Chapter Management

Chapter Management
(Trainers’ Guide)

Junior Chamber International
Worldwide Federation of Young Leaders and Entrepreneurs
CHAPTER MANAGEMENT

SUMMARY

The following agenda and notes are provided as a guide only. The coach conducting the session should feel free to amend, delete or add to these to suit the needs of the group or his style of training.

OBJECTIVES

1. To ensure that chapter officers understand their responsibilities
2. To discuss the current chapter structure and activities and look for ways to improve them
3. To create a team spirit among the members of the chapter Board of Directors.

EQUIPMENT

LCD Projector, flip chart and markers

TRANSPARENCIES (Available for download from www.JCIUniversity.com):

HANDOUTS

Session 2: Case Study on Board Members' Attitudes
Case Study on Board Members' Responsibilities
Action Guide – The Chapter President
Action Guide – The Chapter Immediate Past President
Action Guide – The Chapter Executive Vice President
Action Guide – The Chapter Vice President
Action Guide – The Chapter Secretary
Action Guide – The Chapter Treasurer
Session 3: Case Study on Chapter Activities
Action Guide – The Areas of Opportunity and the Commission System
Action Guide – The Commission Director
Action Guide – Project Planning Process
Action Guide – Project Plan of Action
Session 4: Action Guide – The Communications Director
Action Guide – The Public Relations Officer
Action Guide – The Chapter Website
Session 5: Case Study on Member Involvement
Action Guide – Membership Recruitment
Action Guide – Member Involvement
Action Guide – Membership Retention
Action Guide – Chapter Extension
Action Guide – The Individual Member
Action Guide – Metro Chapters
Session 7: Plan of Action Form
Action Guide – The Chapter Plan of Action
Action Guide – Strategic Planning
Action Guide – The Chapter Business Plan
Session 8: Action Guide – Fund Raising

Session 9: Checklist for Chapter Meetings
Action Guide – Good Chapter Meetings
Action Guide – Brainstorming.
Action Guide – Parliamentary Procedures.
Action Guide – Protocol.
Session 10 Program Evaluation Form

REFERENCES

Local Leaders Training Seminar
Chapter Constitution Guide
One Year to Lead
Extension Manual
Projects for Progress
The Areas of Opportunity and the Commission System Guide
ROOM ARRANGEMENT

The room setup must permit seating participants in groups of 4 or 5 at round tables, if possible. This will facilitate the interaction and discussion among group members and also allow the trainer to turn the session into a team or group work without the need of big changes in the room setting.

Here is the suggested room setup:
Screen
Projector and computer table
Flip chart
Other trainers and resource material table
CHAPTER MANAGEMENT
SESSION ONE

OPENING AND PROGRAM REVIEW

Introduction

It is important for those present to have a clear understanding of why they are there. They must be impressed with the importance of doing their best to absorb the large amount of information that will be given to them during the Chapter Management Training. A detailed explanation of each session of the program and the expectations of the participants are the main objectives of this session.

TIME/AIDS NOTES FOR THE TRAINER

Transparency Welcome.

Self-introduction

After all chapter Board member introduce themselves, they should share with the group their expectations and plans for the year ahead as a chapter Board member.

Place emphasis on expectations and plans for the year.

Transparency Chapter Board members must possess Enthusiasm, Dedication, Knowledge and Experience.

You must already have Enthusiasm and Dedication.

Experience will come, and today is the opportunity for knowledge.

A chapter will not be successful unless officers know what they are doing.

The National Organization can help with publications, national assigned Vice President, and Trainers.

The speakers are experienced and prepared. All is set for a first-class training program.

Over to you to get full benefit: Participate, Ask questions, Take notes for subsequent review.

Make the most of this opportunity.
Transparency Review of the Program:

1. Opening and Program Review
Each participant should have a copy of the program and be familiar the sessions. Be prepared to learn. Participate.

