Using Time Management
You have already read about the first steps of
making good use of your time - setting priorities and
goals. If you will organize all your activities this year
- family, job, Jaycees - on a priority basis, you will
accomplish those tasks which give the greatest
reward. In addition, you will also manage your time
effectively. To help you manage your time more
effectively, follow the steps listed below.
• Respect Time. Each day has only 24 hours, so
don't waste it.
• Analyze Your Time Use. Look at how you
presently use your time. Note how long it takes
you to accomplish what you want to do. Then,
budget your time accordingly.
• Be an Early Bird. Get to the office or job or
meeting ahead of the game. Then, do those
things you don't like to do first.
• Prepare a "To Do" List. List everything you
have to do in order of importance. Begin
working on the first item and don't stop working
on it until it's finished. Then, move on to the
second item.
• Make Appointments. Pre-schedule your
meetings, luncheons, dinners, and even phone
calls. Make the times specific, not, "I'll drop by
sometime tomorrow."
• Use the Telephone Properly. Before each call,
list the points you want to make and keep the
call brief and to the point.
• Use a Pocket Calendar. Include all appoint-
ments, deadlines, and commitments in your
calendar. Update it on a daily basis and review it
weekly.
• Develop a Personal Filing System. If you don't
have a file box, use a cardboard box to organize
your materials. File materials on a daily basis.
• Use a Bring-Out, Follow-Up, or Tickler File. A
bring-out file is a series of 31 file folders labeled
"1 to 31" for each day of the month and a series
of 12 file folders marked "January to December."
Use of this system will help you handle assign-
ments, promises and commitments that must
be fulfilled at a future date.
• Create an Idea Trap. When ideas pop into your
mind, write them down in a notebook to carry
with you. Then, review your ideas at least once
a month.
PLANNING
Definition
Planning is the process of determining exactly
what the organization will do to accomplish its
15
Making Decisions
The most difficult part of making decisions is the
possibility of making the wrong one. The fear of
failure and the consequences of being wrong make
decision making difficult. This emotional stress can
be reduced if you understand what a decision is and
if you know how to ensure that your decisions are
right.
Types of Decisions: There are two basic types
of decisions: spontaneous and reasoned. The spon-
taneous decision is often nothing more than a hunch
that is based on your experience of what is right and
wrong. Using experience as the basis for making
your decisions is where you have to be careful.
Situations are rarely identical.
The second type of decision, the reasoned
decision, involves five steps.
Step 1:Determine the problem. Continue asking
yourself, "Why is this true?" until you determine and
define the problem.
Step 2: Get as many facts and opinions about
the problem as you can. Gathering facts and
opinions will prevent you from jumping to conclusions,
will minimize the effect of your own prejudices, will
allow you to share others' experiences and will help
you properly define the problem, in case you've
defined it incorrectly.
Step 3: Develop alternative solutions to the
problem. If you have only one solution, your decision
has been made.
Step 4: Look at the consequences of each
alternative solution. Then select the best solution.
That will bring more satisfaction than problems. Be
aware of the weaknesses in your selected
"best" solution; in most cases, the best solution is still
far from perfect.
Step 5: Provide for feedback. Even when you
follow the four steps above, it is possible to make a
wrong decision. That's where this step comes in.You
need to know if your decision is wrong and make
corrections or adjustments accordingly.
"Not to decide is to decide" is a saying you have
probably seen or heard before. Not making decisions
is a sign of weak leadership. So whatever decision
you make, spontaneous or reasoned, make one. If
you follow the guidelines for making each type of
decision, you can be assured of making the right
decision most of the time.
objectives. In more formal terms, planning has been
defined as the systematic development of action
programs aimed at reaching agreed business objec-
tives by the process of analyzing, evaluating and
selecting among the opportunities which are foreseen.
Purposes of Planning
Over the years, several different purposes of
planning have been presented. One purpose of
planning is to increase the degree of organizational
success. Still another purpose of planning is to
establish a coordinated effort within the organization.
An absence of planning is usually accompanied by
an absence of coordination and, therefore, usually
contributes to organizational inefficiency.
The fundamental purpose of planning, however,
is to help the organization reach its objectives or
goals. It has been stated that the primary purpose of
planning is to "facilitate the accomplishment of
enterprise and objectives." All other purposes of
planning are simply spin-offs of this fundamental
purpose.
Planning: Advantages and
Potential Disadvantages
A vigorous planning program has many advan-
tages. It helps managers to be future oriented. They
are forced to look beyond their normal everyday
problems to project what may face them in the future.
Decision coordination is a second advantage of a
sound planning program. A decision should not be
made today without some idea of how it will affect a
decision that will have to be made tomorrow. The
planning function assists managers in their efforts to
coordinate their decisions. A third advantage to
planning isthat it emphasizes organizational objectives.
Since organizational objectives are the starting points
for planning, managers are constantly reminded of
exactly what their organization is trying to accomplish.
As a group, chapter presidents feel that planning
is extremely advantageous to the organization. A
majority of presidents rank planning as the most
important function.
If the planning function is not well executed
within the chapter, however, planning can have
several disadvantages. For example, an overempha-
sized planning program can take up too much of your
officers' and directors' time. Managers must strike an
appropriate balance between time spent on planning
and time spent on organizing, staffing, directing and
controlling. If they don't, some activities that are
extremely important to the success of the chapter
may be neglected. Usually, the disadvantages of
planning result from the planning function being used
incorrectly. Overall, planning's advantages generally
outweigh its disadvantages.
16
Primacy of Planning
Planning is the primary management function
- the function that precedes, and is the foundation
for the organizing, staffing, directing and controlling
functions of managers. Only after managers have
developed their plans can they determine how they
want to structure their organization, place their
people and establish organizational controls. Planning,
organizing, staffing, directing and controlling are
interrelated. Planning is the foundation function and
the first function to be performed. Organizing, staffing,
directing and controlling are interrelated and based
upon the results of planning.
Steps in:the
Planning Process
The planning process contains the following six
steps:
1. Stating chapter objectives. A clear statement of
chapter objectiveslis necessary for planning to
begin since planning focuses on how the
management system will reach those objectives.
