainly one who will beaffected if this administra-tion leaves a flood of unpaidbills, you should. see thatpolicies of income and ex-penditure are carefullywatched.An occasional money-making project is a must.Keep an eye on them,however, because a failurein a fund raiser can seriouslycramp next year's program.


10/37

organize? Or, i f training isinformative will he taketraining from yougraciously?

Now, You Have Your Chairman!!!The job of a committee chairmanis to VISUALIZE, PLAN, ACT,SUMMARIZE and FOLLOW-UP. Your

job in conjunction with Directors, ifcommittees are assigned directly tothem, is to teach these five things. Nojob is more important! The success of achapter is totally dependent upon itscommittees. Your job is NOT to workon projects. It IS to train men to chairman or supervise projects. Work withnew chairmen in organizing their committee, budgeting money,. time andmanpower. Train them to makedecisions, committee decisions. Youractivity is living LEADERSHIPTRAINING.

One of the greatest failings of Jaycee chapters is to appoint only tried andtrue members to committee chairmanships and committees, nonworking Jaycees, especially new ones, won't lastlong. It is a Vice Presidential duty toINSIST th4t some new members be onevery committee and that every memberin every year have several opportunitiesto work on various committees. Neglectof this is indicative of poor leadership ina Vice President.

10

Plan Your Program SixMonths in Advance!!!This may sound like the Presi

dent's worry, but is isn't. Chairmen areyour problem. We found out long agothat an idle chairman is a "lost" chairman. Keep him busy. Planning a projectsix months in advance not only keepsthat chairman and his committee active,but insures you of a successful project.Remember this: You, as Vice President,real ly set the pattern for the year's program, because you will have to developa lot of the ideas and projects. Surethat's the committee chairman's job,BUT if he doesn't produce, are yougoing to sit idle and watch the programfalter? No, if they don't have a project,you line up one for them. Don't, ofcourse, appoint chairmen just for thesake of appointment, if committeeactivity seems entirely unlikely. And if aman just won't work, don't be afraid toask him to resign. The chapter willbenefit.

Get Your Plans And ProjectsApproved By The Board!!!1. As a matter of policy clear allideas, and certainly projects,

through the Board of Directors.Get them approved before anycommittee is started.

2. Try to gef as many of your chairmen present for your boardmeetings as possible, because:a. They pick up some good

ideas from watching otherchairmen operate.b. This year's chairmen will benext year's board members.3. You must see that every project,

when it is presented to the Boardfor approval, has a well planned,

Ij ,"

detailed budget. You must seethat the committee operateswithin that budget.4. Never lose sight of the fact thatyou are the one responsible forthe operation of those committeesdirectly to the President.

Learn Now,How To Conduct a Meeting!!!There will be times when the

President is not available and suddenly,without warning, the gavel is yours.

1. Learn parliamentaryprocedure thoroughly, whileyou are a Vice President.Don't wait until you'reelected President; you needthe training now.Remember, when the President is not there, you arethe President.

2. There is no better way tokill your chances for nextyear than by not knowinghow to run a meeting. Jaycees are funny; theyDEMAND good qualif iedleadership.

3. Help the President preparethe agenda; work out thearrangements with him.Remember, in one year, youmust learn every phase ofthe local president's job.You won't have time tolearn next year. You'll betoo busy doing the job.4. At the end of any meeting,analyze the mistakes madeand make notes of them.Don't let them happenagain.

11

Keep An Eye On Membership!!!Be selflsh about keeping up the

membership rolls. Remember, next yearyou want to have plenty of qualifiedmanpower. I t is a cardinal sin to curtailyour programs because your membership is down. The "project of the year"every year should be membership.

1. A good Vice President willinitiate a consistent yearround program of obtainingnew members. Turnover inJaycees is terrific. Keepthose new faces coming tofill in the loss.

2. Make sure that at everymeeting of the Board ofDirectors, there are a fewmemberships rolling in.Keep that Board "membership conscious."

Be State and U. S. JayceesMinded!! !As an officer of the organizat ion

you know that the voice of your local instate and U. S. Jaycees issues does notbear much weight, BUT, when it iscombined with a strong state and apowerful U. S. Jaycees organizationregistering its opinion as a group of300,000 civic-minded young men, thenits opinion is respected.

1. Sell your committee chairman and your membershipon the importance of stateand U. S. Jaycees affiliation.

2. Organize an on-to convention committee. Encouragemen to attend district, stateand U. S. Jaycees meetings.Be selfish again. You willgain by having betterJaycees to work with you.


11/37

, IISUBJECT: LOCAL OrFICER ORIEfilAllOli

D.A.E: MAY 13, 1~ - MAY 15, 1988L DCA TI ON : Rm' OF TIlE ISI.ANIE, NAPLES, FlDRIDA

PRESENTER: Kim Newlin, Chief of Staff of the Coconut Grove ,Jaycees,Florida Jaycees Act Team, JCI Senator. ~wards Trainer for t~eU.S. Jaycees and Pa~t External Vice President of the VirginiaJaycees.