2. Local Management and Responsibilities of the Board Members
Chapter management, structure and the areas of responsibility;
Local Action Guides for all Chapter Board Members

3. Local Activities
The JCI Areas of Opportunity and the Commission System; the JCI Community Project Planning Process

4. Communications
How to keep the members informed
Community involvement in chapter activities
Relationship with the press

5. Membership Involvement
Recruitment; Orientation; Involvement; Activation; Retention

Transparency 6. Leadership in Voluntary Organizations
What is leadership? Responsibilities of a leader; Leading by example; Leader's attitude

7. Planning
The chapter's Plan of Action and the Annual Program

8. Finances
Financial management and sponsorship

9. Meetings
Chapter, Board and Committee meetings;
Parliamentary procedures

10. Open Forum and Evaluation
An opportunity to discuss any issue related to the program
Evaluation and how to improve the program
A wrap-up of the program.
CHAPTER MANAGEMENT
SESSION TWO

LOCAL MANAGEMENT AND RESPONSIBILITIES OF THE BOARD MEMBERS

Introduction

Efficient chapter management is needed in order to get results and what is expected of each Board member. No chapter can make the best use of its resources unless it is well organized. The members must know their responsibilities, the structure must be as simple as possible, and the lines of communication clear and concise followed. This session covers the organization of an efficient Junior Chamber chapter.

Materials:

Local Action Guides: The Chapter President
The Chapter Immediate Past President
The Chapter Executive Vice President
The Chapter Vice President
The Chapter Treasurer
The Chapter Secretary
Fund Raising
One Year to Lead Manual
Chapter Management Guide
Chapter Constitution Guide

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read all outlines, and each member of the Board explains his job description. Discuss the efficiency of the administration as it relates to the job descriptions suggested in the outlines.

TIME/AIDS NOTES FOR THE TRAINER

Transparency The Chapter Structure:

The importance of efficient organization to optimize the use of the chapter's resources

Examine the present structure: Recognize that the present structure can be improved and conduct a survey; line of authority; clearly define areas of responsibility of Board and Executive members.

All main areas of responsibility must be allocated to officers with no overlapping.

The membership and officers should all be aware of their obligations.

Transparency Board of Directors:

Establishes policy
Guides and supervises operations.
Provides a boost where necessary
It is important that the Board has well planned, well run meetings - agenda is circulated prior to the meeting, officers make reports to the Board, minutes are circulated quickly.

Executive Committee:

Saves time by dealing with routine matters. Can act as select or special committee for various items.

Transparency President:

The leader and motivator.

The spokesman and public relations figure.

The chapter president is the representative at regional, national and international levels.

Local Action Guide: The Chapter President. Allow time for reading and discussion of the content.

Transparency Immediate Past President:

Must assist and support the President.

Carries out special assignments such as extension chairman, representative on community committees.

In some chapters the IPP is the General Legal Counsel and Parliamentarian.

Local Action Guide: The Chapter Immediate Past President. Allow time for reading and discussion of the content.

Transparency Executive Vice Presidents:

Assist the President in the administration. Supervise the Vice Presidents.

Prepare to run for President.

Many chapters have one Executive Vice President, other chapters have two: Internal (or Operations) supervises Management and Individual Areas of Opportunity, and External (or Programs) oversees Community, International and Business Areas of Opportunity. Some chapters have five EVPs, one for each Area of Opportunity.

Local Action Guide: The Chapter Executive Vice President. Allow time for reading and discussion of the content.

Transparency Vice Presidents:

Supervise and coordinate the work of the Commission Directors.

Report to and assist the Executive Vice President.

Number of Vice Presidents depends on the number of projects and members.

Local Action Guide: The Chapter Vice President. Allow time for reading and discussion of the content.

Transparency Secretary:

Arranges meetings.

Prepares and circulates agendas, minutes and reports.

Handles correspondence and maintains records. Assures that meeting venue is ready for the meeting.

Local Action Guide: The Chapter Secretary. Allow time for reading and discussion of the content.

Transparency Treasurer:

Keeps financial records.

Sends dues announcements, etc.

Prepares budget and reviews expenditures.

Prepares quarterly financial reports and end-of-year accounts.

Local Action Guide: The Chapter Treasurer. Allow time for reading and discussion of the content.




Case Study on Board Member's Attitude

James was a Board member of his chapter and took this task very seriously.

During a Board meeting, the matter of sending the President to the JCI Area Conference was discussed. It was proposed that the chapter should pay for the President's registration, accommodation and give him a US$ 1,000 allowance for which no accounting was necessary.

James spoke strongly against the proposal, saying that, while he felt the President should have his registration paid, he felt that hard-earned chapter funds could be put to better use in the community.

The subject was debated at length and eventually the original proposal was passed.

