Planning Guide for Chapters

8/4/2019 Planning Guide for Chapters

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Table of ContentsIntroduction

Why Plan

Organize To Plan

Characteristics of a Good Plan

The Planning Processs('( row Objnlil1rSix S/{'I)S 10 Basic Cltal)ln IJlalllli llgSlrl) Ollr -ldrlllllY IJroblf'llls or Nr(,(/.I

(a) Id('l Il if)' ) 'our iIl f' ll lbns Srlf-III/IJlDI'(' II /( '1I1 N('( 'dl(b) Idmlif)' t>roblf'l//.I II'illtill rour COII/II/ullil)'(e) Management Development Programming

SI('I) Tll'o -/~slablislt IJriorili('sS/{'I) T//I"rr - Sri a SI)('eifie alld Idmlifiab'" (;oal for Faelt IJrioril)'S/{'I) Four - S('lnllltr Ikll t>rojnl or (;oal lo ,lelt iru(' I:"aelt (;oalSI('I) Fil'r - J\lollilor alld U('-F!'alual( ' /Jriorilirs, (;o(ds, t>rojnls or J\l('(//lJdlSI('I) Six - F!'alualr ,/lIl1uaIIJrog,T('.ls

Summary

Appendix

A Guide to Chapter Planning for Winston-Salem Jaycees

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IIntroduction

"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'tmatter which way you go,' said the cat,"

l.rwis Carroll. AUCE I;\! WONDERl.A;\!D

Planning is the key to success. TIlat may beoften-used expression but it is accuratJaycee chapters that are most successfand have the b'Teatest impact on their communities and the lives of their members arc the onwho have planned besl.

Planning takes many forms. It ranges from the detailed, item by item, minuteminute plan all the way to the mentally conceived but never written plan of the individual. ThJaycees, over the years, have developed a chapter planning method which has proven successffor many chapters across the country. It can be used by the small chapterof20members in acommunity of 500or less to the large chapter of 500in a city of hundreds of thousands.

'nlis manual is written to explain the Jaycee planning process \0 you. It wcover: (I) Jl'hy you should plan (2) Organizing to plan (3) Characteristics of a good pLan andThe pLanning process -an expLanation of the PLanning Guide for Chapters. Also included in tmanual 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 isa lso etremely useful in business. Terry Lewis of the Texarkana Jaycees states, "I use the PlanningGuide for Chapters to plan my business. I've taken the Planning Guide for Chapters and usthose techniques to make thousands of dollars. Mine is a Jaycee business because all I knoabout managing a business I learned through the Jaycee chapter management process." Theare 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 succethen don't plan. If you plan properly you don't have \0 worry about success because whatevyou do will be successful. No one plans to fail but many fail to plan; unfortunately theresultsarethe same. It may take time to plan and organize but planning is theonly sure way you will get tperformance that wiIIlead your cha pter to the ach ieyemen tof its goals. Use the concepts of planing in this manual and your chapter must succeed .It's up to yotl. Do it now.


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Why Plan?

Planning isorganizing the efforts of agroupofindividuals to achieve an objective in a systematic fashion. Good planning organizes theefforts of your Jaycee chapter in the same way a small magnifying glass can be used to organizethe sun's rays and direct them with concenmitedeffort aLOnespoLOn a board, eventually burninga hole in the board. Without the magnifying glass, the sun's rays can shine upon the board foramillion years and never even scorch the board. Through proper planning, your chapter C'dnsolve more community problems and meet the individual needs of your members with lesseffort, less confusion al1d more fun.

Planning is a vital part of life. Planning ranges from the complex and extensiveplans of putting a man on the moon to our personal plans of where weare going to lunch today.A Jaycee chapter must plan all segments (Individual Development, C"nmmunity Developmentand Management Development of its operdtions and combine them into one major plan toutilize 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 basisfor evaluation.

Develop The Ability To PlanPlanning isan ability each of us needs todevelop. Jaycees isa leadership trdining

organization and learning to plan and organize Jaycee chapters and individual action may beone of the most important things that we receive from our Jaycee experience.

-n1ere are man yJaycee success stories concern ing young men who had never beengiven any job with responsibility prior to joining the Jaycees. These young men successfullychaired several projects and were promoted by their employers because they C'drriedthe skills thatthey learned in Jaycees to work with them. These young men had probably begun to plan theirfuture more definitely and successfully than before. You have also seen many young men in yourtown (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 acceptopportunities or responsibilities that come their way because they have not learned to plan fortheir future.

How do we develop the ability to plan? The best answer is" Practice!" And, that'swhere the Jaycees fit into the picture. Lack of proper planning denies the members of chapterbenefits 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 hisstrmgth, and spoils his sj}irit than mady stumbling along blindly - going nowhap, driftingthrough life, and being aware of it. (Napolean llill)

A plan charts the course we will follow." works fora Jaycee chapter, much likearoad map works when we are on vacation in unfamiliar territory. The map shows the route wewill follow, the highway numbers, the towns and cilies we will pass through and the distancesbelween poinl5 on Ihe map. A properly develolx-d Planning Guide for Chapters will indiGlle

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3 whne your chapter is 1l0W,whnt iI wallIS to ~o, Ihe rOlHeto rake, check points along Iheand the activities needed (()accol!1plish your chaptn's activilies. In fael. it becol!1es Ihe rO(0 success.Pave The Way ForAccompli5hment

We've all laughed ahoU! Ihe man who "saddled his horse and rode off inalldirtions at once." We commonly think of him as one who seldom accomplished anything wowhile. A good chapter plan will helpavoid the same kind of situalion. Whenachapterhasa peveryone knows exacd ywha tthe chapter is trying to accom plish, when they wan Itoaccom pit, and how they propose 10 accomplish it. A good plan will gosofaras to list who will beresposible, when the goal will be achieved and the project or projects necessary to achieve the go

Too many Jaycee chapters follow the example of the horseman and go off indirections at once without knowing where or why they are going. They are conducting projesimply because they have Ix'en conducted in the past regardless of whether they are relev(needed) in their communities. In a sense rhey are reacting tochapter and community situatioinstead of positively attacking and solving problems. These chapters' lists of accomplishmenare dominated by two things: (I) the number of fund raising projects conducted during theyand (2) the number of organizations to which they donated money. Chapter ManagementReaction is essentially the opposite of managing a chapter through Planning.

Positive accomplishments create good feelings among the chapter's memband a good name within the community. Good planning paves the way for those positaccomplishments.

Best Use 0/ ResourcesA Jaycee chapter has available for its usea great variety of resources. JUSIa few

these are: One-Time and talent of Jaycee members. Two-Time and talent of state Jayofficers. Three-Money. Four-Materials. Five-Community agencies. Six-Other civic orgazations. Seven-Jaycee Women and wives.

How these resources are used is extremely important to the successful Jaychapters. Proper planning allows the chapter to combine the resources available in a way twill result in the most benefit to the chapter and community.

Often, Jaycees faillO achieve the impact they should have on their communibecause the chapter planning is based solely on the lime and talent of their members. Checkithe resources available at the beginning of the year will enable the chapter to plan for a mugreater accomplishment than just floating along with its own membership.

A Basis For Evaluation

When you evaluate your Jaycee year, or anything else, you shouldask, "Whatdwe setout lOdo? What goals did weauemptlOreach?" Ifyou can gettheanswerfrom your chapplan you are in a beuerposition todetermine how well you did. Evaluation is based on theobjeives (aims or goals) which were stated in the original plan. A well prepared Planning GuideChapters will give you the basis for measuring your progress at theendoftheyearoratany poduring the year. If you left Denver, Colorado, goingdirecdy to Tulsa, yourobjectivewas to reTulsa. Whether or not you reached Tulsa is wha t you must determine in youreval uation. Ifyconcluded your trip to Dallas, Texas, you have failed to meet your objective. You can't couyour trip a success just because you enjoyed the scenery along the way.

Planning carries with it 100 many benefits to the individual Jaycee. the Jaychapter and the community for a chapter to ignore doing it and doing it properly.


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Organize To Plan

Planning does not just happen. Planningmust be organized and have a system. IIisthe responsibility of the chapter leaders toachieve the best possible resuILs from the time and eHon spem in planning.