1~ Planning Guide for Chapters

~.- The US Jaycees Chapter Blue Chip

3. Florida JayceE;s Parade of Chapters4. The U.S. Jaycees Highway to Success Progr~m/ Major Emphasis Areas

- INDIVIDUAL DEVELOPMENTLeadership DevelopmentFami 1y Life/S.pi rtua 1 DevelopmentPersona 1 Sk ills

- COMMUNITY DEVELOPMENTHuman ServicesCommunity ImprovementGovernment InvolvementCommunity Fundraising

- MANAGEMENT DEVELOPMENTPlanningTrainingFinancial ManagementPersonal ManagementCommunicationRecruitment/Orientation/Activation


12/37

c. Ccmnuni ty Deve 1oprnent VP1) Community Survey2) CD Programs

- Governmental Affairs- Shooting Education- MD

d. Management Development VP(Planning, Training, Communications,Financial and Personnel Management)

1) Strengths and Weeknesses2) MD Programs

- Degrees of Jaycees- Awards Program- Ways and Means Projects- Planning Guide for Chapters- Chapter Membership Survey- Chapter Activities

-- Socials-- Sports Program

- Renewals Programs- Activtation/Retentions Programs- Acts in the absence of Presidc~t

e. Administrative VP1) Publish Chapter Newsletter(Champagne News)2) Communications Nights3) Training of Committee Chairmen4) Public Relations5) State Awards

- Parade of Chapters- CPGs- 10 COmpetitions- Blue Chip

6) Keep Membership Rosters up to date7) Participation Records


13/37

h. Treasurer1) Receive and disburse funds2) Provide financial reports3) Budget Planning4) Issue dues notices5) Collect monies due and maintain financial records

i. State Director1) Represent Chapter at State and National Meetings2) Visitations3) Publish articles about chapter in "Sushine t-:ews".;FUTUR:::4) Keep chapter infonne1 ,)nState and National matters5) Extensions

j. Directors - Work horses of the Chapter1) Oversee the conduct of Projects in lOt COt & MD2) Project Chairmen

6. OFFICERS AND DIRECTORS GUIDE

,:.'


14/37

"" You &YourSpecific OfficePRESIDENT

You have just embarked on the most important yearof your JayCtt 's career. The office of chapter president makesthis organization work. Every accomplishment, lar~e orsmall, is done on the localleve/, and you are the leader ofyour local chapter.

This year will provide its share of frustrations, aggravations, and disappointments, but the rewards of a job welldone will far outweigh any difficulties you may encounter.There is great joy in wat(hin~ the personal growth of themembers in your chapter knowing that you are largelyresponsible for that growth. You wiIJ know the pride ofbeing recognized by your community as a leader among theyoung men of action. You will never have a greater opportunity to establish respect among your peers, or [0 proveyour ability to lead others

As you begin your year of leadership, be aware of thepotentia] impact you can have on your members. Throughyour leadership, the skiJJs of your membershIp will increase.They will dare 10 do things they once thought impossible.They will, however, only reach their potential through you.The\' will reach no higher than you dare ro reach. You aretheir president. Challenge yourself to be rhe beSt you can be.

What Are Your SpecificResponsibilities?

When your chapter's calendar of events is complere, schedule fishing rrips, hunting trips, or golf rournaments foryourself during open weekends. Don'r let anyrhing interfere wirh those personal activities. You did nor give up yourrighrs to be an individual when you became president.

Your responsibiliries as chaprer president do norsupersede or replace your responsibiliries to your family.Encourage your wife or girlfriend to become actively involved in the Jayceenes. Her involvement will help createan understanding of what you are trying to accomplish andwhy you must spend so much time away from home. Askher to assist you in every way possible; from typing lettersand running errands to providing input on difficulr decisions you must make. She should feel that she is an importam parr of your year as local president.Children need and deserve the attention of bothparents. However, the amount of time is not nearly asimportant as the quality of time spent with them.Designate certain times each week (i.e., Sunday afternoon)as family rime and schedule activities rhar will involve theentire family.

Kids should also feel that they are an important parrof your Jaycee involvement. Take them to as many chapreractivities as possible. Ler them attend a meeting occasionally. If you have a chapter or state vesr. ger rhe kids a vesttOO, and get some pins and parches for them to wear. Theworst mistake you can make is to leave your kids our of yourJaycee activities.


15/37

b. You should not expecr your members ro jusr knowrhar you appreciare rheir performance.

4. a. You should reach your members ro recruir byrecruiring new members yourself.

b. You should not rell your members rhar they shouldrecruir new members and expecr ir ro happen.

5. a. You should help esrablish recruirmenr programsand incenrives.

b. You should not appoinr a membership chairmanand consider your job complere.

6. a. You should help organize and parricipare in exrensions of new chapters.

b. You should not consider rhe membership of yourchaprer your only responsibiliry.

7. a. You should provide rraining and assisrance romembers who are chairing projecrs.

b. You should not chair projects yourself.8. a. You should artend and parricipare in committeemeerings when needed.

b. You should not run commirree meerings.9. a. You should attend every projecr and provide

assisrance as needed.b. You should not have a major assignmem or

attempr ro dominare rhe projecr while you arerhere.10. a. You should replace a chairman or officer who

refuses ro do his job.b. You should not rake over for a weak chairman or

officer.Responsibilities to Chapter Officers

Your inirial responsibili ry ro your officers is ro providerhe rraining necessary for each officer ro fully undersrandhis job and whar is expecred of him. Disrricr direcrors,regional direCtors, and pasr Jocal officers are excellenrresources co help provide rhar rraining. Derailed jobdescriprions are conrained in rhe Officers' and Direcrors'Guide. Copies of rhis manual can be obrained rhrough yoursratt office or srare presidenr, or from The U.S. JayceesSales department.

always remember ro PRAISE IN PUBUC andCRITIOZE IN PRIVATE.

6. Assist tht' officers wirh finding chairmen for theprograms in rheir area. Your involv('ment will helpinsure rhat individuals are not inserted into import.ant positions just to filJ vacancies. A program or pro-jecr cannot be compJetely successful without thecompJett' dedication of irs chairman.

7, Help each officer provide training for their chair-men. Sinct' a chaprer president has normalJy chairedseveral projects. his eXpertise can be vef)' valuablt'when training a member who is chairing a projectfor the firsr time.