2. Listing alternative ways of reaching objectives.
Once chapter objectives have been clearly
stated, a manager should list as many available
alternatives as possible for reaching those
objectives.
3. Developing premises upon which each alter-
native is based. To!a large extent, the feasibility
of using anyone alternative to reach chapter
objectives is determined by the premises, or
assumptions, upon which the alternative is
based. For example, two alternatives a manager
could generate to reach the chapter objective
of increasing membership might be: (1) utilize
corporate recruitment or (2) place emphasis on
retention. Alternative number one would be
based on the premise that the chapter could get
a larger share of a new prospective member
market. Alternative number two would be based
on the premise that the chapter could retain a
larger share of an existing membership market.
A manager should list all of the premises for
each alternative.
4. Choosing the best alternative for reaching
objectives. An evaluation of alternatives must
include an evaluation of the premises upon
which the alternatives are based. A manager
usually finds that the premises upon which
some alternatives are based are unreasonable,
and he can therefore exclude those alternatives
from further consideration. This elimination pro- ---/
cess helps him to determine which alternative
 would be best to accomplish chapter objectives.
5. Developing plans to pursue the chosen alterna-
tive. After an alternative has been chosen, a
manager begins to develop strategic (Iong-
range) and tactical (short-range) plans.
6. Putting the plans in to action. Once plans have
been developed, they are ready to be put into
action. The plans should furnish the chapter
with both long-range and short-range direction
for activity. Obviously, the chapter does not
directly benefit from the planning process until
this step is performed.
Blue Chip for
Success
The key to success for your chapter lies in
planning your year and implementing that plan. To
help you and your board achieve success, The
United States Jaycees Chapter Blue Chip program
was developed. The Blue Chip program has a dual
purpose. First, the criteria upon which the program is
based have proven to be management tools for
developing successful chapters. The second purpose
is to reward and recognize those chapters who care
enough and work hard enough to meet the require-
ments. In other words, the Blue Chip isn't just more
paperwork, but it is a valuable tool for you and your
board to use if you expect to have a successful year.
Following the Blue Chip guidelines will make the
management of chapter activities considerably easier .
Blue Chip is the single most important tool you
have to activate and involve your members, manage
your chapter, serve your community and provide for
the leadership needs of each member. Blue Chip
and your chapter's participation in it is the very basis
for the Springboard and Degrees of Jaycees programs.
They all work together to provide for the development
of the "whole member through the whole chapter."
You will note, The U.S. Jaycees Blue Chip program
provides for flexibility in your chapter programming
and the requirements also take into account the size
of community your chapter serves.
Blue Chip Certification
To attain the Blue Chip status of success, your
chapter will need to be certified as completing. To do
17
this, you should review with each officer and director
their roles of responsibilities and duties in completing
the Blue Chip program. These are clearly explained
in the Officers' and Directors' Guide in the section,
'You and Your Specific Office." Additionally, you can
ensure your chapter's Blue Chip success by incorpor-
ating each requirement into your chapter's plan of
action and review your progress at your monthly
board of directors meetings.
To certify for Blue Chip, your chapter must
complete eleven mandatory management items
and 6 out of 8 optional requirements. Population
division nine chapters must complete eleven manda-
tory items and 4 out of 8 optional requirements.
Additionally, membership growth is required. If your
chapter is at average chapter size, your chapter must
grow by at least one. If not at or above average
chapter size, the requirement is to have growth by at
least 15 percent.
A report form must be submitted to The U.S.
Jaycees two times during the year. The first report
must be postmarked by August 15 and the year-end
report must be postmarked by April 17. Each require-
ment must be completed by the date indicated and
all substantiating material requested must be attached
to that report form. The report form can be found in
this handbook. Since the report is due two times
during the year, you should make a photocopy of the
form in this handbook to complete and submit at the
required time.
Blue Chip Requirements
Listed here are the Blue Chip requirements and
a detailed explanation of each requirement along
with references to this manual and to the Officers'
and Directors' Guide for more information to complete
the requirements.
Blue Chip requirements:
• Prepare a chapter plan by August 15.
Planning is the basis for a successful year.
Without proper prior planning, maximum success
will not be achieved. It is only through planning
that events and activities happen on purpose,
rather than by accident. The secret is to spend
time acting and eliminate or minimize reacting
time. Your chapter's plan must be attached to
your first Blue Chip report form. The following
items are key elements that make up your
chapter's plan:
• Conduct a member survey. It is impossible to
effectively plan your chapter's year without
determining the needs of your members. A
simple member survey such as the one described
in this handbook will provide you with the
information necessary to help plan your year.
• Conduct a community needs analysis. Again,
an effective chapter plan must take into account
the needs of your community. Be it a compre-
hensive community survey such as the one in
this handbook or a simple question and answer
session with members of city government, the
Chamber of Commerce, school boards or
business associations, or with other civic organi-
zations,your chapter must determine the specific
needs of the community that you serve. The
results of this community surveyor community
needs analysis combined with the results of
your member survey provide you with the
groundwork for your next step.
• Conduct a chapter planning session. Your
member survey and community needs analysis
have targeted some general areas and some
specific items that your chapter should address.
Now you should organize and conduct a com-
plete chapter planning session.
• Complete the Planning Guide for Chapters.
The Planning Guide for Chapters is the tool to
accomplish your planning. A copy of the Planning
Guide for Chapters Form appears in this hand-
book. This guide is the basis of effective chapter
management and all members of your board of
directors should be involved in its completion.
Your chapter's complete planning guide must
be included in your chapter plan.
• Prepare a calendar of events. Your chapter
must have a timetable that will reflect the projects,
programs and events that will be used to
accomplish the goals you set in your Planning
Guide for Chapters. A complete copy of this
timetable must be developed and included in
your chapter plan. An example of a calendar of
events can be found in this handbook.
• Prepare an organizationalchart. Every member
of your chapter should be shown on your
organizational structure. The vice presidents
should be indicated with each director who
reports to them. This is often referred to as the
"chain of command" but in a Jaycee chapter it
serves as a field for leadership training and
experience. A sample organizational chart can
be found in this handbook. A copy must be
included in your chapter plan.