The next morning, James was talking to a fellow member in his office. "The Board of Directors made a wrong decision last night," he said. "They . . . .

1. What is James doing wrong, and why is it wrong?

2. What other courses of action are open to James if he wishes to change the Board's decision?

Case Study on Board Member's Responsibility

Bob was elected member of the Board of his chapter. Immediately he started to make plans on how to perform his job efficiently. He wanted to do more than was done in previous years.

He contacted his predecessor and discussed the responsibilities, challenges and problems. He soon found out that his position was not clearly defined, and he saw that as an open door to enhance not only his own area but also affect many other areas in the chapter where he saw many problems.

After contacting the President and explaining his plans, Bob made several improvements in the chapter. He was happy with his accomplishments and was sure that everyone felt the same.

To his disappointment, many of the other officers complained about his performance as a chapter officer, regardless of his outstanding accomplishments.

During the next Board meeting, Bob brought the issue to discussion and wanted to know what was going on. He soon found out that this was exactly what the other members of the Board wanted to know, too.

When Bob explained his actions, he was contested several times with the argument that this was not supposed to be his job, that another officer was responsible for that area, and - regardless his success - his actions and ideas should have been discussed with the members of the Board.

Discussion:

1. What was wrong with the responsibilities of the Board members?

2. What, specifically, would you do to avoid that situation?

3. Who was responsible for the situation created in that chapter?
CHAPTER MANAGEMENT
SESSION THREE

LOCAL ACTIVITIES

Introduction

Many chapters operate from month to month without objectives, without really knowing a) what needs to be done in the community, b) the membership's wishes, and c) the needs of the chapter. These chapters get something accomplished, but often do not have very much to show for their efforts at the end of the year.

This part of the seminar is to show the benefits to the community, the chapter and, most importantly, to the members of preparing and working with a planned program of activities.

A well balanced program must be established in order to get all members involved and fulfill the chapter's purpose. The Areas of Opportunity and the Commission System must be in place and working effectively.

Materials:

Local Action Guides: The Areas of Opportunity and the Commission System
The Commission Director
The JCI Project Planning Process
The Areas of Opportunity and the Commission System Guide
The JCI Major Emphasis Theme Manual
Projects for Progress Manual

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE COACH

Transparency Successful events do not just happen.

They are carefully planned.

A successful chapter has a well planned program that provides for the needs of the chapter, the interests of the members and the needs of the community.

Transparency 1. The yearly program of activities

The Strategic Planning Commission studies the chapter needs, the members' interests and the community needs, and the Board prepares an annual program that fulfills these needs.

This Commission studies:

A. The needs of the chapter: Finances; social events; meetings; membership recruitment and orientation; newsletters; public relations; and regional, national and international involvement.

These needs can be determined by reference to last year's program, the budget for the year, national events, discussion groups and brainstorming.

B. The interests of the members: Have a variety of activities (to satisfy different age groups and interests), special interest projects; organize worthwhile activities in individual enhancement, community development, management opportunities, and international participation.

Members' needs can be determined by brainstorming members for inspirations, providing opportunities in meetings for the expression of members' ideas, and distributing questionnaires to members.

C. The needs of the community: Activities that separate Junior Chamber from being just another club vary from place to place.

The needs of the community can be determined by survey, community meetings, media, interviews with people, and professional studies.

The Strategic Planning Commission prepares a plan that: won't overload members, prevents projects from dragging on too long, keeps in mind financial resources, has challenging and small projects, spreads activities out during the year, leaves room for emergency projects, is flexible and provides variety, and holds interest for new and old members.

The plan is then reviewed by the Board of Directors and submitted for approval at the General Membership Meeting. After approval, it must be printed and distributed to all members and interested public. A consistent follow-up must be done by the Executive Committee.

Local Action Guide: The Areas of Opportunity. Allow time for reading and discussion of the content.

Transparency 2. The JCI Areas of Opportunity and Commission System

The first organized system was introduced in 1940 and called "The Commission System." This system was quite effective, especially in large chapters of more than 50 members. However, smaller chapters suffered because of lack of Commission chairmen.

In 1974 the Long-Range Planning Committee came up with the proposal of the Areas of Activity with the same objectives but introducing a change in structure. Basically, all Commissions were grouped into three Areas: Chapter, Individual and Community.

In 1979 the Long-Range Planning Committee suggested the new mission for Junior Chamber "To contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change" - the key word was opportunity.