B. Dt'monstrate your support of rhe chaprer and irsofficers by arrending and participating in all projectsand activities. Your lack of attendance could be inrer-preted many different ways. No funcrjon can be complete without the presence of rhe Jeader,

9, Always be ready and wilJing to offer suggestions andideas that may help improve rhe performance ofyour officers. Be careful nOl to carry rhis responsi-bility to an exrreme. Consrant suggestions andrecommendations may make ir appear thaI you arerf) 'ing to dominate or control rhe officers' aCtivir ies.

10. PeriodicalJy check on rhe progress of the aCtivities ofeach officer. Everyone wants to be successful, but noteveryone is wilJing to ask for help when the workloadbecomes roo great. As chaptt'r president, you must beawart' of what is happening and eliminare problemsbefore they happen, if possible.11. Offer assisrance to each officer when needed. Nevervolunteer to do rheir job for them, but provide assis-tance when they have more than rhey can do. If anofficer constantly needs help, either appoint an assist-ant to help him, or consider replacing the officer.

12. If an officer is not performing and must be replact'd,help him resign gracefulJy. Thr officer's reasons fornot doing his job may be legirimare, but temporary.Don't risk losing him as a member by embarrass-ing or disgracing him in from of the membership.


16/37

chapt~r. You should ~pr~sent your chapter b)' doing orparticipating in the following:I. Attend all state and national meetings possible to

accumulate information and knowledge that may beuseful to your chapter.

2. Actively participate in the formulation of policiesand adoption of programs that can have an eHenon your chapter.

3. See that your chapt~r's votes are cast to elect thebest possible representatives to state and nationaloffices.

4. Encourage your chapter and its members toparticipate in all state and nationaJ awards and incentive programs.

5, Make sure that your aCtivities and the activities ofyour chapter promote an image of which allJayceescan be proud.

6, Help spread the Jaycees' ideals and philosophies byasking every young man you meet to join the Jaycees.7. Use your state and nationaJ officers as a resource to

help improve your chapter and your membership.Responsibilities to the Communit)'

The objective of any Jaycee chapter is to provideI~adership training through commuOlf)' service. The com-munity generally understands only the last part of thatobjective and comes to expect certain services from theJaycee chapter. That does nor alter the purpose of aJayceechapt~r, but it may dictate some responsibilities a chapterpresident has 10 the communif) ' his chapter serves.

The chapter president must continue to be aware ofcommunity needs and problems so that the chapter'sactivities can be planned or adjusted to satisfy those needsand eliminate those problems. As chapter president, youshould attend as many rown council meetings as possible.Become acquainred with town leaders so they will feel freeto conraCtyou about ways the Jaycees can be of assistance tothe community.

Encourage your members to serve on communityboards or commirrees. Their involvement not onlyprovides assistance ro the community. but it also promotes

down court, then passes off for the:slamdunk. He is the pe~on delegating authority to other officers and committeechairmen. He is the catcher behind ttxp~te with a view of the enti~ field ofplay. He is the ~ruiter who sets theeumple for other Jaycees. He is the:doctor who must mend all the injuries.He i~the contractor who sees that all thehou~ are built.The chapter president takes chargeof his c~pter early. He sets dates forplanning the year's activ'ities and followsthrough to ensure the pian-of-action isclear and every member is familiar withthe plan and kno ..S what is expected ofhim, He eslablishes incentives for himself to sign members and he:lpthe chapter grow; goals for his chapter's finish inthe Parade of Chapters; and, incentivesfor his members-to grow and becomeinvolved. He delegate~ authority tomembe~ of his Board of Directo~ ~othey, too, have responsibilities and canlearn about their leade~hip pOtential.The chapter p~sident d~ not try to doit all himself. If he does, he quickh findshimself on the path to failure .The chapter president is a supervisor. He supervises the activities of hisoffi~~ and tht')' , Inturn, supervise theirareas of responsibility.He is a m~mber of the state organization's Board of Directo~ with fuBvoting rights. He is the chapter's official delegate to the state conventions andhelps determine the policies those gatherings establish.He is responsible for the actions ofthe chapter, at meetings and financially. The chaptcr presidcnt also plays arole in the public imagc of the chaptcrappearing at community functioru. asthe Jaycees representative or comm~Oling to the media about a park project orupcoming ev~nt of inte~st.Presid~nt of a chapter is a title thatcarries a g~at deal of ~sponsibil1ty. Inadd ilion to the ta~ls out Imed above. a


17/37

policy. Their charter comes from thememberahip who come FIRST . You uPreaidcnt execute policy throup yourofficen and committee chairmen.Define, in writing if poaible, the exactauthority and reapol1libility of eachofficer, director and conunittee chairman. Your job iI to train them in theirjobs, not to do their work. Force theorganization to work per your organizational chan. Train your fellow workell.They work WITH you, not FOR you, ina volunteer orgarnz.tion. Lot them dotheir job as defmed by you. YOUcoordinate. You irtapire. You teach.You do NOT do the leg work.. . . YOU and your ExecutiveCommittee provide the vehicle forcarrying out the wishea of the membership, II voted by that Board ofDirectors. You are not King of themembership; you are the ICTVantof themembership.

It has been said, "A chapter isonly as strong as the man who leads it."This applies directJy to the posi

tion of local President of a Jayceechapter; the local President has a threefold personality to maintain, and if he isstrong, the chapter will be strong.

First, he is Jaycees to the public.It will be his picture that will be used in, the newspapers, his voice on the radio,his face on the television, he willrepresent the chapter to the public.Regardless of how hard the Presidenttries to give credit to chairmen and committees, the' radio and the press inevitably want him.The second side to the President'spersonality is that he is, of necessity, anorganizer. With the average Jayceechapter executing in excess of SOprojects a year, he must be able toorganize his manpower to mee.t everychallenge.