• Prepare an annual budget. Each portion of
your chapter's activities is dependent in part on
your chapter finances. In preparing the annual
budget, you must have the input from every
chapter officer with regards to anticipated income
and expenses.Analyze each area of the chapter's
activities with the responsible chapter officer to
ensure that all hidden costs are found and
projected income is realistic.
• Prepare an annual membership plan. To
18
effectively manage the personnel resources
and the finances of your chapter, it is extremely
important that you know when your members
come up for renewal. By using the membership
plan in the Appendix as an example, you can
chart each month's members due, as well as
use it as a monthly record of retention and new
member adds. In this way you can chart the
membership retentionand growth of your chapter.
A copy of your chapter's membership plan
must be included in your chapter plan.
• Conduct a board of directorsorientation/social
by August 15. This event offers you the
opportunity to discuss each officer's duties and
responsibilities as well as provide an atmosphere
for brainstorming and discussion pertaining to
the upcoming chapter planning session. This is
also an important itime to begin building your
team as discussed in this handbook.
• Attend your stat~ Local Officers' School by
August 15. Comprehensive
, training in all aspects
of chapter management, personnel management
and personal skills are provided. These schools
are conducted in your state during Mayor June
each year. Similar schools are often conducted
at the district and region level to facilitate
greater chapter participation. This is also an
excellent opportunity for your officers and board
of directors to participate in a valuable training
session. i
• Chapters must have more members than its
May 1 membership base by April 30. If your
chapter is at averageI chapter size (ACS), it
must grow by at least one new member. If not at
ACS, the requirement is to have growth by at
least 15 percent. ACS is based on population
division. On the Blue Chip certification forms
you will need to simply list your current member-
ship size for each r~port. Review the information
in this handbook on membership recruitment.
• Conduct monthly board of directors meetings.
Your board meetirigs will be where you conduct
the basic business of your chapter. Most decisions
affecting the chapter should be made here first,
then go to the membership for affirmation. A
detailed explanation of board meetings can be
found in this handbook.
• Conduct monthli general membership meet-
ings. One of the most important aspects of your
year will be the meetings you conduct. Through
them the business of the chapter will be con-
ducted, members' will be informed about the
activities and new members will be recruited.
Additional information on membership meetings
can be found in this handbook.
• Submit one Majpr Emphasis Area entry in
either the Community Development or Indi-
 vidual Development programming areas to
your state year-end judging. Your chapter
planning has identified specific community or
member needs. These MEA entries show how
your chapter has conducted projects and pro-
grams to meet those needs. A detailed explana-
tion of the Major Emphasis Areas and the
chapter management system can be found in
this handbook.
• ConductSpringboard program for new Jaycee
members and certify participants. The Spring-
board program is a gO-day orientation program
that helps you involve new members in the
Jaycees. This program is administered by The
U.S.Jaycees Headquarters staff. Your chapter's
main responsibilities are to conduct Spring-
board orientations and to encourage your
members to submit their Springboard Member
Survey. Remind your members to use their
correct Jaycee 1.0. number when completing
their Springboard survey.
• Conduct the Degrees of Jaycees program for
membership and certify participants. The
Degrees of Jaycees program is designed to aid
individual members and chapters by encouraging
member participation and encouraging chapters
to provide opportunities for members to partici-
pate. The Degrees of Jaycees provides the
pathway to the activation of your members, and
greater activation means greater participation.
'---' The end result is a stronger, more involved
chapter. As chapter president, your responsibility
is to guide your chapter to greater involvement.
By utilizing the Degrees of Jaycees you can
accomplish that task. Your chapter must submit
the proper information for each of your members
as they achieve each Degree. This information
must be submitted on the Degrees of Jaycees
certification form provided in this handbook.
Additional information on the Degrees of Jaycees
program can be found in the Appendix of this
handbook.
• Conduct Community Development projects.
To be a vital, active part of your community,
your chapter must be very active in this area. An
explanation of the various types of Community
Development projects can be found in the
Major Emphasis Areas listed in this handbook.
To certify for Blue Chip you must indicate the
name of the project and the date that it was
conducted on the certification report form. The
number of Community Development projects
that your chapter must complete can be found
in the Appendix of this handbook on the Chapter
Blue Chip Form.
• Conduct Individual Development programs.
'- Personal Dynamics, Leadership Dynamics and
19
Communication Dynamics are mandatory. Con-
ducting Individual Development programs is
one of the best ways to meet the self-improve-
ment needs of your members. Since Personal,
Leadership and Communications Dynamics
provide a basic groundwork for personal and
leadership development, they are mandatory
requirements for certification. The number of
Individual Development projects your chapter
must conduct can be found in the Appendix of
this handbook on the Chapter Blue Chip form.
To certify for Blue Chip, you must indicate the
name of the 1.0. program and the date it was
conducted on the certification report form.
Additional suggestions for Individual Develop-
ment programs can be found on pages in the
Officers' and Directors' Guide.
In addition to the above requirements, your
chapter must complete six out of the eight optional
assignments in order to be eligible for Blue Chip
status. (Population Division IX chapters must com-
plete four out of eight optional requirements.) Again,
you must include all requested information as indicated.
The eight optional requirements are:
1 . Bid or host a certified district, regional or
state meeting or event. Throughout the year
the opportunity will exist for your chapter to bid
for and/or host a meeting or event of this type.
Bidding provides your chapter with additional
leadership, management and organizational
skills. Hosting an event also provides the same
benefits and goes a step further by offering your
members the chance to not only attend but
participate in such meetings or events. For
additional information regarding these meetings
and events, contact your district director, regional
director, state management development vice
president, or state office.
2. Attend at least four of any combination of
district, regional or state meetings. To provide
you with the maximum benefit of training seminars
and leadership opportunities, this is an excellent
way to involve your membership in district,
regional and state functions. Further information
is available from your district director, regional
director or state office.