Then, the word "Activity" was changed to "Opportunity," and a fourth Area was added: International.

In 1984 the system was again modified and the Commissions were again included under each Area of Opportunity. In 1990, after a recommendation from the Strategic Planning Committee, the Commissions under each Area were changed and, in 1994, a fifth Area of Opportunity (Business) was approved by the Kobe World Congress.

In 1999, the Strategic Planning Committee recommended that the Management Area of Opportunity be incorporated into the other four Areas. All activities provide management opportunities to the members and chapter administration should be a must, not an Area of Opportunity. More time should be spent on projects and training than on chapter administration.

Transparency A. Individual Area of Opportunity

To provide the opportunity for the individual member to realize his personal potential through training program.

Commissions:

· Personal Development Commission
· Trainers Commission
· Officers Training Commission
· Membership Growth and Extensions Commission
· Meetings Commission

Transparency C. Community Area of Opportunity

To develop the sensitivity of the individual member to societal problems and knowledge of community dynamics in solving these problems through actual experience.

Commissions:

· JCI Major Emphasis Theme Commission
· Community Development/Involvement Commission
· Economic Affairs Commission
· Children and Youth Commission
· Governmental and Civic Affairs Commission

Transparency D. International Area of Opportunity

To provide the opportunity for the individual member to contribute to the development of goodwill, understanding, and cooperation among all peoples.

Commissions:

· International Affairs and Relations Commission
· Chapter Twinning Commission
· JCI Meetings Commission
· Awards Commission

Transparency E. Business Area of Opportunity

To provide the opportunity for members to contribute to the development of the economic infrastructure, prosperity and well being of all nations.

Commissions:

· Finance Commission
· Records Commission
· Strategic Planning Commission
· Marketing and Public Relations Commission
· Business Affairs Commission
· International Business Council
· Chamber of Commerce Partnership Commission.

It is recommended that chapters appoint a chairman for each of the above Commissions who will coordinate the activities of the projects under the Commission and report to the respective Area of Opportunity Vice President.

Transparency Commission Directors:

Coordinate activities in their assigned Commission. Supervise and coordinate project chairmen.

Promote activities in their areas of responsibility. Study materials received and recommend action to the Board. Encourage members to serve on their program committees.

Local Action Guide: The Commission Director. Allow time for reading and discussion of the content.

Transparency Project Chairmen: Responsible for specific project activities. Report to the Commission Director.

Encourage members to serve on their projects. Provide opportunities for all members to develop leadership skills by working on projects.

Help members to understand their responsibilities and encourages them to practice teamwork.

Members: Are the team. Voices are heard through general meetings and committee meetings.

Should use all opportunities to work on projects, learn new skills, and become project chairmen.

Transparency 3. The JCI Project Planning Process

Junior Chambers around the world conduct projects to give their members the opportunity to do something constructive in their communities and develop leadership abilities in practical situations.

The best method to implement a successful community project is to follow the five steps in the JCI Project Planning Process:

A. Survey

A comprehensive community survey is the best way to discover the needs of the community. The survey should include questions about community problems and needs. The chapter should target several residential areas to visit, high pedestrian traffic areas, or a favorite grocery store.

B. Analysis

After the survey, the chapter organizes the analysis of the results. The results should be arranged in a logical order and studied, so the list of community needs can be placed in an order of priority.

C. Planning

The chapter selects a number of projects based on the community priority list. A chairman and a committee must be appointed for each project and the Project Committee starts to plan the action by determining the purpose of the project and whether the project will be direct action or catalytic action.

Objectives, strategies and action steps must be written and made clear to every member of the Project Committee.

D. Action

In this phase, the project gets under way, and all participants are busy carrying out their share of responsibility. The action phase involves important skills such as delegation, supervision, communications, manpower management, public speaking, and a variety of other skills.

E. Evaluation and Recording

If the Committee followed the first four steps, evaluation will be a natural concluding step for the project. The project is not finished until the evaluation is made.

The members, the public, and perhaps even community leaders or certain groups will want to know the outcome of the project.

Local Action Guide: The JCI Project Planning Process. Allow time for reading and discussion.

Activity Divide the participants into four groups, each group should concentrate on one Area of Opportunity. The first step is to brainstorm to get ideas of projects, and the second is to prepare an Annual Program of Activities based on the projects selected. Of course, adjustments may be required to allow for budget requirements; local, national and international events; approval of the local government, etc.