Comrary LO popular belief chapter planning can be fun. Organize theplanning process LOnclude recreation and relaxation. Retreats (LOamember'scabin on thelake) 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 yourmembers. Rap sessions where the meeting is structured more for idea sharing andinformation gathering rather than decision making can be fun and accomplish theplanning goal. Your imagination on how to make planning moreenjoyablecan increase theideas and accomplishmems of the planning process.

Planning sessions should be conducted first for the Individual DevelopmentandCommunity Developmem areas. "Theare-dSof activities in Individual Developmem and Community Developmem must be determined before lbe Managemem Developmem functions canbeeffectively 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 andsystems afLer the Individual Developmem and Community Developmem plans have beenmade. "nle Managemem Developmem areas should be planned around meeting members'needs and solving community problems.

Idealistically every member should be involved in some phase of the planningprocess. Some wise old sage once said, "A man will work hardesttoaccomplish a plan he helpedto conceive." Each member has something to comribute if he isasked. Members can be used inthe problem identification stages and then again in brainsLOrming sessions to determineprojects LOsolve problems. Every member should havea personal copy of the chapter's proposedyear's plan before it is voted upon.

Realistically, the leaders will do most of the planning and praClically all of thedecision making. 'TIle leaders are usually the Board of Directors and some past officers. Theofficers have the responsibility to see that the planning is done. In many cases the membership isso large that ifeach member was brouglll imo the decision making phase then planning wouldlake 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. Yourplan should be in operation within 30 days after you assume office. It's nice to have 30 days fromelection to the date you take office which gives you 60 days for planning. Four-Any planninggroups 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 theresults in implementing the plan. Six-Make planning a fun process whenever possible.

Organization can make the difference between a good pia,! that was enjoyable LOconceive and a poor or mediocre plan that was a chore. Organi/.ation of the planning processeliminates the confusion of seeking facts and allows things to progress more orderly thus

I allowing for fun and self-satisfaction.

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5Characteristics Of A Good Plan

A good plan is the basic means that a Jaycchapter uses to obtain its objectives. Yoyear's plan of action should serve yochapter in much the same way a road map serves you when you are traveling in unfamiliaterritory. The difference is that you build your own road map as you go through the planninprocess. The Plan of Action is a guide that will identify the projects to becompletedaccordingthe 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 chap

because it provides them the opportunities to grow as individuals and to do things that they fare worthwhiLe in your community. If the members aren't interested, then they wiLLnot workobtain the goals.

It meets the needs of members - the plan is balanced. A good pLan wiLLheLpindividuaL Jaycee member deveLop the abilities needed toserve asa Leaderand as a citizen. Sinwe have different needs, the Jaycee year must be varied and broad, yet weLLbaLanced. Be sureinclude programs in IndividuaL DeveLopment, Management DeveLopment and CommunitDeveLopment.

It is large enough to involve and challenge all members. You wiLLwant togetyour members to participate in your programs. The pLan shouLd be large enough so that thwiLLbe projects that are interesting to everyone, both in pLanning and operating. On the othhand, you shouLd avoid pLanning a program that isso Largethat it cannot be carried out. Thisdiscouraging and is likeLy to cause some members to Losetheir enthusiasm.

It is adequately financed. A Jaycee chapter needs money to operate. Most ofprojects you wiLLconduct wiLLrequire money to compLete. The ways and means projenecessary to compLete the pLan of action must be considered and deveLoped in the pLanninprocess. ALLways and means projects shouLd be conducted according to sound businepractices. 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 madethe chapter progresses through the year. A Jaycee chapter isconstantLy changing and pLanniand must take this into consideration. A good pLan must be constantly monitored to detneeded changes and adjustments necessary to achieve desired resuLts.

Develop your plan with the same type of thoroughness you would use ifyou wpreparing a road map. In doing so, you will provide all necessary steps including provisionsalternati ves. With a good plan, you will be able to determine in advance the type of results yochapter will accomplish this year.


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The Planning ProcessPlanning Guide for Chapters Explained

Michelangelo once said, "In every block ofmarble, I see a statue, as plainly as though itstood before me, shaped and perfect in atti-tude and action. I have only to hew away the rough walls that imprison the lovely apparition toreveal 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. Outof this will arise a set of plans, a detailed, structured, step-by-step program for completing thebuilding. A list of secondary goals is established and under each of these a list of objectives thatmust be completed, every one of them a step toward the one final goal- the completion of thebuilding. Now the architect has a workable plan. He knows where to begin, and he knows howeach step will lead to another step until finally the building is completed.Chapter planning must be similar to the process practiced by Michelangelo andthe architect. Their methods for obtaining their goals were differen t.However, bothof them firstconceived their goals and then methodically went about putting things together to accomplishthat goal. Michelangelo didn't just chipaway and accept the results: neither did the architectju~begin laying bricks. Both had an idea, then a plan for achievement was developed. A planmust bea step-by-step blueprint which will lead you totheaccomplishmemof yourchapter'sgoals.

Set YOUT ObjectiveThe first step in the planning process is todetermineyourchapter'soverall objec

tive. The objective should be the major reason your chapter exists. It should be what yourchapter wishes to accomplish as the end result of your activities. It may be defined as somethingsimilar to the following:One-"To develop the personal capabilities and achievements ofeach member."Two-"To develop or enhance the leadership skills of each member throughIndividual Development programs and Community Development projects. "or Three;LeadershijJ Training through Community Development." Realistically defining yourchapter'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 PlanningThe 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 aJaycee 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 achievFmch goa l. five-Mon itor and eva luate jJriorities, goa is,and jJrojects. Six-EvaluateannuaijJrogress. These steps must bedone for each of the threeareasof the Total Jaycee Concept - Individual Development, Community Development and l\lanagement Development.

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7 Step On - Identify Problems Or Need5"A Fault Recognized Is Half Corrected"Because of the truth in that statement, the identification of the problems a

needs are an important step in the planning process. In fact, good planning cannot take plawithout identifying the problems or needs of your chapter and community. Without determiing the problems, a chapter goes through the year much like kids at a party playing "pin the ton thedonkey".111eycontinually pin the tail somewherebul seldom, ifever, fulfill thedonkeyneed for having his Oyswatter replaced to its proper location.Two primary elements are necessary to properly complete the probleidentification step- first, a desire to determine the problems, needs, and weaknesses in a faobjective, and unbiased manner and secondly, to exactly identify the real problem.

Chapters often work long, hard hours (even months)attackingwhat seemed toa problem and then discover that their energies had been used on a symptom and not thecauseothe problem. An example of this is the chapter that owned and maintained a park to provirecreation for the young people of their community. One spring they noticed that there walarge round spot in the middle of the park where grass wasn't growing. They then proceededreplant the grass and the grass was green all summer. The following spring the grass wasgrowing in the same round spot and the restof the park was green. This went on for several yeaEach spring the grass that did not grow, was replanted and grew. Then suddenly a new Jayclooked objectively at the situation and identified the real problem. That December they did nbum Christmas trees in the middle of the park and in the spring the grass grew greeReplanting the grass was attacking a symptom. Dead grass was not the cause of the problemCorrectly identifying the problem is crit ical to the planning process.

Step On (a) Identify Your Members' Self Improvement Need5Jaycees are known as a personal development and leadership training organiz

tion. In order to maintain this function we must plan chapter programming that will meetneeds of each individual member within the chapter. Review the following suggestions adesign a method to best use the talents of your officers and members.

Membership brainstonning. Give the chapter members the opportunitydiscuss self-improvement programs. Brainstorming or rap sessions may be scheduled withmembers encouraged to attend. In conducting a session such as this be sure that everyone hachance to express his ideas. Some exciting possibilities for your Individual Development prgramming can come from a free-wheeling brainstorming session.Member interview. A good personnel management system can provideexcellent method of talking with each member to discuss the activities of the chapter. A listquestions or a check list can be developed for the directors (or anyone else interviewingmember) to use during the interview to insure the same topics are covered with each membe

Written survey. The written surveyor questionnaire has been successful in somchapters and totally unsati.\jactory in others. The biggest problem with the written surveygetting enough members to respond to give a good indication of what the majority ofmembers need. A personal letter to a member's home with a self-addressed stamped retuenvelope will encourage more returns. There is a sample survey in the Appendix.