3. Extend and affiliate one new Jaycee chapter.
Extending the Jaycee opportunity to another
community provides your chapter and your
members with the chance to put to use their
Jaycee salesmanship. In starting a new chapter
your members gain not only the initial leadership
skills, but they also learn comprehensive yet
practical follow-up skills. To certify in this area
you must indicate on the report form the name
of the extended chapter and the date it was
affiliated. Complete information on extensions
 and the affiliation process can be found in this
handbook.
The following optional requirements are based
on the various chapter population division sizes.
Complete the requirements for your chapter's
populationdivision.Attach the requested informa-
tion to the report forms as indicated.
4. Provide written communication. Communica-
tion with your members is vital to successful
management and involvement. This includes
newsletters, postcards or personal letters that
are used to update and inform each member of
your chapter. Additional information regarding
chapter communications can be found on
pages in this handbook. Copies of such corres-
pondence must be submitted for certification.
The number of newsletters your chapter must
submit can be found in the Appendix of this
handbook on The Chapter Blue Chip Form.
5. Conduct orientation programs. The best way
to educate and activate your new members is
to conduct a comprehensive orientation program.
You should provide background information
about your chapter, your state organization, The ..
U.S. Jaycees and Jaycees International. A
detailed explanation of how to conduct an
orientation and what to include can be found in
the Officers' and Directors' Guide. The number
of orientations your chapter must conduct can
be found in the Appendix of this handbook on
the Chapter Blue Chip Form.
6. Conduct training for project committee chair-
men. This can be one of your greatest leadership
training and involvement tools. These training
sessions should cover all aspects of committee
chairmanship, from planning and implementation
to personnel and financial management to
follow-up, evaluation and writing the final report.
By utilizingthe Committee Chairman's Workbook,
your chapter can train its leaders for tomorrow.
The number of training sessions your chapter
must conduct can be found in the Appendix of
this handbook on the Chapter Blue Chip Form.
Additional information regarding training can be
found in the Officers' and Directors' Guide.
7. Make chapter visitations. You and the members
of your chapter can benefit from the interaction
and exchange of ideas that occur during a
visitation. Each chapter may have a unique or
innovative way to approach a project you both
have in common. Visitations also serve to
strengthen your team through the uninhibited
brainstorming that often occurs during the trip
to and from the chapter you are visiting.Additional
information regarding visitations can be found
in the Officers' and Directors' Guide. The
20
number of visitations your chapter must make
can be found in the Appendix of this handbook
on the Chapter Blue Chip Form. A list of the
chapters that you visited must be indicated on
the certification report form.
8. Conduct Management Development projects.
This area is designed to enhance the leadership
and management skills of your members. The
Major Emphasis Areas in Management Develop-
ment are: Planning, ITraining, Financial Manage-
ment, Personnel Management. Communication,
Recruitment/Orientation/ Activation and Public
Relations. Examples of projects in each of these
areas can be found in the Officers' and
Directors' Guide. To certify for Blue Chip you
must indicate the mame of the project and the
date that it was conducted on the certification
reportform.The number of Management Develop-
ment projects your chapter must conduct can
be found in the Appendix of this handbook on
the Chapter Blue ~hip Form.
Finally, to certify f6r Blue Chip success, your
regional director, district director or state president
must sign each certification report form indicating
that each of the requirements have been met.
As you can see, Blue Chip is truly "a chapter
management tool for success." By planning and
implementing to meet these requirements. your
chapter will have a successful year. This is your
management tool. Use it to your advantage, involve
all members of your chapter and be proud that your
chapter is recognized as "a successful chapter" of
The United States Junior Chamber of Commerce.
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Coordin!ating the
Chapte~ Plan
Your first major challenge as chapter president
will be to coordinate your chapter's planning process.
The success you will experience as chapter president
will not be accidental. It will be the result of an -.-/
effective Plan of Action. Your primary responsibility,
as chapter president, is to coordinate the development
of your chapter's Plan of Action. An effective, well
thought -out Plan of Action can determine the destiny
of your chapter. You have the opportunity to take
control of the reins and affect your chapter's destiny.
The level of confidence your chapter's membership
has in you will be influenced by your performance
during the planning process. You must be prepared!
Planning to Plan
It may sound redundant, but in order to coordinate
the planning process, you must have a plan. Your
role in the planning process is, in essence, the same
as a project committee chairman. This should be the
only "project" you conduct during your year as
president. Use this opportunity to set the example for
your chapter to follow. Complete a Chairman's
Planning Guide, outlining the manner in which the
planning process will be completed. The planning
process is the most important "project" your chapter
conducts every year. You owe it to your chapter and
yourself to plan it as carefully as you would any other
project.
Build your planning committee around your
officers and directors. Delegate specific responsi-
bilities to each of them for carrying out a segment of
the planning process. Encourage them to form their
own committees. The commitment to your chapter's
plan, in its final form, will be determined by the
number of members involved in the planning process.
Ultimately through the needs assessments and
surveys, you should involve the entire chapter. If
members have input into the planning process, they
will feel a part of the group. The more members who
are involved, the stronger the commitment will be.
To assign specific manpower on your planning
committee, review the following chart.
XVP XXX
Tr.
Sec.
MEM
Pres
CO
MO
X XX 10 X X X X
definition
for Chapters
analysis
21
Components of a Good
Plan of Action
A good Plan of Action is the basic means that a
Jaycee chapter uses to fulfill its objectives. Your
year's Plan of Action should serve your chapter in
much the same way the road map serves you when
you are traveling. The difference is that you build your
own road map as you go through the planning
process. The Plan of Action is a guide that will identify
the projects to be completed according to the
schedule developed by your chapter.
The components of a good chapter plan are:
1. Planning Guide for Chapters. This is a step-
by-step blueprint answering the six steps of the
planning process. A Planning Guide for Chapters
is in the Appendix.
a. Identify problems or needs in relation to Major
Emphasis Area.
b. Establish priorities for each MEA.
c. Set specific and identifiable goals.
d. Select the best projects to achieve each goal.
e. Monitor and evaluate priorities, goals and
projects.
f. Evaluate annual progress.