The Board of Directors should examine the program and make any necessary adjustments. They should ensure that it is workable, fulfills the needs of the community, has variety, interests the members, keeps within the budget, and allows for spare time for extra projects. The program should be revised on a monthly basis by the Board of Directors and necessary adjustments made.

Local Action Guide: The JCI Project Plan of Action. Allow time for reading and discussion.

Case Study on Chapter Activities

First Step

Imagine that this is the beginning of the year and that your group has been asked to present as many ideas as you can for activities during the year. Use the brainstorming system to generate ideas in your group.

Record all ideas and, when requested by the trainer, the group leader presents them to the class.

Second Step

After each group has reported, the task is to prepare an Annual Program of Activities, using the ideas presented. Be realistic, but ambitious. Be sure that the program will cater to the needs of the community, the chapter, and the members, and that there is a balance of activities in all Areas of Opportunity.


CHAPTER MANAGEMENT
SESSION FOUR

COMMUNICATIONS

Introduction

The purpose of this session is to fix in the participants' minds the importance of having a good internal and external communications system to keep the membership and the community informed.

Junior Chamber chapters depend heavily on the support of the community. This support is readily given if the chapter has a good reputation that has been built up by a high level of worthwhile activities supported by an effective public relations program. A good public relations program can assist a chapter's recruitment program and help make the members value their membership.

Materials:

Local Action Guides: The Chapter Public Relations Officer
The Chapter Communications Director

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE TRAINER

Local Action Guide: The Communications Director. Allow time for reading and discussion.

Transparency 1. Internal Communications

Communication work requires good judgment, strong organizational abilities, ample writing and speaking skills, an active imagination, an inquisitive mind, flexibility, a sense of humor and, above all, the ability to work under pressure.

· Responsible for Chapter Newsletter
· Handles broadcast E-mails
· Prepares articles of projects for the Media
· Responsible for Chapter’s website

Transparency Here are the major responsibilities of the Communications Director:

A. Newsletter

With the introduction of E-mail, many chapters are not using the Newsletter anymore but for many, receiving a paper with news makes them feel important. And, a simple two or four page newsletter is not expensive to produce and it brings many advantages:

· Good way to show what has been done
· Public recognition
· Calendar (Upcoming events)
· Everyone likes to be “In the pictures”
· Paper newsletter can be read anywhere without a computer

Important: Plan ahead how often newsletter is published and stick to it.

B. E-Mail

There is an important area that needs careful consideration in the modern communications. Almost everything is done by e-mail these days and still many people are not sufficiently trained to use it.

Here are some suggestions and advice about E-Mail:

· Cheap, easy and fast way to inform membership
· Excellent and fast way to manage projects
· Should comply with Spam laws and regulations in your country
· Avoid sending too much information in one E-mail
· Avoid sending E-mails too often.

C. Website

Another important part of communications and Public Relations is the Chapter’s Website. Discuss it with the group.

· Good tool for mass communication
· Informs what JCI is and why people should join
· Promotes Calendar of Events
· Displays Pictures
· Good way to manage projects and keep everyone updated
· Always have contact information displayed
· Update regularly
· Make it fast to access and easy to navigate

A professionally designed website projects a professional image to the community. Remember that if your website is up, anyone in the entire world can see it. The Chapter may consider a “Members Only” section accessible only with a password. Also consider if the external section should be presented in more languages.

Transparency 2. External Communications and Public Relations

Good public relations is important because it ensures public support, helps members value their membership, and helps the chapter's recruitment efforts.The chapter's total public image must be based on well planned and executed projects, meetings conducted in a professional way, and an excellent chapter magazine.

The Marketing and Public Relations Commission must get publicity in the media for special events through press releases, photos, etc. Here are some tips for good relations with the media:

A. See the right people at the right time. Don't take up their time when they are close to their deadlines.

B. Deliver all information the press requests, and get it to them quickly.

C. Be sure your story has news value and deserves press attention.

D. Contact them personally, whenever possible, and keep articles brief.

E. Be honest with the media. Give them only facts.

Local Action Guide: The Chapter Public Relations Officer. Allow time for reading and discussion of the content.