To properly conduct a wellbalanced program, he must organize apositive chain of command system, sothat he is dealing with a minimum ofpersons directly with the effect. reachingevery man.

The third side of the President isleadership training. He is a product ofleadership training, and he in turn mustprovide leaderiliip training.Yet I eadership training withinitself is twofold. First, a local President

must take advantage of his position bydoing an efficient, conscientious job. Hemust also plan for the future, not justthis year, but for years to come, whenplanning activities and programs whichwill train the future leaders of his Jaycee chapter.

Let Us Start the Wheels

1.Organizing The Pt0f.'&ID andThe Chapter.!!Stan off on the right foot byscheduling reguJar meetings ofyour Executive Conunittee. Itmay consist of You and the VicePresidents as a minimum, withSecretary, Treasurer and StateDirector added as you ICe fit, inaccordance with your by-laws. Letthem share your rcspowibility bydiscussing aU phases of your program with them. Assign them jobson the basis of your Organizational Chart. See that they workthrough that important ''Chain ofCommand." An Executive Comm i t t ee meeting prior to eachBoard meeting is very desirable. Inthat way you automatically screen

How To Conduct a Meeting!!!I. Your fust Board of Directors

meeting is here. At this fustmeeting you must accomplish the(ollowing:a. Have your agenda prepared.A copy for each Board

member is a must.b. Stan promptly on time. Seta time for fmishing, andfinish on time.

2. An absolute must at this meeting,(and every subsequent one) is toconduct the session on a strictparliamentary procedure basis .Your gavel and the observance toRobert's Rules of Order, is thekey to an orderly meeting. Neverconduct a "gabfest" meeting. Youare the chairman, you ar~. inconunand. Do not ufumble" bydeviating from a high levelbuainess.like meetin~.

Your First Board Meeting Wasa Success,Now You're "In Business"!!!1. Your most important function ofthe year is here: SELECTION OFCOMMITTEE CHAIRMEN ...

Local, State and U. S. Jayceeshistory shows that the greatstrides this organization has madehave been at the local committeelevel. This selection job is tooimportant for one man. Make itan Executive COmmittee responsibility. In many chapters, the VicePre sidents and Treasurer havetotal responsibility for projectprogramming and selection,leaving as Presidential responsibility the setting of chapter objec

dropped? A drive formember of the previous year's


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Every organization has a "strongman." You must sell him the greatresponsibility of this job. He is theman who will constantly evaluatet he leadership training beingperformed by officers anddirectors and who will beresponsible for special courses inleadership training. Perhaps youmay want him to report directlyto you, or to the first Vice President. Most important is the function of leadership training,wherever it is located in theorganization structure.

Your First Membership MeetingIs Almost Here, You Must:1. Sit down with your Vice President

in charge of programs and go overevery phase of the meeting. Letno detail slip by for your fustmeeting. This one will set thepattern for future meetings.2. Plan your agenda to start, andfOOm"On Time."

3. Let every Jaycee present stand onhis own two feet, announcing hisname and his business.

4. Give recognition to your Committee Chairmen. Brief them priorto the meeting; allocate time tothem for their report. Ninety-fivepercent of committee reports canbe covered in five minutes.

5. Announce next meeting's programbefore you adjourn.

Financial StAnding - Is theorganization solvent? Thisbrings out the criticaJimportance of a budget.Your Treasurer is responsible for staying within thebudget. He is the watchdog.Payment of Bills - Yourltanding in the conununitymust be above reproach.Obligations must be metpromptly.STATE AND U. S. JAYCEEAFFILIATION - Your State

Director is the key man.. As you know, your local isone link in a vast chain ofyoung men the world over.The strength of your 10caJboth provides and lies in tilestrength of state and The U.S. Jaycees. Your membership must be taugbt thebenefits and the importanceof the affiliation.

'. District Meetings - Attendthem in suength; take newfaces.Slate Meeting - Thatquarterly "shot in the arm"that every Jaycee needs isaccompliilied at your statemeetings. You mould joinwith your State Director ingetting a good turnout.Convention Club - A swellidea. Form one and insure agood representation at thestate and U. S. Jaycees conventions.Extension - Are youworking on extension? Youare falling down if not.Every community in

members at thil point isalways a must.,Leadership Training - Isyour chairman doing hisjob? You are the judge. Areyou building leadership by awell-planned program? Nowis the time.Publication - What are youdoing for the membership?A publication isone answer.If you have one, does it getout regularly? If you arewithout one, get onestarted. Just a one pagemimeo type will hold a localtogether.Socials - Let's keep thewives happy. Socials are apart of your program.Correspondence - Is thatpile of unanswered mailgetting smaller or larger?Prompt replies take no moretime than a delayed answer.Be prompt, remember you,MI. "Local President" arethe Jaycees.Are all of your conunitteesin operation? You are theone who must remove aconunittee chairman if he isnot doing a satisfactory job.Do not hesitate. You, nothe, are responsible for theoverall program.Are your committeescooperating and coordinating with state and U. S.Jaycees committees?Publicity - Are your committees getting the publicityand the recognition necessary for a successful

conunittee, one who knows theropes.One chaiJmanship that you shouldpersonally select, however, is yourLeadership Training Chairman.

2.