The survey method can be combined with the personal interview method. Tprovides 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 wthey respect or admire. Then have them list the traits or characteristics of those persons tthey would like to develop for themselves. The characteristics can be simple, such as: One-would like to be as calm when I s tand up to speak as he is." Two-"He isa lways so organizeda person. I wish I always knew where I was going." Three-"I wish people would acceptideas and follow my plans as they do his."

Compile the characterist ics listed into categories and find programs /0 develo


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those traits. Speak-Up will develop the traitsforexample number i, Personal Dynamics number2, 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 Developmentprograms.Your state officers (Regional Directors, District Directors, and State Chairmen)

can give you some good suggestions because they are working with many other chapters andhave been very active Jaycees.Don't overlook talking to past Chapter Presidents and Exhausted Roosters ofyour chapter. They, too, have agreat deal of knowledge and know many of the membersofyourchapter and can project some of their needs.

Fonner Jaycees. Each year fo.r some reason or other, the average Jaycee chapterwill lose 35% of its members. Many of them drop out because they don't get an opportunity togrow 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 Jayceemembership to fulfill. This can help you plan aprogram for individual development that willincrease your chapter's retention percentage.

Chapter officer's evaluation. This method should be used to supplement any orall of the other methods. The officers should discuss the possible programs which would behelpful to the members. Occasionally, the members may not realize the variety of personalgrowth programs available and thus some types of needs and! or interests may not be revealedin the survey. The officers can be more objective in identifying additional programs because ofthe 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 onthe 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 workwith an open mind and a determination that you will identify real problems and not just symp-.toms. Just a few 01many methods are outlined here.

Chapter Brainstonning. Brainstorming with your membership can lead to anidentification of some of the community problems. However, unless you have a complete crosssection of your community you still need to obtain outside ideas. Most chapters do not have acomplete cross section needed to fully identify the problems.

Member Interview. A simple method is to have every member in the chaptervisit ten of his neighbors and obtain their ideas of what problems exist within the community.The member reports his findings back to a general planning committee for compiling. Unlessyou have members living in all sections of your community, you have the same problem withthis 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 areinvolved 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 theimpression that Jaycees are going to so/1iethe problems of each group or even assist them. }'ou

I should tell them that the Jaycees are trying to determine jJroblems that face the commzmity andI are seeking as many ideas as jJOssible.Community Survey. A sunwy, to Jaycees, usually means a written questionnairemailed to the public or jJrinled in the newspajJer. This melhod can be eff{'rlive if YOll rereivea

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9 high percentage of responses. In communities where the Jaycees are known as "problesolvers" this method may work well. The United States Jaycees Community Suruey Manu(RSVP Catalog #5007-0) is an excellent how-to manual for conducting a community suroey.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 essenis an interoiew of the citizens.

The canvass must be planned so that a complete cross-section of the communityis covered. Talking with citizens in only oneortwosectionsofthecommwlity will notgivea trpicture. Commitment and hard work by the members of your chapter are necessary fcanvassing 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 tstreet may appear happy but does the fact that they are playing in the street indicate there ilack of playgrounds or equipment?

Does the fact that a large number of teenagers laughing and drinking while thsit on the hoods of their cars in the flarking lot of the supermarket indicate that there isa need frecreational facilities? Paper and trash on the street can be an indication of aclean-up orgarbagpick-up problem. You mU.5trelate what yo IIareseeing to what iscausing the situation and notlulled into complacency by the surface picture. This method will provide some answerprovided you don't wear rose colored glasses.Community Leaders. An effective method in many communities, particularlsmall ones, is talking with elected officials and other community leaders. They normally hatheir fingers on the pulse of the community and can give the chapter some good ideas. Sompeople to talk to are: Mayor, City Councilman, school principaL~, president of the ChamberCommerce, Police Chief, Fire Chief, hospital administrators, and doctors.Shopping Center. Set up a booth or table in a shopping center, business distror mall and have people fill out a brief community suroey. To be effective the sumey mustbrief. Check The u.s. Jaycees Community Sumey Manual for brief suroeys.TeleVIsionStations. The Federal Communications Commission (FCC) requirthat each television station conduct a sun1ey of community fJroblems and needs before tstation's license is renewed. Ask to see their suroey. It will give you valuable information.

Step On.e (c)Management DevelopmentThe determination of problems in the chapter management section of your plainvolves evaluating the stren~ths and weaknesses of your chapter as you are now operating. T

do this, direct your attention to all the management functions. 'nlOse functions are: OnePlanning. Two-Training. Three-Financial l\Janagement. Four-Persml1lel J\JanagemenFive-Comm WI ication. Planning

Several questions must be asked when you evaluate your chapter's planningprocess. They are: One-Does the plan we develop each year meet the characteristics of a gooplan a\ outlined earlier in this manual? Two-Does the chapter organi::e to plan or just throthings together? Three-I low often did the chapter insert large projects into the plan of actiulast year that were not ineluded in the original plan? Four-Dot's the chapter require that tplanning portion of the "Ci/./IH.I/./.\' .PLI.\.\/.\'(; (;/ '1m." be comfJleted before a project bt'ginFive-Is planning an on-going proce.\:~or do we jllst plan at the beginning of the year and forgto monitor during tht' year? Six-How well does our plan relate to the m;aall chapter objectivSeven-How many members do we involve in the planning process?

After gettin~ the answers to these questions you are ready to develop a planningprocess that will enable you to men the needs of your members and solve community problems

TrainingTraining 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 taadvantage of the training sessions offered by the state Jaycee organization? lias every membe


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been properly orientated to the Jaycees' ideals and philosophy and the part he plays in the totalJaycee concept? Does your chapter train committee chairmen to properly conduct projects ordoes the chairman wander through a project and then discover the "Committee Chairman'sWorkbook"? Does your chapter train thechapter'sofficers in how to perform their duties or werethey convinced to run for office because someone told them the job was easy and then laterdiscover that they didn't have the necessary background to do a good job?

Training must be an important function of any chapter management plan. Youcan reach your chapter's objective only if the members know how to perform their duties asofficers, committee chairmen and members.

Financial ManagementTo 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-Doesthe chapter develop a detailed, realistic budget for each year? Two-Is the budget constantlymonitored during the year? Three-Does the treasurer present a monthly cash flow and budgetreport? Four-Does the Board of Directors review the monthly financial reports to make sure thechapter isn't headed for financial trouble? Five-Are Committee Chairmen informed of theirbudget management responsibilities as they relate to their projects?

Financially, your Jaycee chapter must be operated according to sound businesspractices. Don't allow Jaycee money to be handled any differently than you would handlemoney in your own business. Consult The U.S. Jaycees Officer's and Director's Guide formore detailed information on chapter financial management.Personnel Management

The system you use to manage your members will have a great impact on thesuccess of your chapter during the year. Your organizational structure must meet the needs ofyour members and keep them active in chapter activities.

As you design your structure there are a few guidelines that will assist you. Theyare: One-No one person should be required to superoise more than 6 to 10 men. Two-Theworkload should be balanced between the Board members. Three- The system must beflexibleso that additional people and programs can be added during the year. It must also be flexibleenough to handle a reduction in the number of people and programs. Four-It must providefor easy and rapid two-way communications. Remember, as the number of middlemanagement levels increase, the difficulties of communication multiply. Five-It must allowfor delegation of responsibility and authority. Six-Each superoisormust know what isexpectedof him, the importance of his role in achieving the overall objectives, and the standards by whichhis performance will be judged.

Always remember that the Jaycees is a people organization. You must manageyour chapter so that each person can gain the most growth possible from eve!)' experience. ZigZiglar says in his book, SEEYou ATTHE Top, "You can get anything you want out of life, ifyou'll help enough other people get what they want." You miglll rephrase that and say, "AJaycee chapter can accomplish an ygoal it sets provided the Jaycees meet the needs ofeach Jayceemember." Your personnel management program should be designed to accomplish that.Communication

Other than personal communications there are two primary ways that a Jayceechapter 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-Aremeetings well planned? Two-Do meetings start on time? Three-Do new or prospectivemembers have a hard time understanding what's going on? Four-Is parliamentary procedureused? Five-Do meetings end on time? Your meetings are a reflection of your chapter. Most ofyour members are informed about chapter activities at your meetings, therefore, a properlyplanned meeting is extremely important to chapter success. A well operated meeting usuallymeans a well organized chapter. Consult The U.S. Jaycees' GumEToSuCCESSFI1LMEl\lBERSlliPAND BOARD MEETINGS (RSVP #5023-0)for more details.