Local Action Guide: The Chapter Website. Allow time for reading and discussion of the content.
CHAPTER MANAGEMENT
SESSION FIVE

MEMBERSHIP INVOLVEMENT

Introduction

This session is one of the most important that will be presented and will deal with recruitment techniques, chapter extensions, membership retention, involvement and activation.

Materials:

Local Action Guides: Membership Recruitment
Member Involvement
Membership Retention
Chapter Extension
The Individual Member
Metro Chapters
Extension Manual

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE TRAINER

Transparency 1. Recruitment

Every single chapter needs to concentrate efforts constantly on recruiting new members, because members reach the age limit, lose interest, don't have enough time, etc. new members will avoid manpower shortage and bring new ideas and renewed enthusiasm.

A Membership Growth and Extensions Commission must be established. This Commission must plan the recruitment strategy, which can be as simple as having every member invite a friend or conducting a very sophisticated Corporate Recruitment project.

After the members join the chapter, an orientation session should be given. JCI has a fantastic seminar called New Members Orientation Course. This seminar explains the origin and history of Junior Chamber, makes participants alert to problems in their communities, and introduces them to the Brainstorming method of rapid idea generation and selection of the best. The seminar continues with an explanation of the JCI Project Planning System and ends with the participants choosing a New Members Project based only on their own input.

Even if the chapter doesn't want to use JCI's seminar, a new member's orientation session is extremely important for the future involvement of that member in the chapter's activity.

A formal and impressive induction is also important. Members must feel proud of belonging to the chapter and Junior Chamber. A New Members Kit should be given to them with basic information on chapter history and activities, membership directory, Constitution, parliamentary procedures, member card and pin, etc.

Local Action Guide: Membership Recruitment. Allow time for reading and discussion of the content.

Transparency 2. Involvement

Membership involvement is the key for successful membership retention. A membership recruitment program can be wasted unless the new members are absorbed into activities and the existing members retain their interest.

New members become inactive because of many reasons - competition from other sources for their time, too many or poor meetings, irrelevant projects, and poor committee work and leadership. Sometimes they are not asked to take part or are asked to do too much.

In order to get new members involved, they must have a dignified induction after the orientation session is completed. See that they are invited to meetings and welcomed, put on the chapter's mailing list, assigned to a project committee and be an important job, have their efforts recognized, etc.

Local Action Guide: Member Involvement. Allow time for reading and discussion.

To keep all members active, the chapter must consider their interests, remember that their expectations change, ensure that they are kept involved in worthwhile and interesting activities, are not overloaded, receive recognition, and share chapter responsibilities.

Periodically the chapter must conduct a survey among the members to determine their interests, progress, personal goals, and issues that lead to dissatisfaction.

Local Action Guide: Membership Retention. Allow time for reading and discussion.

3. Extensions

Extensions are also important. More chapters in the area will produce greater public relations and support for the organization. Other communities should also feel the benefits of having your group of volunteers helping in the development of the community and the betterment of the standard of living.

With more chapters and members, the National Organization will be stronger and can deliver better services.

Local Action Guide: Chapter Extension. Allow time for reading and discussion.

Transparency A project chairman must be appointed, and then a committee can be formed. The committee selects the town or neighborhood with potential for extension and then begins planning. It is important to know the national rules regarding extensions.

For more information on how to extend, please consult the JCI Extension Manual available from the World Headquarters.

Local Action Guide: The Individual Member. Allow time for reading and discussion of the content.

Local Action Guide: 4. Metro Chapters. Allow time for reading and discussion of the content.

Activity Divide the group into discussion teams, and ask them to come up with solutions for one or more of the following issues:

A. The chapter has 60 members, but the attendance at meetings is usually less than 30. What would you do to rectify this situation?

B. The chapter recruits about 20 members every year, but the membership stays less than 50 members. What would you do to increase the membership to 80?

C. The chapter has a varied program that seems to have something for everyone, yet most of the work is done by the Board of Directors because the members never seem interested in project activity. What should be done in this situation?

D. Case study on the next page.
Case Study of Member Involvement

The following case is a typical example of why some chapters do not retain their members. Fortunately John took the time to cite the reasons why he was leaving the chapter. You may recognize some circumstances that exist in your chapter but are not considered as a problem.