2. Calendar of Events. Produce a graphic display
of the projects and programs to be conducted
by your chapter. This "year-at-a-glance" cal-
endar will be a reminder and schedule for your
members.
3. Organizational Chart. It will display to the
members the officers' positions and where they
fit into the leadership structure in your chapter.
4. A Proposed Budget A sound financial manage-
ment system begins by planning a budget. Plan
the income and review the Plan of Action to
determine the expenses. The expenses should
equal the income.
5. A Membership Plan. No chapter plan iscomplete
without a membership growth plan. People are
your greatest resource and your vehicle for
carrying out the plan your chapter has made. A
true membership plan will show the workforce
available to you.
Each of the components in the planning process
for your chapter are equally important. They also
have an active relationship to your overall objectives.
You cannot, for example, run a project without
knowing how much money you have (budget), what
else is happening at that particular time of year
(ca'3ndar of events), who is in charge of the event
chairman (organizational chart), or how much man-
power is needed (Membership Plan). All of this
information must be available to meet your chapter
goals.

Completing the Planning
Guide for Chapters
The first step in the planning process is to
determine your chapter's overall objective. The
objective should be the major reason your chapter
exists. It should be what your chapter wishes to
accomplish as the end result of your activities. It may
be defined as something similar to the following:
1. "To develop the personal capabilities and
achievements of each member."
2. "To develop or enhance the leadership skills
of each member through Individual Develop-
ment programs and Community Development
projects. "
3. "Leadership Training through Community
Development"
Realistically defining your chapter's objective in
clear precise terms will give you a hefty start in your
planning process. Your objective will tell you where
you want to go and where you should place your
emphasis.
Each officer in your chapter has specific respon-
sibilities in their respective areas. These respon-
sibilities have been explained for each officer in the
Officers' and Directors' Guide.
INDIVIDUAL DEVELOPMENT VICE PRESIDENT
The Individual Development vice president is
responsible for the individual development pro-
gramming section of the chapter's planning guide.
Refer to the Appendix to see the planning guide form
and to see how this section relates to the other
sections. Also, a complete sample planning guide is
provided in the Appendix.
It is important to realize that once the plan has
been set, the IDVP needs to carefully evaluate it to
determine if the intended impact is actually being
accomplished. Changes will need to be made if
needs are not being addressed or if the priority need
has been fulfilled. The IDVP should keep a record of
the year's activities with references to the annual
progress of the individual development programming.
This annual report will assist the chapter officers in
formulating next year's plan.
The following information will assist the IDVP in
completing the 10 section of the planning guide.
Make sure the IDVP includes as many members as
possible in this planning process.
Individual Development Programming
Step One:
Describe procedures used to determine your
members' self-improvement needs and identify
those needs in relation to the Individual Development
Major Emphasis Areas (MEAs) listed below.
a. Leadership Development
22
b. Family Life/Spiritual Development
c. Personal Skills.
Jaycees are a personal development and leader-
ship training organization. In order to maintain this
function, the IDVP must: plan chapter programming
that will meet the needs of each member within the
chapter. The IDVP should utilize the talents of fellow
officers and members and design a method to
identify each member's ,self-improvement needs.
The information the IDVP should gain from the
member surveys. individual member interviews, and
any other techniques that will identify member needs
and desires should be used to conduct membership
brainstorming sessions. At the chapter planning
session, the IDVP should list the three Individual
Development Major Emphasis Areas (Leadership
Development. Family Life/Spiritual Development,
and Personal Development Skills). Then list the
identified members' needs that relate directly to each
MEA. The definition of each MEA can be used to
assist the IDVP with placing these needs in their
respective Major Emphasis Area.
Step Two:
Prioritize the above MEAs and establish
priorities for each based on the desires and
interests of the members, considering available
resources.
Once the chapter has determined the needs of
its members. it must prioritize the MEAs. TheOn
priorities must be established under each MEA. _
Deciding which Major Emphasis Area should receive
top priority can be difficult. Review the list and
consider the following factors:
• Which has the most serious or urgent problems?
• Which will have the greatest impact on the
chapter?
• Is there another group or agency now offering
the programs or planning to do so in the near
future?
• Is there ample personnel available, both present
and realistic potential, to work on the programs?
• What financial requirements are needed to offer
the programs and are outside financial resources
available?
• Which programs will appeal most to the
membership?
Once the IDVP considers each of the above
factors for each Major Emphasis Area, the factors
should be prioritized and listed, with the top priority
first. Then consider each factor for the needs listed
under each MEA. Prioritize each need under each
MEA starting with the top need.
Step Three:
Set specific and identifiable goals for each
prioritized Major Emphasis Area. --/
Goal setting is an extremely important function
of any planning process. A goal establishes what
should be achieved in relation to each priority and
defines the standard of measurement.
The IDVP should look at the top priority Major
Emphasis Area and the list of priority needs under
that MEA. Address each need by setting a goal.
Complete this process for each MEA. Keep in mind
the following valuable points when setting goals:
• Goals must be written. Writing the goal down will
motivate people to action.
• Goals must be specific. The goal must be so
specific that it can be totally understood. List
dates, numbers of participants, etc.
• Goals must be measurable. When a goal is set,
it must include the standard of measurement
and the specific end result.
• Goals must reflect progress. When your chapter
establishes goals, the goals should be based on
the idea of improving what now exists.
• Goals must be realistic. Goals should be high
enough to challenge each member and the
chapter, but not so high that the members feel
they are impossible to accomplish.
• Goals should be personal. The more the
members participate in setting goals, the more
likely they are to become totally involved in
reaching goals.
Step Four:
Select the best programs/projects to achieve
the goals.
Determine the programs/ projects that can be
used to reach each goal. This determination should
be made through study and planning. A specific need
may require more than one program/project before
that need is fulfilled. These programs/projects could
be interrelated, with each leading to the next or
supplementing the other.
During the program/project selection phase of
planning, the assignment of resources becomes
critical. Basic resources of a chapter are money,
materials and the time and talents of people. The
IDVPshould consider the availability of these resources
from outside the membership.
Step Five:
Monitor and evaluate priorities, goals and
projects.