10


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11 Some questions toask about your chapter's publicdtion are: One-Is itpublishon a regular basis? Two-Are the articles timely and do they tell the complete story? Three-Isreadable? Four-Is it clear, concise, complete and correct? Five-Does it include members naoften? Six-Could a member unable to aI/end meetings tell what is happening in the chapfrom reading the publication? The U.S. Jaycees' "CLIIDETOSliCO~"SFlrLLOCAt.PlIBI.ICAT(RSVP #5022)contains some excellent materials for chapter use.

A well-informed membership is usually an active membership. Plan ychapter's communication to assure that every member knows exactly what's happening.

During the process of determining member needs and community problemsome of the weaknesses of your management systems and procedures may have corne to lighis the responsibility of your chapter's Board of Directors to take an objective look atweaknesses that might exist in the way your chapter operdtes.

It may be hard to sit down and do an unbiased evaluation of your chapHowever. it is necessary. Unless the Board of Directors is willing to examine themselves andchapter. the steps necessary for insuring progress cannot be taken.

TiPs For Completing The Problem Identification StageOne-Be sure to identify the underlying causes of problems and weaknes

Don't allow yourself to do bandage work when you can be a healer.Two-Evaluate responses for their true meanings and bebigenough and "tou

skinned" enough to accept what is learned. The truth can sometimes hurt but don't let yochapter or yourself become defensive becau~e of the pain.

Three-Do not allow problem identification to consume all your time. Wherealistic 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, nee

and weaknesses. These records will be extremely valuable when the problem identificatioprocess isundertaken again. Incidentally. for those of you interested in awards, these records wbe most valuable to you when you put your entries together and could be the difference betwenumber one or number two.

Step 2 - &tablish PrWritksOnce your chapter has determined the needs of your members. the problems

your community and the strengths and weaknesses of your chapter. then it is time to establpriorities for an orderly plan of accomplishment. The process for setting priorities will be vsimilar for each of the three areas (Individual Development. Community Development aChapter 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 factorconsider are:

One- Which is the most serious or llrgcnt problem? (Which problem hasgreatest need for a solution?)Two- Which will have the greatest impact on the community or chapter? (Ireasonable for the chapter to become involved in this particular area;and ifso willthechapterbeeffective?) Three-Is there another group oragency now attacking the problem orplanninto do so in the near future? (If the need is being met, or the problem sohl{'d, why spend time amoney duplicating efforts or doing cosmetic sllrger)' to the job of another group? Should Yjoin with the group to speed up their work?)Four-Is there ample personnel available. both present and realistic potential.work on the problem? (Personnel can be Jaycee members and others in the community wwant 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 wfinancial resources are available? (Financial re.\Duras are not just tilt' chafJter's bank balan('{the expected income from fund raising projt'clS planned. They include olltside financresources or the possibilit)" of spnial funding.)


14/38

Six-Which problem will appeal mostlO me membership? (In which problemwill the membership have the greatest interest and desire to work toward solving? If it doesn'tappeal to the membership, then they won't make the commitment to work for it. It may be thebiggest problem facing the community but if it doesn't appeal to the membership then don'twaste time trying to work on the problem. Appeal to the membership is the most important factor toconsider.) Below is a case study of how one Jaycee chapter went through me process ofselling priorities for meir community development programming.The Jaycees scheduled an entire membership meeting specifically for thepurpose of selling priorities and establishing goals for Community Development programming for me next elevenmonms.A list of community problems and needs, as previously determined by thechapter, was presented to me membership on pre-printed "score cards". These "score cards"weredistributed and explained thoroughly to all members present.

JAYCEES ' COMMUNITY DEVELOPMENT PRIORITYSETTING SCORE CARD

NAME IOptto .nFACTORS

S -. u ch p t' obl emon t he tollow.ng KIlle:1 0 ( hig hl - 0 (I owl

COMMUNITY PROBLEMSNo.1No.2.3No..

No.5No.6

Each member was asked 1O"prioritize" me listof problems on mecard bygivingeach one a numerical score, based on three factors: I) his personal feelings about becominginvolved in finding a solution to me problem; 2) the potential effectivenessof the chapter indoing someming about the problem; and 3) the known facts about the seriousness of meproblem. One member's completed score card looked like this:

JAYCEES" COMMUNITY DEVELOPMENT PRIORITY

JrETf;0;-::AAOFACTORS

:0 >-->~>-"Uw ..~wZ~w" "000:0: ..~~>~ 7'5;"0Appro.,m."'., ISO Senior Cthlen, ,n gfg-51 '" u~mp60y_' In communl'Y. if475 bf1145 reponed c :, ,~ r .omm lt tt d ~ 'n d ~..p."V .nde l. -n l , nC i 1Vpar k. a ou tK I 0 '-{55

12


15/38

13 After the individual members completed their score cards. they were askehand them to the from of the room to the chairman. who then compiled the scores omchapter summary card. The final scores were then wriuen on a blackboard and looked likeJAYCEES COMMUNITY DEVELOPMENT PRIORITY

SETTlNGSCORECARO (J..I~)IAME'OP"""'"~~ ~fACTORS1 0 I h.ghl - 0 (lo wl

COMMUNITY PROBLEMSYO..,I"(:'"1''' den.oved bv t , ". mo'''","90 nOO.g noIM 01.,1011" 10' voulhApp.o mi1I"lv 150 s,.'hm C'"/,",''' ,nnH( t 01hom "P" "

~5 c.ows ot chI ld .!by ' ''POIII'd dur ' ''9.s' I'.months145 ' .p o, ted c"" "' n comm, tt lP d 019 "" '"5 11n ,0 . C ., ., .n s 4 60 y< \ - I d u. on q 1 917Vd4hsm on el'" p.o .'" 'oiIu ,. .d 0535,000.'" dl!"",,9" d.. , ,,ng PIUT,,"".

m 10~ ~>a:; t;! ~::;;i~ I t;:::~ ~; Ig;!~ ~~5 ~ ~g~ _ '"

f'{~ 1"58 108 10~m Ig~ {'il :X>J'f;;l.. q 3 (.j'j 3301'30 ~" /7'1 'fOO16;;1..{30 1'58 '1'50bb {O{ 7'f "I

The Community Development priorities for the Jaycees for the next elemonths were: One-Senior Citizen Home Repair. Two-Crimes Against the Elderly. ThrYouth Center or Youth Activities. Four-Child Abuse.

Be sure lOcarefully study the alx>ve score cards 1Odetermine how and whyJaycees set these priorities. Jaycees in other chapters and other communities may have rathese problems differen IIy. dependi ng on aui tudes, cha pter resources and comm uni ty resourcThe single most important faclar is the desire and interest of the members in allacking thproblems.

TIle above was only one method that can be used lOestablish priorities. You mdevelop a system that will work for your chapter and your community. Remember that youtrying to make the best use of your chapter's resources to correct problems and meet needs.merely changing the_headings. this same system can be used lo have your members establpriorities foryo~r Individual Development and Managemem Development areas.

How many problems should you attempt 10 solve? Only you and the membersyour chapter can answer that question. The answer lies in how well you utilize the time. taland resources of your chapter and the type of problems you are u'ying to solve. As you applysix factors outlined previously. you will find the time. money and member interest will narrthe list considerably. Put enough items on your list of priorities lOassure that your membgrow 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

moon or simply going to the grocery SlOre. goal setting is an extremely important functionany planning process. A goal establishes what you wamLO achieve in relation to each priorand 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('tt

process. Writing a goal down crystaliz('s thF thought behind it and thought can motivatFaction. Writing a goallessells the danger of its being changed by the passing of time. Tprocesses of writing and clarifying thinking help expand thoughts and generatF nFW ideasGoals must be specific. ThF goal must be so specific that it can b('totally und

stood. Intelligent people will/lOt llctilwly work 71ery lOl/g toward agoal thFYdo no/ understanI goal can not be too speCific.