Dear chapter President,

I'm sorry, but I feel I must terminate my membership with Junior Chamber. I know that you will be disappointed, and I surely recognize the great potential in the organization. Because you are so enthusiastic yourself, I feel you may be interested in the reasons for my resignation. Perhaps, after reading them, you may be able to take steps to ensure that other members like myself do not "drop out" after a short period of time.

Do you remember that first meeting I attended as your guest? At that meeting, you, as the President, were understandably busy, and, after introducing me to a couple of other Board members, you had to leave me on my own. This I understood and did not mind, but the two members to whom you introduced me were obviously close friends and made no effort to be friendly or involve me in their conversation. Today, I still feel like an outsider, and this contributed greatly to my resignation.

But the meeting was great, and, after the second and third meetings, I became enthusiastic about the things I could do in the chapter. I soon found out that there were several project committees working, and I was invited to one of their meetings. You won't believe what kind of meeting it was. We started one hour late, the project chairman didn't seem to know what he was doing, nobody had completed the assignments, and the whole project was depressing. I gave them a couple of ideas, but I was told that they would not work. This was the project that was canceled because of "lack of interest from the membership."

I still kept coming and working on project committees. But that was it - just a worker. I never had any opportunity to be the chairman of a project "because I was too new and did not have enough experience." I soon found out that I wasn't getting the thing the organization had promised me when I joined.

As you can see, I have really become discouraged. Consequently, the other day when I was invited for the fifth time to join the other volunteer group in our city, I agreed. The club meets the same days as the chapter, and I had to make a choice. So I decided to leave Junior Chamber.

My best personal regards,

John.

1. Was John's resignation justified?

2. What could the chapter do to avoid each of the reasons that made John resign?
CHAPTER MANAGEMENT
SESSION SIX

LEADERSHIP IN VOLUNTARY ORGANIZATIONS

Introduction

Leadership is required at all levels of the chapter, but it becomes extremely important and can be the difference between the success or failure of the entire year at the chapter Board of Directors' level.

Volunteers are not motivated by salary, promotions, power, etc, but only by efficient and successful leadership.

Materials:

One Year to Lead Manual
Vanguard Leaders Seminar

TIME/AIDS NOTES FOR THE TRAINER

Leadership is the art of influencing other people to achieve a particular aim or goal; to motivate self and others; to obtain the maximum support and effort from a group; to see and recognize a problem, plan for a solution and solve it; to lift vision and performance above the normal level; and to make people want to do things they would not normally do.

Leadership is the result of experience, confidence, planning and setting objectives - and all these qualities can be developed.

Transparency The three best known styles of leadership are the Autocratic, Laissez Faire and Democratic. Each style has its own characteristics, and leaders must know when to use each one of them.

1. Autocratic: This describes an efficient leader who plans everything thoroughly in advance and accepts the responsibility and credit for everything. This type of leader is more concerned with systems and process, and keeps information close to his chest. Autocratic leadership produces good results, but the group becomes too dependent on the leader and lacks personal confidence. This style can be used when the group in not qualified or is in a chaotic situation.

2. Laissez Faire: This type of leadership gives people their own way and listens more than speaks. Such a leader has implicit trust in followers and believes that people are self-motivated and do not need any encouragement to work. He is very lenient with respect to deadlines and achievement of results. This style can be used when the group is highly motivated, experienced, and skilled.
3. Democratic: This type of leader sees the group as a unit and shares the responsibility. He is concerned with the group and the needs of the members. Such a leader helps the group set its own goals and does not need to be the center of everything. He trusts followers and is flexible and open to the feelings of the group.

It is the leader's responsibility to change leadership styles according to the people and the situation. The leader must be aware of his position and accept the restrictions that come with the responsibility. He must be responsible for the members and the organization.

The leader must be well prepared; have a plan of action and vision of the future; ensure that all members are involved and have their duties and standards of performance clearly stated and understood; learn to handle people and delegate authority and responsibility; and be a truly example of performance and behavior.