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Nice Going,"Mr. Local President""!You have your Board of Direc-

tors, your Executive Committee, yourvarious conunittees all in operation. Thefuture of your local is assured becausethe Leadership Training Chairman hasacce pt ed his responsibility and hiscommittee is doing a fme job. BUf, thechallenge to you, "Mr. President," is tokeep them working. Yes, every member'of the team must keep working. Youmust provide harmony. You must give


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Indi~iduatDe~etopmentVice PresidentNo matter how good we are, each of us can improve

in some respect. The main areas of concern for mostJaycees are: his job. his family, and his personal interests.The Individual Development programs of TheUnited States Jaycees are designed to help people grow inthese areas. The purpose of these programs is: To provide

the opportunity for the individual to realize his personalpotential. In other words, to help him become the personhe is capable of being.As Individual Development Vice President, }QU willbe responsible for an area which can have a large impacton the success of your chapter, both this year and in thefuture. The programs which can be responsible for changing and improving the lives of the individuals who comprise the membership of your chapter rest in your hands;the leadership training potential which ispossible can onlybe tapped through participation and discussion. You arethe key to malUng it happen.

In tht realm of tht IndividualIkvdopmC"nt VIce Presidrnti~tht ~uprn'l~ion of tht wor J.. ptrformed b,' tht chairmtn and .:ommi!tee~charged ~ith providing personal growthprogram~ for mtmber~ of the chapler.

Some of your general duties as Individual Develop-ment Vice President are:Participate in the overall chapter planning and eval-uation program,Supervise the work of chairmen and commitJees ofIndi\'idual De\ elopment programs.Serve as an acti, e member of the Board of Directors.

The Jaycees is a leadership training organization. It isyour duty to see that the members of your chapter have theopportunity to participate in all of the programs offeredby the Jaycees. Jaycee chapters that consistently conductgood Individual Development programs continue to growin members and influence in their communities. TheJaycee slogan "Young Men Can Change the World" iscertainly true, Jaycees well trained through the IndividualDevelopment programs can change the world.A well-balanced chapter realizes that its successdepends on how well it meets the needs of the individualmembers. To help you toward this end, The U.S. Jayceesoffers programs for your use: Personal Dynamics, Leadership Dynamics, Communication Dynamics. TimeDynamics, Personal Financial Planning, Speak-Up.Family Time. Positive Family Attitude Power, PrimeTime, The Chaplain's Guide, and Prayer DevotionalGuide.

As you strive to offer meaningful Individual Development programs. remember that the objective is to giveyour members tools through which they can personallybenefit and apply to their lives.


21/37

CommunityDe~elopmentVice President3.

The development of specific programs and projectsdirected toward established goals which help eliminate orreduce community problems or needs is, in a very realsense, the meaning of what our organization calls "Community Development."

The importance of Community Development isdemonstrat~d by each and every chapter's appointment ofa Commumty De\-eJopment Vice President. As that individual. for your chapter, you are in a position to affectmo.re lives than any other individual in the Jaycee organizatIOn. By performing your job responsibilities well, youwill:I. Enable your fellow Jaycees to pick up valuable lead

ership skills by sharing and participating in Community Development projects ..2. Affect the lives. direct'\' or indirectlv of a countlessnumber of deserving c~mmunitv m~~bers.J. Increase the retention and acti~'ation level of yourchapter membership.

4. Create a tremendous amount of positive public relations for your chapter, which always leads to enrollment of new members.

the CommunityDevelopment Vice President is chargedwith supervising t~ projcc~ and pro

4.

5.

6.

7.

A couple of tips on surveying: most radio stationswill have in-depth surveys on file inasmuch as theFCC requires them to conduct surveys for licenserenewals.You should monitor the chapter's Community Development programming to ensure that goals andschedules are being met, that priorities are shifted toreflect changes, and that committees are operatingeffectively.You should implement Community Developmentprojects which are consistent with your chapter'sgoals.You should act as liaison between the chapter andother community organizations to seek compatiblepartnerships. increase communications, and reduceduplication in projects.You should serve as an active member of the chapter's Board of Directors. reporting on the status ofCommunity Development activities.Part of your job is convincing feUow Jaycees. of theimportance of carrying out certain projects in hislocal community.Here are some hints:A. During the planning stage, make sure that indi

vidual members are involved in this process. Ifthe majority of the members are not sold" on a


22/37

Manage nte ntDe"etopntentVice President.This position assures the Board and membership that equalemphasis will constantly be put on all three areas ofthe "Total Jaycee Concept" -Individual Development,Community Development and Management Development.

The Management Development Vice President hasprograms just like the Individual Development andCommunity Development Vice Presidents have, butthese pro!!!,ams are different in that they are run forthe direct benefit of both the Individual Development(ID) and Community Development (CD) programs.

They relate to these two programming areasthusly: Requirements of the Degrees of Jaycees

program involve participation in the ID& CD programs. The Awards program recognizes the efforts

of men who are active; they become activein ID & CD programs.

e Chapter ActivitiesSocialsSports Activities

Chapter Fundraising(Ways & Means Projects) Renewals Acts in the absence of the President

The list goes on, but as you can see there is a

activation is alsO char~ with assi.~ting the chapter pr~ident in any ~aypossible. That may mclude mOnJ~onngthe chapter's progress toward achl~tnga Blue Chip, Most of a Jaycee

chapter's activity flows through you,the Vice President, and therefore, makesyour job cxtrcmely important to thechapter's year.You have basically a twofold job.

First, you are the right ann of thePresident. While he is collecting theaccolades of the community, being thechief public relations representative forthe Jaycees, you must see that thechapter functions as normal. In hisabsence, you must be prepared to fill hisshoes.

Secondly, you must be preparingfor the futwe. When election timecomes next year, you are going to bethe fust man considered for the job.During this year, therefore, you mustlearn and absorb as much knowledl!e aspossible about the ofyour chapter. As above, whenever he isabsent, you must conduct meetings, seethat all business is carried on, and to dothis you must have a thoroughknowledge of his duties.