16/38

"We are going to involve the youth of your community" or "We are going toincrease the leadership effectiveness of our members" are not speczfic goals. They are verygeneral, easily misinterpreted andsay nothing. "Ourchapter isgo ing to sign up 25 new membersbyJanuary first"; "We will reduce the reported VDcasesby 10% this year"; " Wewill have 20members 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 ofmeasurement and the specific end result. That is the only way we will ever know if we areaccomplishing anything. "The most difficult thing about doing nothing is determining whenyou arefinished." Your goal will establish when you have finisheda project orsolveda problem.

Goals must reflect progress. When you and your chapter establish goals theyshould be based on the idea of improving what now exists. Obviously, many of the prioritiesselected cannot be solved completely within a year. Chapters must set short- and long-rangegoals for these priorities.

Success is a journey, not a destination. Success begins with the first step towardthe goal. To achieve the long-range goals, aseriesof stepsorsub-goaLsshould beset which lead tothe 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 memberand the chapter, but not so high that the members feel they are impossible to accomplish. Manychapters set worthwhile challenging goalsfor themselves but fail to make much progress towardreaching them. If we could investigate, we would probably find the goals seemed completelyunattainable and as a result, the members become so discouraged that they quit trying. Yourmembers are the best ones to say which goals they feel are too high or too low. Ask them for theirinput.

Besure that the goals are set for your chapter, and not ascomparative orcompetitive goals with other chapters. The accomplishment of the best chapter in the state may be totallyunattainable for another chapter. To set goals based solely on the accomplishments of anotherchapter would be a serious mistake. Set your goals on what you and your members feel that youcan and wam to attain.

It has been proven that in most cases itiseasier to reach a high goal than a low one.The motivational factor is usually greater with higher, more challenging goals particularly ifthe goal issolving a problem of interest to the majority of members. Jaycees have often proventhis by accomplishing what others in the community considered to be impossible.

Goals should be personal. The more the members participate in setting goals, themore likely they are to become totally involved in reaching those goals.

Step 4 - Select The Best Projects Or Method To Achieve Em:h GoalFor 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. Projectsgive life to your goal and moves your chapter toward success.

For each goal set, there are probably several projects or methods available for youruse. The best method should be selected through study and planning. Sometimes a problem willrequire 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 toraise funds for the purchase of land, another to get the land re-zoned and a third to design andconstruct a playground. Each of these projects is related to the goal of providing playgroundfacilities for 700children.

Use creative thinking and explore as many possibilities as come to mind. Don'tdo something just because that is the way it has always been done. Examine your curren tprojectsand 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 isalso not necessary to re-invemthe wheel every year. Some things are good. Accept them.

Once you've defined your chapter's objective, selected the projects for theIndividual Development of your members and determined the Community Developmentprojects you will conduct, it is necessary to establish an overall management process to reach

14


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15 your goals and objective. The management process may not necessarily be called projectswill involve methexls. systems and procedures. Each of the five aspects of managell1{'III.planning (b) training (c) financial managell1ent (d) Ix'rsonnelmanagement and (e)comll1uncations, are related to each other and are dependent on each other for totalll1anage!Jwnt succei\lost of the five are J1{'cessaryfor the success of any project.

During the project selection phase of planning the assignll1elll of resourcbecomes critical. Basic resources of a chapter are mOJH'Y.materials, and the till1e and talentpeople. Remember to consider the availability of these resources from outside yomembership. Also, be sun' you are not duplicat ing thedforlS ofan other group. IfSOIl1{'OIH'eworking to sol\'{'a plOblem, why not join forces wit h them. Solving the problem is 1he goal.(Tedit wi II come later.

Use your state Jaycee organil.ation to help you select projects. State ChairmenState Program Managers are anxious to help your !Jwmbl'ls. Your state Jaycee officers haexpertise in many areas. If they don't have the answers. they can direct you toSOIl1{'OJ){'hodoeLet them know your needs.

;\;ow that you have selected the projects for obtai ni ng your goals. you must Ix'detail planning for each plOject. Committee chairmen will be Ihe key to your success. T"CO;\I.\I/T rEI': CIIAIR;\I.\:'\'S \\' ORKBOOK"isa must for each of your chairmen. The workbookavailablefrom The U.S. Jaycees. Box 7. Tulsa, Oklahoma 74121-0007 orcalll (800)331-324Order RSVP No. 5044-0. This workbook has been described as the most important workbooever produced byThe t !.S, Jaycees. This workbook isa "how to" manual that coverseverythingchairman needs to know about conducting a project from working with committee memlx'rshow to Ust' the Chairman's Plann ing (;uide. Order a supply now and hold a training sessionyour 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'akin

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

community youth: possible projects arc Junior Athletics, Shooting Education, or dances.Three-MallagnnPIII J)e(/eIOp11!elll weakness or problem: Chapter has a lack

funds to 0lx-rate, IXJssible projects are haullled house, raffle, pancake breakfast or fair boothList as many possible projects to solve the problem as you can think of. The

select the best projects, project or melhex! to overcome the problem. Some problems will neonly one project while others will take anelltireseries. Only you and YOlllchaptercan determilwhat is needed. Just be sun' you are making the most effective use of your resources.

Step 5 - Manitor And Re-Evaluate Priorities, Goals, Projects OrMethodsCoex!management requires that \\TConstantly kllow where weare in relation

\vI}(~rewe want to go. A chapter must fn'quently check to S{'{'if thiJlgs arc on schedule.example of the type of monitoring a Jaycee chaptn Jleeds is the operation of the self-guidetorpedo, or the inll'l'ceptor missile. The target or goal is knowlI -an enemy ship or plane. Tobjective is 10 reach it. 'Ill(' torpedo or missile must "know" the target they are shIlTrhe machi ne back to thnight. The lmpnlo anolllpi ishc.'>l.'>()(tlby goi IIg fOI\\'anl. llIaki


18/38

errors, and cominually correcling memo Bya series ofzig-zags illilerally "gropes" ilSway LOmegoal. Your chapler musl gel feedback and correel iLScourse by moniLOring iLSaCliviliesconslanliy.

Your chapler should re-evaluale your priori lies and how lhey relale lo overallchapler programming, al leasl quanerly. Are lhey slill relevam? Are lhey needed? This reevalualion should follow lhe firsl four sleps again. Never hesilale LOdrop a priorily or projecland replace il wilh anOlher one lhal will beuer meel your chapler's objeclive. Il is nOl poorplanning LOresel goals as progress is checked. Goals may be modified - raised or lowered - lOproperly reflecl progress lOdale.

Many Jaycee chaplers consider il lO be a disgrace lO drop a projecl curremlyunderway. If il is no longer needed or relevam lOyour overall chapler programming, drop it.

Caution: Don'l use lhe re-evalualion slep as a "COP-OUl."Take a realislic look aleach 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 LOsolvea problem.

"A sensible man watches for problems ahead and prepares to meet them. Thesimpleton never looks, and suffers the consequences." Proverbs 27: 12

Be sure your chapler is operaling as lhe sensible man by conslanliy moniLOringand re-evalualing goals, priori lies, projecls and melhods.

Step 6 - Evaluate Annual ProgressWhen 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 weeSlablished goals for each priorily lhal was specific, idemifiable and measurable. Il is lhemeasurable pan we are concerned wilh in Slep 6 and lhal enables your chapler lOevalualeprogress lOdale.

The basis for evalualion and lhe goals lOcheck forallainmem wereeslablished inSlep 3 of lhe planning process. As you evaluale your annual progress you muslgo back loSlep3lO make lhe evalualion valid. Too oflen chaplers lisllheir projecls compleled and aCliviliespanicipaled in and call1halan evalualion. Thal is likesloppingon lhe imerslale highway in memiddle of lhe desen and saying, "here I am" and proclaiming your lrip a success even lhoughyou are hundreds of miles from your deslinalion and weeks lale.

As each projecl is compleled, each goal achieved, and each priorily resolved, afinal progress repon should beprepared. This final repon should bepreparedallhecomplelionof lhe various phases.

Al lhe close of each Jaycee year, lhe officers and members should evaluale lhechapler's lOlal performance LOdelermine lheir progress. Accomplishmenls for lhe year shouldbe included in lhe progress repon. Also incl ude in lhe repon a currem anal ysis oflhe needs oflhemembers, lhe problems of lhe communily and lhe slrenglhs and weaknesses of yourmanagemem syslems and procedures.