Good chapter management requires that you
constantly know where you are in relation to where
you want to go. A chapter must frequently evaluate
its plan to see if things are on schedule.
The chapter should re-evaluate its priorities and
how their priorities relate to overall chapter program-
ming at least quarterly. Are they still relevant? Are
they needed? When re-evaluating, the IDVP should
again follow the first four steps of the Planning Guide
for Chapters. Never hesitate to drop priorities or
23
projects and replace them with others that will better
meet your chapter's objective.
It is not poor planning to reset goals as progress
is checked. Goals may be modified - raised or
lowered - to properly reflect progress to date.
Step Six:
Evaluate annual prograss.
At the close of each Jaycee year, the officers
and members should evaluate the chapter's total
performance to determine their progress. Accom-
plishments for the year should be included in the
progress report. The current status of the needs of
the members that were addressed should also be
included by listing what is left to be accomplished.
Through this evaluation, and the resulting written
report, a foundation is provided for next year. Those
who follow the IDVP will have the benefit of that
experience. By evaluating what happened, the IDVP
will learn and gain through the analysis of both
successes and failures.
The IDVP's final report should be prepared
according to the guidelines for state awards com-
petition. The format detailed in The U.S. Jaycees
Awards Manual is excellent for compiling and keeping
good chapter records. The Awards Manual is included
in the Appendix of this handbook.
COMMUNITY DEVELOPMENT VICE PRESIDENT
The Community Development vice president is
responsible for the Community Development pro-
gramming section of the chapter's planning guide.
Refer to the Appendix to see the planning guide form
and to see how this section relates to the other
sections. There is a complete sample planning
guide in the Appendix.
It is important to realize that once the plan has
been set, the CDVP needs to carefully evaluate it to
determine if the intended impact is actually being
accomplished. Changes will need to be made if
needs are not being addressed or if the priority need
has been fulfilled by another group. The CDVP
should keep a record of the year's activities with
references to the annual progress of the Community
Development programming. This annual report will
assist the chapter's officers in formulating next year's
plan.
The following information will assist the CDVP in
completing this section of the planning guide. Make
sure to include as many members as possible in this
planning process.
Community Development Programming
Step One:
Describe procedures used to determine prob-
lems in your community and identify these problems
in relation to the Community Development MEAs
listed below.
 a. Human Services
b. Community Improvement
c. Government Involvement
d. Community Fundraising
Community Development projects have a positive
impact on communities and people, both in the
United States and around the world. Maximum
impact of these projects will come from a planned
attack on the problems affecting the community.
Identifying the problems can become complex unless
the CDVPworks with an open mind and a determination
that real problems and not just symptoms will be
identified.
The CDVP can use the information gained from
conducting the community needs analysis to identify
needs of the community. The CDVP also should ask
the members to talk to their neighbors and bring their
suggestions to your planning session. The CDVP
should list the four Community Development Major
Emphasis Areas on a chalkboard (human services,
community improvement, government involvement
and community fund raising). Then list the identified
needs that relate directly to each MEA. The CDVP
can use the definition of each MEA to assist with
placing these needs.
Step Two through Step Six:
For steps two through six, refer to the Individual
Development Vice President planning process
Remember that with the Community Develop-
ment portfolio we will be focusing on solving
community problems instead of meeting individual
members' needs.
MANAGEMENT DEVELOPMENT VICEPRESIDENT
The Management Development vice president
is responsible for the Management Development
programming section of the chapter's planning guide.
Refer to the Appendix to see the planning guide
form and to see how this section relates to the
other sections. There is a complete sample planning
guide in the Appendix.
It is important to realize that once the plan has
been set, the MDVP needs to carefully evaluate it
to determine if the intended impact is actually
being accomplished. Changes will need to be
made if needs are not being addressed or if the
priority need has been fulfilled by another group.
The MDVP should keep a record of the year's
activities with references to the annual progress of
the Management Development programming. This
annual report will assist the chapter's officers in
formulating next year's plan.
The following information will assist the MDVP in
completing this section of the planning guide. Be
sure to include as many members as possible in this
planning process.
24
ManagementDeve~pmentProgrammmg
Step One:
Describe procedures used to determine chapter's
strengths and weaknesses and identify those in
relation to the Management Development MEAs
listed below.
a. Planning
b. Training
c. Financial Management
d. Personnel Management
e. Communication
f. Public Relations
The MDVP must keep inlmind during this step of the
planning process that you and your fellow officers
should be making observations of needs and problems
as they exist within the chapter. In other words, look
at where you've been to determine where you're
going. Begin by examining each area listed above
and ask some basic questions in each. Does the
chapter require the planning portion of the Chairman's
Planning Guide be completed before a project
begins? Are project chairmen properly trained? Are
monthly financial reports prepared? Does the chapter
keep the membership informed? These are by no
means all of the questions you should ask, but are
some of the types of questions that should be
answered.
Step Two through step ,six:
For steps two through six, refer to the Individual
Development Vice President planning process
Remember that the Management Develop-
ment portfolio emphasis will focus on effective
management of the chapter instead of meeting
individual members' needs.
MEMBERSHIP DEVELOPMENT VICE PRESIDENT
The Membership Development Vice President
is responsible for the Membership Development
programming section of the chapter's planning guide.
Refer to the Appendix to see the planning guide
form and to see how this section relates to the
other sections. There is a completed sample
planning guide in the Appendix.
It is important to realize that once the plan has
been set, the MVP needs to carefully evaluate it to
determine if the intended impact is actually being
accomplished. Changes will need to be made if
needs are not being addressed or if the priority need
has been fulfilled by another group. The MVP
should keep a record of the year's activities with
references to the annual progress of the Membership
Development programming. This annual report will
assist the chapter's officers in formulating next year's
plan.