Your Very First Step!!!

the president, should carefully assigndirectors to the proper portfolios or Plan YOW' Program,Six the President.


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groups of committees. The vice president will then be training directors. It ismore likely that vice president anddirectors will jointly select chairmenand the vice president ahall be concerned in training both.

As you start your selections,BEAR THIS IN MIND: You or theDirectors, as the cue may be, areresponsible. You will have to followthrough when a program falten, or fails.Don't be a good fellow and appointyour friends, BE SMART and pick thebest man for the job. Make life easy foryourself. Ask yourself these questions:1. Does he show an interest in

this particular committee?2. Docs he undentand theimportance of getting othersto work with him?

3. Docs he realize how important it is for regular com.mittee meetings.4. Does he have the time? Unfortunately, time elementeliminates many capablemen. Better to eliminatethan to regret.5. Will he positively attend the'Chainnanship Course thatyou and the LeadershipTraining Chairman willorgaruze { UI, U uO _informative will he taketraining from yougraciously?

Now, You Have Your Chairman!!!The job of a committee chairmanis to VISUALIZE, PLAN, ACT,SUMMARIZE and FOLlDW-UP. Your

job in conjunction with Directors, if

Months in Advance! I!This may sound like the Presi

dent's worry, but is isn't. Chainnen areyour problem. We found out long agothat an idle chainnan is a "lost" chairman. Keep him busy. fianning a projectsix months in advance not only keepsthat chairman and his committee active,but insures you of a successful project.Remember this: You, as Vice President,really set the pattern for the year's program, because you will have to developa lot of the ideas and projects. SIJrethat's the committee chairman's job,BlIT if he doesn't produce, are yougoing to sit idle and watch the programfalter? No, if they don't have a project,you line up one for them. Don't, ofcourse, appoint chainnen just for thesake of appointment, if committeeactivity seems entirely unlikely. And if aman just won't work, don't be afraid toask him to resign. The chapter willbenefit.

Get Your Plans And ProjectsApproved By The Board!!!1. As a matter of policy clear all

ideas, and certainly projects,ttuougb the Board of Directors.Get them approved before anycommittee is started.

2. Try to get as many of your chairmen present for your boardmeetings as possible, because:a. They pick up some good

ideas from watching other. chairmen operate.b. This year's chairmen will benext year's board members.3. You must see that every project,when it is presented to the Board

2. There is no better way tokill your chances for nextyear than by not knowinghow to run a meeting. Jaycees are funny; theyDEMAND good qualifiedleadership.

3. Help the President preparethe agenda; work out thearrangements with him.Remember, in one year, youmust learn every phase ofthe local president's job.You won't have time tolearn next year. You1J betoo busy doing the job.

4. At the end of any meeting,analyze the mistakes madeand make notes of them.Don't let them happenagain .

Watch That Financial Picture!!!Jaycees take pride in the fact thatwe are not big fund raising organizations

with large surplus funds. How true. Wedevote our time to good constructivecivic projects. True, but let us not losesight of the fact that we have a budgetthat muat be balanced.

1. Ju a Vice President youusually don't enter intofinances, that being theTreasurer's department.But, as a member of theExecutive Committee, andcertainly one who will beaffected if this administration leaves a flood of unpaidbills, you should see thatpolicies of income and expenditure are calefullywatched.


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To implement and maintain, either personall)or by the appointment of a chairman, al'Member~hip programs and functions assigned to your portfolio. To serve as an ex-fficio member on an:Membership program com,mittees.

To actively promote participation in alMembership programs. To assist the President as he sees fit. Su pervise projectchairmen. Supervise and assist assigneddirectors in their position of

personnel management. Provide encouragement and


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Administrati~eVice PresidentWhen your chapter grows to approximately 7t.

members it's time that you consider the establishment of a new, eJected position-that of administrative vice president. For as your chapter grows sodoes the management and administrative responsibilities of the Management Development vicepresident. The newly created position will alleviatehim of a tremendous workload and assure you thatall the functions will still be adequately performed.As with the other vice presidents, local directors

should be ASSiiedto him also. HehaS pro,,-arrn that M is rnponsibk for.but hi!. arc different from thOS( of hisfeUo,,"lIice Dr~iden\5 in that they btnefitthe other 4 lIice presidenh.The A[D Vier President !oS respo~ibIr for traini~ the comnu~tec chairmen who run ID and CD pro.p:ti.The .AD Vier Preiidcnt public:ius thedJoru of Jayccrs penicipatina in JDand CD projecu, But tM AI>

Vier Pr~ident. in addition to .publicity. ii alsO charF

Get Your Plans And ProjectsApproved By The Board!!!As a matter of policy clear allideas, and certainly projects,through the Board of Directora.Get them approved before anycommittee iastarted.Never 10ee Ii8ht of the fact thatyou are the one responlible forthe operation of those committceadirectly to the Preaidcnt.Be State and U. S. JayceesMinded!! !As an offlCCr of the organiution

you know that the voice of your local instate and U. S. Jaycees wuea doea ootbear much weight, Bur, when it iacombined with strong lUte and apowerful U. S. Jaycees arganizationregistering its opinion u group of300,000 civic-minded yount! men, thenits opinion ~ respected .1. Seu your comniittce chair

man and your membershipon the importance of ltateand U. S. Jaycec5 affiliation.2. Eater awards in stAte a nd U.S. Jaycees competition.Why do the job an year andthen all down when itcoma to recognition. AlIo,the continuity of your localprogram is U$ured if youhave a aood awards chair