Through lhis evalualion and lhe resulling wriuen repon, a foundalion isprovided for nexl year. Those who follow you will have lhe benefil of your experience. Byevalualing whal happened, you will learn and gain lhrough lhe analysis of bOlh successes andfailures.

Your chapler's final repon should be prepared according lo lhe guidelines forSlale awards compelilion. Prepare il lhal way even lhough you may nOl plan lOsumil. Theformal as delailed in The U.S. Jaycees Awards Manual is excellem for compiling and keepinggood chapler records.

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17Summary

Planning is like navigalion. If you knwhere you are and where you wanl lonavigalion is nOl difficulL h's whendon'l know lhe lWOpoinls lhal navigaling lhe righl course becomes difficulL

LeL's assume lhal you have saved for years lOlake an ocean voyage aboard a laluxury ocean liner. You finally have lhe money and book passage. You eagerly board lhe swilh ilS mighly engines pulsaling in preparalion LOeave pan. You go inlO lhe chan roomask lhe Caplain lOshow you on his cham your presenllocalion, whallhe neXl pan-of-callbe, your deslinalion and lhe roule he is planning lOgel lhere, and he answers, "I really doknow." Would you be confidenl of his reaching his deslinalion? Would you wanl lOpassenger on his ship? Whal has happened lo your erllhusiasm?

Each year your Jaycee chapler selS oul on a lwelve mOnlh voyage. You havknow where you are and where you wanllogo. You mUSlplan lheaclivilies necessary LOgelfwhere you are LOwhere you wanlLO go. You musl conslanlly review your progress lOmakeyou are on course. Plan well and navigalion will be easy and you will always have an answwhen your members ask, "Where are we going?"


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AppendixManagement Development

Survey

Now is your chaner 10 air your opinions of Ihr mallagemrlll of Ihr chapin. Theboard of dirrclors would apprrciale your fillillg oul Ihe qursliolls below and reluming II/('I/I as SOOIlas possiblr. Plaa an X Oil Ihr ajJprojJTialr li,u'.

YES NODo 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? _

18


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19SuggestedO1apter Survey

It is suggested local chapters reproduce the survey below and distribute it to amembers, 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 Directorsthe Jaycees would appreciate your filling out the questions below and return them as soonpossible. What appeals to you the most about the Jaycee movement?y~Do you feel the day, time and place of our meetings aresatisfactory? .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 ourmeetings? If so, how? .a.Mailb. Phonec. Buddy systemd. OtherDo you feel that we should have a program at our meetings?If so, what type? .a. Speakerb. Moviec. Explanation of Jaycee projectd. OtherWhat project that we presently conduct interests you the most?Is there a project that we conduct now that you feelshould be dropped? .Is there a project that we do not conduct that you wouldlike to see us start? .How much time do you plan to spend working on Jayceeactivities this year? Check those below in which you planto participate .a. Membership meetingsb. Projectsc. Regional and state meetingsd. Social activitiesDo you feel that we give enough personal recognition?Why did you join the Jaycees?

No


22/38

Yes

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?

Any further comments?

Personal Growth Model

No 20

This Personal Growth Model was developed by The U.S. Jaycees Long-RangePlanning Committee. It can be used with the Member Individual Development survey to helpthe member determine his needs.

Husband/FatherEmployeeitizenWhat kind ofam I?

Planning: Long range goal (end result,mage) what kind ofo I want to be?Short range goal (roles, daily behaviors)hat steps must I take to reach my shortange goal? (What roles must I play orhat daily behavior must I exhibit?)Management: Communications, instruc-ions. Do those around me, understandy needs?Feedback: What is the behavior of thoseround me telling me about my perfor-ance?Priorities and time control. Am I doingirst things first? Am I aware of timend am I using it best by utilizing tar-et dates and deadlines?valuation: Datehat progress have I made towardecoming the person I want to be?


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21COMMUNITY ATTITUDE SURVEY

(Additional copies available from U. S . Javcee Supplies Department)

Open- End QuestionIn your opinion what are the five mostimportant things which need to be done tomake this a better community?

1. Water Avai lab ili ty2. Sewage disposal3. Storm water drainage4. Garbage collect ion5. Open membership in Volunteer Organization6. Elect ri ci ty7. Telephone Service-------8. Postal Service9. Serv ices offered by Volunteer Organizations10. Oay care facilities for children of work. mothers11. F i re protection12. Law enforcement and pol ice protect ion13. Court Services14. Zoning ord inances15. Legal services16. Medica l services17. Dental services18. Hospital serv ices19. Health depar tment20. Welfare services (a id to fami lies )21. Pub. t ranspor tation to other communit ies22. Pub. t ranspor tation ins ide the community23. Indust ria l Development24. Youth service clubs (scouting, etc.)25. Traffic signals and signs26. Maintenance and cleaning of st reets27. SidewalksRecreational opportuni ties for ... .28. Children

29.Teenagers

30.Adults

31.Older people

32.Public meeting places for teenagers

33.Swimming facilities

34.Summer programs in sporting

35.Playgrounds for children

OJ'" :;.:OJ c:> ~j OJI:'" ~ OJeJ '0~0:8 OJ>< >Q;0UJ c.:>I:D..Z(11 (2)314)5161

THIS SCHEDULE HAS BEEN DESIGNED TO FACILITATE IBM PROCESSING


24/38

55. Under 1856. 18-3957. 40-6458. 65 and over59 . Commun ity planning and development program

General appearance and attractiveness of oommunity

73. Occupat ion of head of household?74. Person interviewed?

36. Fields for baseball and other outdoor sports37. Parks and picnic areas38 . Publ ic meet ing p lace for large groups39. Cultural opportunitiesElementary school . ..40. Staff41. Educational program42. Bui ld ings and equipmentJunior h igh school . ..43. Staff44. Educational program45. Bui ldings and equ ipmentSenior high school . ..46. Staff47. Educational p rogram48. Bui ldings and equ ipment49. Library50. Restaurants51. Hotel s and motels52 . Shopping fac il it ies53 . Service and repa ir fac il ities54 . Publ ic rest rooms in business d is tr ic tJob opportunities for persons

61. Number of years li ved in oommunity?62. Highest grade completed?

Members of household?63.

All ages- Total 68.18-19hildren - Total 69. 20-29nder 6 years 70. 30-39-13 71. 40-594-17 72. 60 and over

In most communities, it will be desirable to classify attitudesby areas for which 8 breakdown of attitudes is needed mustbe careful ly determined in the f irst stage of the survey.

Mother---ather----5. Area of ci ty .Address---nterviewer76. Interview No.

22 0> . c~ ~8, ~~ ";:0 0 ~w " m.(1) (2)314) (51 (6)

Mother and FatherOther head of household

Date


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23Community Development

Priority Setting &ore Card

Name (Oplional)

FACTORSScore each problem on me10 (High) - 0 (Low)

Community ProblemsAppeal IImpact ToTo Be MadeMember By Chapte

UrgencyOfProblem

Priority(Total)

Individual DevelopmentPriority Setting &ore Card

Name (Oplional)

Score Each Need on lheFollowing Scale:

1O(High)-O(Low)Appeal Appealmpacthapter I Totalto

too beBenefitsOtherMeaderom

Membersonilling

IndividualNeed

Individual Development Needs


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Planning Guide for Chapters24

o l.\I'n.RS 1\1.\11 J:\'(; AI>I>R~SSA. Define The Objective Of Your ChapterB. Individual Development Programming

I. Identify your members self improvement needs, and describe procedures used todetermine these needs.2. Establish priorities based on available resources, considering the desire and interest of the

membership.3. Set a specific and identifiable goal for each priority.4. Select the best projects to achieve each goal.5. Monitor and evaluate priorities, goals, and projects.6. Evaluate annual progress.

C. Community Development ProgrammingI I. 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 themembership.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 ProgrammingI. Define strengths and /or weaknesses in each of the following:

(a) Planning (b) Training(c) Financial Management(d) Personnel iHanagement (e) Communications

2. Establish priorities for the above management functions.3. Set a specific and identifiable goal for each priority.4. Select best method to achieve each goal.5. Monitor and evaluate priorities, goals and methods.6. Evaluate annual progress.