The following information will assist the MVP in
completing this section of the planning guide. Be
 sure to include as many members as possible in this Step Two through step Six:
planning process. For steps two through six, refer to the Individual
Membership Development Programming Development Vice President planning process
Step One: Remember that the Membership Development
portfolio emphasis will focus on effective man-
Describe procedures used to detennine chapter's
strengths and weaknesses and identify those in agement of the chapter instead of meeting indi-
vidual members' needs.
relation to the Membership Development MEAs
listed below.
a. Recruitment and Orientation Displaying Your Chapter's
b. Retention Plan
c. Affiliation/Chapter Assistance
The MVP must keep in mind during this step of Once the plan is completed, it should be
the planning process that you and your fellow officers reviewed and approved by the board. Then enough
should be making observations of needs and problems copies should be made so the membership can
as they exist within the chapter as well as the review it before approving it. If it is merely submitted
community. Begin by examining each area listed for Parade of Chapter points and Blue Chip certification
above and ask some basic questions in each. Are and then filed away, it will do you and your chapter no
good.
new members being recruited and activated? Are
members being properly oriented? Are inactive It should be reviewed in detail by the board at
each board meeting. To make it easier to review, it is
members notified of current events? These are by no
means all the questions you should ask, but are recommended that itbe graphically displayed.Examples
some of the types of questions that should be of how it can be displayed follow:
answered.
-CALENDAR OF EVENTS
Second
Haunted Quarter
House 2. OffIcers'
("M" Night) 1.
11
13
124 September
4.
Time
Leadership
Personal
Pride
Speak-Up
Jaycee
Doctor Dynamics
HalloweenProgram
Communication
Recruitment
Family
Little
Jaycee
ThanksgiVing
Second 1Week
Dynamics
Week
ACQulsllion
League
ACQuIsition
Life
Communlcalion Candy
Program
Family 10
Program
9.
6.
Dynamics
AcquiSitIon
Candy Sales
Preparation
Dynamics
Program
Banquet
SocIal
Sale Night)16.
PreparatIon
Preparation
Program
Planning
("M"
TrainingPlanning 7,
11.
13
3.
2.
6.
12
5,
15.
3. October 8.
5. August
Projects Projects

10')") )'1.
)'12,
'/.
e,
7,
l)
H,
1(,
2nd
2nd
3rd
4th
lot3rd
4th3rd
5th
Haunr~d
4th
Donor
Speak-Up
Tim~ Qtr.lot
Hallow~~n
2nd
L~ad~rship
Rt:'lTuinn~nr
family
J.ly.:~e
State
l'ers<Hl.Il House
Dynami.:s
PROJECT Hoard
Week
Ljf~ AUGUST
Acquisition
<:tHnlnUnicl.ti()n
Thanks;.:;\'in;.:
Link-
Pride program
L~a).:u~
Candy
Pruwam SEPTEMBER
Offi.:~r's OCTOBER
Hanqu~t
Sp':lial
1)yn.lIni.:,
Dynami.:s
~k~tin;.:
Pru).:r.lIn
OR Pru).:ram
l)YflJlni("'!
Sak-
Tr.linin).:
Prep.tr.lIion
EVENT
--
1

-
The Year At A Glance (second quarter)
MONTH
••

25

The Budget
To achieve the chapter's goals as set forth in the
year's Plan of Action, the use of a sound financial
management system is imperative. This system
must be current at all times, produce needed records
and reports, have a control feature and be coordinated
among all officers, directors, committees and chapter
members.
Even though it is your treasurer's responsibility
to maintain your chapter's financial records and
prepare the monthly financial statements, it is the
responsibility of each member of the board of
directors to participate in the overall management of
the chapter's finances.
To fulfill this responsibility, the board can partici-
pate in this area in the following ways:
1. Develop a strong finance committee to assist
the treasurer and lend support for needed
financial decisions.
2. Review monthly financial statements in detail at
each board meeting to assure that any financial
problems are identified before they become
crises.
3. Review all accounts receivable and payable at
each board meeting.
4. Assure that each committee chairman is informed
of budget management responsibilities as they
relate to the project.
5. Constantly review cash flow projections (fore-
casted on a three-month basis) to see if the
chapter is headed for any financial problems in
the immediate future.
6. Initiate a form of personal reimbursement. Be
sure to stress the need for receipts.
7. "Actively" participate in aI/ ways and means
projects that the chapter runs.
26
Planning the Budget
In planning your budget, the first thing to
know is in what shape the chapter finished the
previous year. The;best way to determine this is
for you and the treasurer to check the final
financial statement. If there was not one, get the
checkbook or bank statements and try to
determine what the chapter's money was used
for during the past year. This will take some
time, but will be well worth your efforts when the
time comes to set up a budget for your current
year. I
There is a veryjsimple method of determining
-today - if you're in the red or black. Don't let
the following replace your monthly detailed
financial reports. 1his is just a quick method of
inventorying your :assets and liabilities to see
where you stand. generally, at any time.
First, here are several guidelines that are
necessary before; you take a look at today's
financial situation. They are as follows.
1. Your checking account should be reconciled to
the last bank statement you have received.
2. List all accounts receivable but show an
allowance for old accounts that may not be
collectible. ,
3. Value inventory (sales items, etc.) at cost and
include only if it will be converted into cash
within two to three months.
4. List actual payables outstanding as of the
above date. Estimate and list any payable
which is incurred but for which no invoice has
been received.
5. List all bank loans and other notes payable.
6. Net worth of organizations indicates if you are in
black or red at this time.
Once the above is complete, prepare the fol/owing
analysis.
 Sample Annual Budget
Income
(1) Dues $1,250
Financial Condition Analysis (2) Newsletter Advertising 1,555
)
(3) Ajax Sporting Supply (Shooting Education) 375
Total
CashTotal
Accounts
Less:
Assets ....... ····················
in Bank-General
Payable..........
Allowance for Accounts ...... ··..· $
..······
····· ..·················
Doubtful
Liabilities ........ ········ Accounts
..·············· $$ ( 5,000
Notes
Cash Payable-Other.
in ................................
Bank-Miscellaneous (CD's, etc.) .. (4) XYZ Building Products (Park Shelter)
Cash
Notes
Assets: Accounts in Bank-Savings
payable-Bank AccounL
........... ...... ········
······················ 1,000
Net Worth Less Receivable
Tota!