3. See that your chairmen are Keeps membership rosters up to


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pven rec:ognition, both u topublicity and the chance tostand up at the membershipmeeting and teU the feDowlwhat their committees aredoing.4. Remember alwIYI, a 80adVice Prcaident is workingVice PrOlident.

let's capsulize your basic responsibilities. To implement and maintain, either personallyor by the appointment of a chairman, all

Administrative programs and functions assigned to your portfolio. To serve as an ex-officio member on any

Administrative program com-mittees. To actively promote participation in all

Administrative programs. To assist the President as he sees fit. Supervise and' assist assigneddirectors in their position ofpersonnel management. PrOl/ide encouragement anda ssistance for projectparticipation.~ Rel/iew project activity forfullest chapter expression. Superl/ise projectchairmen .. _ To u.sist all your appointed chairmen sothat the Adrninstrative pro-

erams they run are success(ul. To be an active participant at all Boardof Directors meetings.e The chapter's publicity pro~am publicizesthe results of primarily CD proJects ..e The committee chairman training program

',date: . ~'. Forwards new rosters ofmembership to The U. S.Jaycees Headquarters withinfo copies to the stateor ganization semiannually.For wards list of newmembers as they areaccepted into the club.Handles changes of addressand members who aredropped, by advising stateand The U. S. Jayceesprompt!y .. -Provide current membership roster to themembership. \

The list goes on, but as you can see there is adefinite need for such an office and it fits in almostperfectly with the Individual Development and Community Development Vice Presidents. What hasactually happened is that we have finally consolidatedall those chapter Adminstrative activities that everybody assumed somebody was responsible for andhave given them a home, with somebody directlyresponsible for their implementation.


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MEMBERSHIPVice President11W offier in a JayCZG chapter isde5iJn~d to balance a chapter'semph.a~is on the total JayCZ't conerpt.The Jaycee who iervn his chapter In t~capacity of Manage-menl Deve~o~~entVice President has responSibilitieSsimilar to th~ of his counterpans. He

has pro~ms that he is mponsiblt fo~,but h~ are different from those of hISfell.o~ vier presidents in that t~y benefitthe other four vice predidents.Membership Recruitment directlybenefit all three areas ofthe "Total Jaycee Concept" -Individual Development,Community Development &Management Development bysupplying manpower to dothe job.He is responsible for the Comp-rehensive new member activationprograms of Springboard andnew member orientations. Hecoordinates the recruitmentefforts of the chapter toprovide who can take advantageof chapter projects and personal.growth growth and communityprograms.But the Administrative VicePresident, in addition toenrolement and growth, activat-ion, is charged with assisting thechapter president in any way

Get Your Plans And ProjectsApproved By The Board!!!As a matter of policy clear allideas, and certainly projects,through the Boud of Directors.Get them approved before anycommittee is started.Never lose light of the fact thatyou are the one responsible forthe operation of those committeCJdirectly to the President.Keep An Eye OD Membenbipr!!

Be Idfiah about k.eepina up themembership rolls. Remember, next yearyou want to have plenty of qualifiedmanpower. It is I cardinal sin to curtailyour programa becaUJe your membership is down. The ""project of the year"every year mould be membcrahip.J. A Sood Vice Preudcnt will

initiate I c:on.D.tent yearround progrun of obtainingnew members. Turnover inJayceea is terrifIC. Keeptho" new faeca comin8 tofill in the Iou.

2. Make.ure that It everymeeting of the Board ofDirecton, there are a fewmembeuhipi rolling in.K.eep that Board '"membership conacioUl.'


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2. Where a committee starts tofalter, you must be ready tojump in and give them a lift.

3. See that your chairmen aregiven recognition, both as topublicity and the chance tostand up at the membershipmeeting and tell the fellowswhat their committees aredoing.4. Remember always, a goodVice President is a workingVice President.

let's capsulize your basic responsibilities To implement and maintain, either personally


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Secretar~Although Jaycees often scoff at therole of the chapter's secretary. this is anextremely important part of thechapter's management structure. TheSecretary is respo~ible for taking careof correspondence. recording attendan


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TreasurerThe man who handles the money ina Jaycees chapter carries the title ofTreasurer. But financial matle~ are not

his sole respomibility. The chapter treasurer keeps financial records. pays bills.deposits money and prepares monthlyfinancial statements. In this respect. thetre.a..sureris one of the most importantmembers of the chapter's Board ofDirecto~. But he is also charged withfiling the chapt~'s income tax returns.worling with the chapter's kgal counselto incorporate the chapter if necessaryand bill ing members for dues.The tre.a..surer must reconcile thebank statement and prepare a financialrepon to the chapt~ every month, inaddition to keeping accurate records fortax purposes. He must receive pemussion and then pay all oUlSlanding billsand male sure income is properlydeposited 10 the ChaPlU'S ched.iT18 andsa\' in~ accounts or investment properties. Perhaps the: most imponant function of the Trc.a.sur~ is in the area ofmembership. He is chargC'd with billingchapter members when it is time forthem to rt:new their commitment to thechapter. He should send a notice tomembers thrt:e months prior to theirrenewal date reminding them theirmembership anrmersary is coming upand of their need to submit dues if theyv.ish to continue reapmg the benefits ofmembership In Jaycees. Pan of hisduties include completing annjvc~arydues forms supplied by The U.S. JayCttS and submItting them to the stateoffiC%for verificatIOn. with the nccessarvfees attached. A - f Ifillyou u tyour duties this year, let the following be your basic

guideline-"keep everything as up to date and accurateas humanly possible. " You don't want the responsi