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25 T his Plannin~ Guide for Chapters was prepared bythe Winston-Salem Jaycees in Nonh Carolina andsubmiued for competition in AtlalHic City. :-.IewJer-sey.They won the Sweepslakes award for the Individual OevelopmelH and Managemem Ikvelopment pro~raml1l ing. Theywere also selected the "Howard" winneras the numberolle Jayn'e chapter in their JX}pulatioll division.

This Plannin~ Guide for Chapters is includ(-d in thismanual as all example of how Oil" Ja\(',' chapter did ilsplanning. It is not intended to lx' used as a model fOIhow yomchapter should beoperated. It is used soldy to~enerate ideas onhow you can go throu~h the plannin~ process. lIse it in thatmanmT ami it wiIIbe wry 1X'lll' ficial.bllt to IIyami 1)(" "carboncopy" of the Winston-Salem Jaycees will probably Ix'disastnOilS.

As you rl"dd the Guide. don't he distudx'(J that yomstructUle for O!x'l,tting isdifferent. Take the ideas you like andplace 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 isevidenced by changes in ~oals and projects. It indiltes g(xxlevaluation hn,llIse pmjects were delet(' (1 as well as added.

Be(


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Goal for Priority 3 - To qualify 15%of the May I, 1983membership base for Slxak-lJp. Personal Dynamics andLeadership Dynamics by November I. 1983.and another 10%byApril I. 1984.

Goal for Priority 4 - To conduct at least two projects toimprove 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 IVProjects 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 familiesProjects 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 VisitationMonitor and evaluate priori ties. 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 ofachievili lg the Goal for Priority I. The other portfolio, enti tIed"Internal Programming," was assigned the task of achievingthe Goals for Priorities 2, 3 and 4. The "Membership" and"Internal" portfolios met together at Board meetings throughout the year, as well asat the April 15-17, 1983planning retreat,the November IS, 1983 mid-year evaluation meeting, and onseveral occasions during April , 1984 for the end-of-the-yearwrap-up sessions.

"MEMBERSHIP RECRurrMENT, RETENTIONANDACflVATION"

In monitoring the progress toward doubling thechapter's membership, the "Membership" portfolio participated in the planning retreat, the mid-year meeting, and metseparately from the" Internal" portfolio on a regular basis onceeach month to review progress, discuss problems and newideas, and to evaluate the established priority, goal andprojects. The portfolio was also responsible for contacting newmembers by telephone on a periodic basis as a part of thechapter's "telephone committee system" and for conductingthe orientation sessions for new members, which were held onthe third Monday of every month. The portfolio utilized thesetwo means of contact with the new members as a monitoringdevice to obtain feedback from these new members as to why

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

their opinions were the most eHective means employed by the /26hapter in attracting the attention of prospective members,what tactics they believed to be least effective, ete. Before thetime for the mid-year evaluation, it became apparent that theywould exceed their goal of doubling the chapter's May I, 1983membership base, and it was, therefore, decided to change thegoal to tripling the chapter's May I, 1983 membership base.By February, 1984, it was also determined that a fourthSuper 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 membersalready added before further expansion beyond the revisedgoal, that the expenditure for a fourth Super Smoker could notbe 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 twoDirectors held a meeti ng to discuss their progresss and to reviewplans for the remaining months. The portfolio also participated in the April 15-17, 1983 planning retreat, as well as theNovember IS, 1983 mid-year evaluation meeting where theportfolio reviewed progress achieved during the first sixmonths and made revisions in plans for the remaining sixmonths. The "Internal" portfolio also gathered and evaluatedfeedback received from chapter members as they completed thevarious courses and programs, from chapter members whowere contacted through the chapter's "telephone committeesystem," from new members who attended orientationsessions, and from general discussions with members at membership meetings and other chapter projects. The portfolioalsoconducted a special Slx'ak-lJp program at one of the generalmembership meetings where the President's gavel was passedaround the room and everyone present was asked to address theneeds and priorities of the chapter from his own perspective. Inaddition to evaluating the results of the chapter surveyconducted at the request of the incoming President, the"Internal" portfolio also conducted its own "spot survey" inJanuary, 1984, during which many members were telephonedat random and given an opportunity to voice their observations, criticisms and recommendations with regard to thechapter's internal programming.

Based on the responses received in the above-describedmanner, the "Internal" portfolio was able to eHectivelyevaluate their priorities, goals and projects on a continuingbasis throughout the year. The portfolio determined that thechapter was being very successful in increasing family involve-ment in Jaycees and did not eel the need to make any substantial changes in that area.

With regard to improving personal development andleadership putential, the "Internal" portfolio decided toincrease the programming due to the substantial and rapidgrowth in the chapter's membership. The portfolio farexceeded its goal of involving 15%of the chapter's May I, 1983membership base by November I, 1983,and another 10%by theend of the year, in the S!x'ak-lJp program, even though it wasnot necessary to make"any changes in the original planning.These S!x'ak-l 1p programs met with greater success than hadbeen initially anticipated.

The "Internal" portfolio stayed close to the planning


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27 with regard 10 the priority ofencouraging the spiritua I involvemmt of chapter members and their families. The portfolioconducted twO prayer breakfasts, involving fourteen membersand exceeding the goal, but did not conduct the plannedchurch visitation. The chapter memlx'rs indicated moreinterest in the prayer breakfast than in the church visitation.Interest in the prayer breakfast concept increased neartheendofthe year.

Evaluate annual progress.The chapter 's [ndividual Development Programming

was so well received this year and enjoyed the success that itachieved primarily because the chapter saw fit to separate responsibility for the four priorit ies between two separate (albeitcomplimentary) portfolios: "Meml~rship Recruitment, Retention and Activation" and "'nternal Programming."

"MEMBERSHIP RECRUITMENT, RETEI\'TION A!\:DACIlVA1l0N"In order 10 increase membership and auain the revised

goal of tripling thechapter 'sMay 1.1983membershipbaseof IIImembers, the chapte r had to depend on good public ity, amactive internal programs, and diversified external projects.However, much credit must also be given to the fact that aseparate "Membership" portfolio was organized 10 oversee thisfirst prior ity in the area of [ndividua l Development Programming, as well as the uemendous success achieved by JohnOzmun and his diligent supervision of the three Super Smokerprojects. The chapter began theyearwithamembershipbaseofIII active regular members on May I. 1983,and, by theendoftheyear. that figure had grown to 3-10. seven meml~rs over therevised goal. During the year. the chapter added 251 newmembers to its roste r, having an in-chapte r extension each andevery month. and retained 890f the III regular members up forrenewal for a retention r,lIeof 80%. The emphasis was on the recruitment of new meml~rs, but the enthusiasm generated bythe three excellently executed Super Smoker projects and bythese eager new mem bel'Scomi ng into the chapte r seemed to re kindle the spirit of Jaycees among the older members to thepoint that retention almost appeared to I~ taking care of itse lf .albeit under the reminding guidance of the "Meml~rship"portfolio. And, of course, it must also be pointed out that thewell-planned orientation sessions every month had a great dealto do with the steady growth of the chapter and gave the newmembers 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"The "[ nternal" por tfolio this year enjoyed oneof its best

years ever in the history of the Winston-Salem Jaycees. [nreviewing the programs, it is c lea r that the portfolio offered thechapter meml~rs a variety of self-improvement opportunities.The portfolio failed to meet only oneof its goals for theyearandsurpassed all of the others. The efficient manner in which theprojects and pro/.,'Tams were managed established a high levelof credibili ty with the chapter membership. thereby inneasingilHerest in the area of Individual Development Proh'Tamming.The portfolio was ahle!O get the families involved lI1uch moreoften this year in the programming, ami those that pa l tic ipa tnlin these Jaycee programs and projeClsderived much hencfitand

enjoyment. The self-improvement programming madepositive impact on our chapter membership. The spidevelopment programming was also very well rece ivedchaptcr membership this year. The "[nternal" portfolconvinced that the inte rnal programming contributed sicantly to the highly successful year enjoyed bythe chapterarea of new member recruitmel1l and activation, and thturn, the influx of new blood into the chapter stream spnew illlerest among the older members in theareaof[ndividuDeve lopment Programming, an area that prior to this yebeen on the decline in the chapter.

Community Development ProgrammingIdentify problems within your community and des

procedures used to determine these problems.Several methods were used to determine var

problems within the community of Winston-Salem,Among them were:

A meeting with the previous External Vice PresiWe disnlssed in detail his planning for the previous yeapriorities and goals dur ing his time in office.