(Deficit) =Liabilities
Total Assets ...... ··· $ (5) ABC Company (Health Program)
Liabilities: 200
(6) Socials
(7) Individual Development Programs 500
(8) Ways & Means Projects 9,430
$19,310
&pen ••
Individual Deveiopment
(1) Individual Development Workbooks
(20 of each) Personal Dynamics,
Leadership Dynamics, Communication
Dynamics, Time Dynamics, Personal
Financial Planning, and Speak-Up $780
(2) Patches for Individual Development
program participants 225
(3) Diplomas for Individual
Development program participants 50
(4) Family Life Development materials 50
(5) Spiritual Development project costs 50
(6) Memory Training program 100
(7) Stress Management Clinic 275
$1530
Community Development
(1) Shooting Education $375
After the current financial status has been (2) Park Shelter 5,000
(3) Health Program 1,000
established, a realistic budget that meets chapter
(4) Haunted House 2,000
objectives, as well as chapter administrative details, 200
(5) Muscular Dystrophy
must be organized by the treasurer with input from 2,470
(6) Meals on Wheels
the board. This budget will serve as the basis for all 1,000
chapter operations. It is very important to base (7) Youth Activities
figures on realistic situations. For example, don't let a 12,045
positive attitude toward chapter growth let you plan Management Development
on a great increase in dues income. Be realistic! You (1) President's expenses 250
can always use the extra dues income but you can't (2) Clubhouse expenses 450
always make up for over budgeting. A good rule of (3) District expenses 75
thumb is to use year-end membership as a budget (4) Regional expenses 100
figure. (5) State Meeting expenses 400
A list of all possible income sources should be (6) National Meetings expenses 200
compiled, based on planning profits from projects (7) Chapter Meetings & Programs 360
which have been programmed. Then, using figures (8) Newsletter 900
based on last year's experience, estimate income (9) Socials 600
from dues, sustaining memberships, advertising and (10) Office supplies 200
sales (newsletter), special projects, grants and other (11) Programming supplies -
sources and carefully evaluate the cash flow that the (12)Springboard, Degrees of Jaycees 150
income picture projects. (13)Auditor's fee 250
Anticipated chapter administrative expenses Awards 400
need to be itemized.These will include dues, stationery, 4,335
telephone, postage, insurance and other miscella- Membership Development
neous items. Be sure your budget and bank account (1) Dues 650
are prepared for the ways and means project that (2) Membership recruiting 750
gets washed out by an unscheduled thunder shower 1,400
or the project that has a few "hidden" costs you
hadn't anticipated. TOTAL $19,310
Income over Expenses (Net Profit) -0-
27
 Resources Available
There are a number of resources available
which will aid you and your vice presidents in the
planning process.
1. First and foremost is this handbook, the Chapter
President's Management Handbook. Be sure
to use it. It contains much more information than
just chapter planning.
2. The Blue Chip program. As a management tool,
there is no equal to the Blue Chip program.
Build your chapter's Plan of Action around it.
3. Community Survey Guide. This is a valuable
resource available to help with community
needs surveys.
4. Officers' and Directors' Guide. This is the
complete handbook for the officers of your
chapter. It covers their responsibilities and
reviews the programming available from The
U.S. Jaycees.
5. Committee Chairman's Workbook. This is an
excellent guide for chairmen. It is a "how-to"
manual that covers everything a chairman
needs to know about conducting a project.
ORGANIZING
Organizing is the process of establishing orderly
uses for all resources within the management system.
These orderly uses emphasize the attainment of
management system objectives and assist managers
not only in making objectives apparent but also in
clarifying which resources will be used to attain them.
Organization refers to the result of the organizing
process.
Inessence,each organizationalresourcerepresents
an investment from which the management system
must get a return. Appropriate organization of these
resources increases the efficiency and effectiveness
of their use. Henri Fayol has developed sixteen
general guidelines for organizing resources;
1. Judiciously prepare and execute the operating
plan.
2. Organize the human and material facets so that
they are consistent with objectives, resources
and requirements of the concern.
3. Establish a single, competent, energetic, guiding
authority (formal management structure).
4. Coordinate all activities and efforts.
5. Formulate clear, distinct and precise decisions.
6. Arrange for efficient selection so that each
department is headed by a competent, energetic
manager and each employee is placed where
he or she can render the greatest service.
28
These resources can be helpful to you and
your vice presidents in the coordination and prepara-
tion of the chapter Plan of Action.
Planning Tip,s
Your biggest challenge in coordinating the
planning process of your' chapter will be seeing that it
is completed in a timely fashion. The best plan in the
world will be of no use to your chapter until it's put into
action. Set a deadline for its completion. (A June 30
deadline should provideladequate time.) Once your
deadline is set, live by it.Any deficiencies or oversights
in the plan can be adjusted during the monitoring
process your board of directors should conduct
throughout the year.
Once your chapter's plan is complete, it should
be presented to the full membership for their review
and approval. Even though their input was obtained
throughout the planning process, it is vitally important
that you gain their commitment for the chapter's plan
in its final form.
As president, coordinating the chapter planning
process should be the only "project" committee that
you chair this year. Your performance will set the
stage for an excellent Jaycee year. Best of luck!
7. Define duties.
8. Encourage initiative and responsibility.
9. Have fair and suitable rewards for services
rendered.
10. Make use of sanctions against faults and errors.
11. Maintain discipline,
12. Ensure that individual interests are consistent
with general interests of the organization.
13. Recognize the unity of command.
14. Promote both material and human coordination.
15. Institute and effect controls.
16. Avoid regulations, red tape and paperwork.
The organizing function is extremely important
to the management system because it is the primary
mechanism with which managers activate plans.
Organizing creates and maintains relationships
between all organizational resources by indicating
which resources are to be used for specified activities,
and when, where and how the resources are to be
used. A thorough organizing effort helps managers to
minimize costly weaknesses, such as duplication of
effort and idle organizational resources.
Somemanagementtheoristsconsidertheorganizing
function so important that they advocate the creation
of an organizing department within the management
system. Typical responsibilities of this department
would include (1) developing reorganization plans