DISBURSE all funds by countersigned checks. Payments by cashshould be held to the minimum.Each disbursement should bt:supported by a statement approved through the prescribedprocedure and should be ftled aspart of the Treasurer's records.Maintain ADEQUATERECORDS!In many cases a Finance Chairmanis appointed for a special project;however, the accountability stillrests with you, the Treasurer. Fora large project it is sometimesadvisable to keep a subsidiary setof records for that project aloneand incorporate the outcome ofthe project into the general booksof the organization. These subsidiary records must be ftledproperly as a part of theTreasurer's general records. Thiseliminates the cluttering up of thegeneral books with many variedentries and increases theflexibility of the accountingsystem.SUPER VISE AND INSIST ON AFORMAL BUJX;ET FOR YOURORGANIZATION AND INSISTON STRICT ADHERENCE TOIT.Prepare at regular intervals afinancial statement and distributeenough copies so that all memberscan have one. Any criticism aboutimproper reporting can be overcome by this simple ruJe.Treasurer: shouJd


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Bill members for dues two months beCorethey are due. (i.e.; member's anniversary dateis March 31st - bill him for his dues byFebruary 1st)... " andbe responsible for theIr collec-tion.Assist in maintaining goodfinancial procedures.Report monthly on thefinancial status of theorganization.Keep records of money owedby the chapter and hand Ieaccounts payable.Maintain a list and location ofchapter assets.Prepare a report for audit priorto the annual meeting.Req u i re full statements ofproject financial status.Use a stub-type ~heckbook.


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Next to the State:


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AITEND all state meetingsand actively participate as amember of the Board ofDirectors.DISCUSS common problems and new ideas with therepresentatives of otherchapters to obtain suggestions and solutions.PROPOSE new projects forthe state's consideration asdeveloped by your local.

The third is U. S. Jaycee,,: Here theState Director is involved in:PROMOTING U. S. Jayceesactivities and projects byencouraging attendance atU. S. Jaycees events andkeeping the loca.l informedof services, material andfacilities available from theOrganize an on-to convention conunittee. Encouragemen to attend district, stateand U. S. Jaycees meetings.Be selfah again. You willgain by having betterJaycees to w(Xk with you.(That interchange of ideaswill help you, too.) Enter awards in ltate andU. S. Jaycees organization.ENCOURAGE local toorganize an "On-To" fund.Now that we know hisresponsibilities, how does heapply them. He has twomain areas of endeavor.They are interc1ub relationsand international relations.Let's take interc1ub rela

You should immediately get to know your districtdirector. Develop a good rapport with him and yourjob will be much easier. Request that you be placedon his newsletter mailing list. Through personalcommunication with your district director and byreading his newsletter, you can keep up with what ishappening in your district, region and state.

You should represent your ~hapter at statefunctions. It is your duty, along with your president,to see that your chapter's views are expressed atmeetings. After you attend a state meeting you shouldreport on the activities of the meeting to your membership at the next chapter meeting and throughyour chapter newsletter.

Now you can see that the StateDirector is both internal and external.The interclub area is designed to helpthe local better itself by gathering infor-mation make a stronger club.


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Local Director. Perha~ the most pivotal position10 a chapter s plan for success is that ofthe Local Director. He i5 the chapter'scontact with each individuaJ mmtber.As such, he is charged with promotingthe proifams, projects and sociaJ eventsof ~hcc~apter and involving the friendshe IS asSigned in those activities.

The basic responsibilitH:s of theLocal Director as outlined in theOfficrrs' and Dlr"'/Ors' Guid,. are toappeal to the interests of members.orient them to the hi5tory of the Jayceesmovement (especaally in their own community). guide members into personalgrowth and build the members' pride inthe chapter tcam.At the beginning of his term as aLocal Director. the Jaycee assuming thisposition should make a personal commitment to involve as rraany of his~assi!!ne(r members as possible in thetotal Jaycee concept. To do this. he mustfirst contact them and get to kno hem.In thiS way. he finds out what thosemembe~ aTe interested in and why theyjoined Jaycees. He can do this by visiting each member and hi5 Wifein their home and talking aboutJaycees.He should find out what hobbiesthe member enjoys. what sports orleisure activities he participates in. howmany children he has and their ages,what his wife enjoys doing in her sparetime (and if she might be interested injoining the auxiliary organization. theJayceettes) and exactly what themember d~ for a li\1ng.The inforrraation a Local Directorobtains during this "ice-breaker"meeting will serve as a guideline for thatmember throughout the year. Thedirector can use it to pinpoint possible

team. You have to knO'wwhat' the othermemben of the team arc doi"l andwhere they arc loina to be 50 you don'trun into thtm and can do your job to thebest of your ability.

As Director, you have beenelected by your fellow Jaycees torepresent them on the Board. There aregeneral principles wruch apply to allDirectors, but your specific duties andorganization are set down in the by-lawsof your chapter. Study them carefullyand learn your duties.

Whatever your assignment, youwill be working within the portfolio ofone of the executive board members.You may be assigned to thetreasurer's areas, wruch includes preparing budgets, profit-making projectsand the chapter's fmance committee.

Or, you might be assigned to avice president's portfolio, where

you would coordinate programs, socialactivit ies, publications, individual andspiri tual development, enrollment andIlrOwth. awards, recreationand sports, crime prevention, hea.lth andsafety, civic involvement and environmental improvement.

As a JocaI director you have become the mOltimportant officer in the Jaycee organization. Yauhave probably been assigned 6-10 members and it isyour duty to see that they obtain their objectivesin Jaycees and that they become complete Jaycees.You should affect the lives of those 6-10 Jayceesmore than any other single officer. This is a lalieresponsibility, but it will probably be the mostpersonally satisfying of any Jaycee otfice you willhold. - If you

session - then Collow up with him and Cind outwhat he doesn't understand. Answer his questions. The board is a form of


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Even many of the older Jayce

local officer orientation

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