A survey of the communit)' problem areasobtained from radio stations WS]S/WTQR. This surveymade in conjunction with FCC requiremel1ls.

Attendance at the Leadership Training Confersponsored by the Greater Winston-Salem ChamberCommerce.

The problems, which are now identified, were defrom these methods with particula r he lp from the LeadeTraining Conference . Experts in these various fields papated: The Free Enterprise System. Political Action,munications. Transportation, Energy and EnvironmeEduca tion, Criminal Justice . Health Services , and PublicPrivate Agencies. The participation in the conference bethose attending and the various panels was outstandinghighlighted the problems outlined in the WSjS/WTQR psurvey. The major problems within the community havedetermined as follows: One-Lack of interest inenuiHnl1nent. Two-Ceneral awareness of how our gOment and the Free Enterprise System works. Three-Commicatioll breakdown between mriolls civi(' groups, politicalld their staff, umstituerlts and business and religiolls leaFour-(;rowth problems withill the community such as tportation, educatioll, cOllsolidatioll of city alld county govmnlt. Five-TI/{' apparent alinwtioll of people towardllnotlwr, their lack of ('oncem alld care. Six-/Ilcrea.le hI yproblems such fl.1 j ll lienile crime, lack of directioll and ovrestles.me.l.\. Seven-Overreaction toward glorificationcrimt', rt 'habilitatioll of criminals and other social injuswithout adequate concem for the I, ictims.

Establish priorities based on available resouconsidering the desire and interest of the membership.

The priority problem areas of which our chmemhership has a desire and inlt'n'sl to ht'\p eliminate a/-;dllmlioll of tftt' gOl't'TIIIlU'lIlal !JT()(('.I.I alief Iftt' frff fprisf' .1)'.\/('11/. (2) ,lid to l'iclilllS of crill/ilia I, .\Orinl


30/38

FIIlIiTOIIIIIFlltal illjustias. (1) 11I(T('as('dawarf'lI('ss of ('I/1,irollmf'lItal alld ( ,lIngy jJTOb/r'lIIs. (I) 1I( 'l jJ ( '/ il ll il lat(' j /(7' (, lI il ('jJroblFllls. (5) A / i( 'l Iat iOIl of tJ( 'otJ/r ' a lid t l If 'i r a jJat l Iy toward (JII( 'allotlwr. (0) 11I(T('as('tmblic ml'au'/u'ss of COlli IIIWIity gTOwtlljJrobl(,lIIs. (7) IlIItJf{)II(' {,{J/lll11ullimtioll b(,tw('('11 ch,ie gTOUtJS,alld jJublici:(' jaY{'{'(' .I.

Set a specific and identifiable goal for each priority.GoaL5 for Priority I

Conduct at least two projects for the promotion of theFree Enterprise System, one to educate the gt'lH'ral puhlic andone to educate school age children by 3/1/84.

Cnnduct at least one project to educate the gt'lHTalpuhlic as to the general workings of the political system. Tostart by 6/1/83 and continue year-long.

Cnnduct at least one genera] membership meeting onprincipals of the Free Enterprise System by 1/]5/84.

GoaL5 for Priority 2To conduct two projects to aid the victims of criminal,

social and environmental injustices by 12/1/83 and 3/15/84.To conduct a study as to the current loc.al, state and

federal aid available to those victims. (year-long)Goals for Priority J

To conduct one project to increase the public awarenessof the environment and the possible solutions to theseproblems by 1/]5/84.

Goals for Priority 4To conduct a feasibility study for a statewide Career

Information System. (year-long)Cnnduct at least four projects to aid 100 youth in apositive way.

Conduct one project to improve the knowledge ofyouth toward the workings of the judicial system by 1/1/84.

CoaL5 for Priority 5 .Cnnduct at least three projects to aid the physically andmentally handicapped. (year-long)

To conduct at least one project to increaseself-improvement among the economically disadvantaged.

(;oals for Priority 0Take a stand on issues that have an effect on the com

munity. Work in conjunction with government leaders whenour interests and their's coincide. (year-long)

Coals for Priority 7Conduct an ongoing project to improve the communi

cation hetween government, business, religious, and civicleaders. Coordinate activities so that the largest amount ofeffort among the various civic organizations can be used to theIx'st advantage of the community, and increase awareness of

J',= P"'po~ ,md""i,i.ic>. 128Select the best project to achieve each goal.It has Ix'en determined that the best projects to achieve

each goal are as follows:

Projf '( 't to a( 'l IiF1'F Coal IHold a seminar at Hanes Mall with participation from

local merchants to improve public education of Free Enterprise System.

Inquire from area business and compile variousprograms 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 ionto our chapter on "The American Economic System."

ProjFrlto a(' lIif '1.IF(;oaI2Conduct Project Threshold and ohtain a national

grant.Conduct the Tot Finder Program within the City ofWinston-Salem.Conduct a study as to current programs estah]ished for

aid to victims of criminals, social and economical injustices.ProjFctto acllif'1.IF Goal J

Conduct a project designed to raise money 10 purchase asoil conservation testing procedure at the Nature ScienceC-enter.

Proj('('/s to aclli('7'(' (;oal-lConduct the following project to aid youths: A. jUllior

Acllif'1.lf'mf'lIt SjJollSorshijJ R. IlIcrFasF our jJarticijJation illYour OjJportwlity HOIIIF C. Hold a JUllior Olympi('s lJ.SjJonsor a lIisit for Boys II omF.

I-Io]da mock trial at three high schtx}]s and junior highschools.Ways to achif'1.IFGoal5

Participation in March of Dimes Telethon.Participation in Muscular Dystrophy Fund Raising

Project.Participation in Ten Million Pennies Project.Participation in Project Mainstream and apply for a

national grant.Ways to acllif'1.IF Goal 0

Participation and coordinate efforts of local government on controversial issues and take a stand on other mattersof public interest. Hold a candidates night.

Ways to achi(,lI(, Goal7Estahlish a working relationship to exchangt' news

letters, idt'as, common goals with other civic groups.Increase general awareness of our goals and our idt'as

by: A. A jJj)( 'ari llg Oil IflSjS lalk show, "Tell Tom." R. II/quir)'.e. SlIadFs of f:boIlY. lJ. Ad llntisil lg our lIall l(' at jJroj('('/s w IIn('


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29 public exposure is to the benefit of the chaptn. E. Jaycee ofWeek.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 reportingsystem, This required that each director submit to the vicepresident of the external art"da monthly aclivity report. Thesemeetings and reports provided a means whereby there could beconstant monitoring and evaluation of the priorities. goals andprojects of the chapter.On November 15. 1983,the entire Board of Directors mettogether for the purpose of a midyear evaluation. 'l'hese twomethods of evaluation were also supplemented by a couple ofphone surveys and the constant feedback that the members ofthe Board of Directors would get from making their phone callson the phone call committee.These techniques resulted in a numberof changes in theoverall external program. Early in the year, we decided thatfunding of any projects by means of the chapter treasury wouldbeheld to a minimum due tothe t('nuous natureof thefinancialoutlook at the beginning of the year.

The following is a discussion of the monitoring andevaluation of the External Portfolio which will bediscussedona priority by priority basis:

Priority I - Our original first priority was to cominuewith 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 OJmanpower during this year.We did implement a new project under this priority.The mock trail project was held at the Forsyth County C.ourthouse and resulted in a turnout of memlx'rsandguests in excessof 100 people. This project did meet our goal of education of thegeneral membership in the area of govenlll lenlal process.

Priorily 2 - Our second priority was the aid to victims ofsocial. criminal and environmental injustices.During the course of the year, we established two new

projects in this area which were not included in the yearlongplan. The first of these was the project to aid in theohtaining,funding and opening of a shelter for the Battered Women ofForsyth County, Inc.The Lighthouse Ministry Project was also one that wasnot contemplated at the beginning of the year; however, theneed within the community seemed so great and so obviousthat it was hard to refuse the opportunity to panicipate in thispmject. Our participation in this project was primarily in thearea of appropriating adequate funds to provide for the installation of a new furnace at the Lighthouse Mission, which is ahome for alcoholics. As the year pmgressed. the loca) lawenfo!H'ml'nt agencies came to


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munity and trying to do a lillie bit on

Planning Guide for Chapters

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