Transparency Responsibilities of a leader:

1. Encourage members to offer opinions and solutions.

2. Stimulate critical appraisal in search of the best solution.

3. Have confidence in the ability of the members to solve group challenges.

4. Be a good listener and reserve his opinions until he has heard the others.

5. Avoid directing a group decision; explore different opinions before asking members to make a decision.

Transparency Leadership functions:

The functions of leadership vary from group to group, depending on the objective of that organization, but the same principles apply. The leader's function is to help the group to:

1. Define its purpose or mission and convert it into practical and specific objectives or goals.

2. Clearly decide responsibilities for the various activities of the group.

3. Guide the planning process and give all members the opportunity to contribute.

4. Carry out the daily affairs and plans in a manner consistent with the purposes and goals.

5. Maintain action, guide members through changes in the plans, and check efforts and results.
CHAPTER MANAGEMENT
SESSION SEVEN

PLANNING

Introduction

It is particularly important for a chapter to plan effectively because communications in any voluntary organization can be difficult, and the members rely on clear, step-by-step action plans for direction.

Materials:

Local Action Guides: The Chapter Plan of Action
Strategic Planning
National Plan of Action
JCI Plan of Action

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE TRAINER

Transparency 1. THE PLAN OF ACTION

Planning is the key factor in managing a successful volunteer association like Junior Chamber. The planning process exists to continually help the chapter design the intended outcome as well as the strategic action steps in pursuit of the desired results.

In order to inspire commitment in the membership, the planning process must have the participation of the members. Planning consists of assessing now what should be done in the future to effectively fulfill the aims and needs of the organization.

With proper planning, the chapter can make thing happen deliberately, instead of relying on luck or circumstances. Planning is the method of carrying out activities based on realistic expectations. A Plan of Action is not an activity schedule, which only tells you what do to and when to do it. A Plan of Action must answer the following questions:

A. Why does the organization exist? - the Mission or Purpose

The mission of an organization is the reason for its existence, the definition of its purpose. It is an expression of what the organization does and the way in which it will be executed.

The chapter is affiliated to Junior Chamber International and, in this way, the mission must be closely related to JCI's mission, but not be a duplicate. Each chapter is unique and will have its own mission. The following is the mission of Junior Chamber International:

"To contribute to the advancement of the global community by providing the opportunity to young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change."

B. Where will the organization concentrate its efforts? - the Key Result Areas

Now that the mission is established, it is easier to see the direction the chapter will go and what to do to accomplish the mission.

To make it easier to work with, the mission should be divided into Key Result Areas that help to determine where the organization and the officers should invest most of the time, talents, energy, and money. The Key Result Areas are where primary attention needs to be focused and must identify where results, and not activities, are significant.

Some examples of Key Result Areas for an average chapter could be: Finance and Administration, Officer Performance, Growth and Development, Training, Programs, Marketing and Public Relations, Meetings, Communications, Services to the Members, Internationalism, and Planning.

C. What do we want to do? - the Objectives

Objectives form the basis for determining what activities should be performed and also help to establish criteria for evaluating how well they are being performed. Objectives must reflect progress and be positive.

An objective is a statement of a result to be achieved and must start with the word "to," followed by an action or accomplishment verb. An objective must be clear, understandable, achievable, and measurable.

D. Who will be responsible for it? - the officer Responsible

Each objective must clearly indicate who will be responsible for the coordination of the action and the accomplishment. It may be an officer's position or a particular person. This person will be responsible for developing strategies and assigning new responsibilities to each strategy.

E. When should it start and be completed? - the Deadlines

The objective must also indicate a date (or time period within which) the result is to be accomplished.
F. How much is it going to cost? - the Budget

The objective must also indicate the maximum investment - in money, time or both - the chapter is willing to spend.

A sample objective with strategies and action steps in the Growth and Development Key Result Area could be the following:

OBJECTIVE RESPONSIBILITY DEADLINE COST
To achieve a total Management November $ 1,000
membership of 100 Vice President
by the end of the year

The chapter's Plan of Action can stop here. From now on, it is the task of each officer responsible for the objectives to develop his own plans, indicating the methods to be used to accomplish the objectives.

G. Which way do we want it to be done? - the Strategies

The objective is now divided into smaller strategies, which are major actions taken to accomplish the objective and must also indicate who is responsible, the deadline, and the cost.

Sample strategies for the objective above could be:

STRATEGY RESPONSIBILITY DEADLINE COST
Appoint a Membership Membership Growth February None
Recruitment Committee and Extension
Commission Director

Create and print 3,000 Memb. Recruitment March $ 500
copies of a Public Committee Chairman
Relations brochure to
be used for new
members invitation.

H. How should each strategy be completed? - the Action Steps

The responsible party for each strategy must now decide how the strategy will be done. Action Steps are the minor actions that must be taken to accomplish the strategy.

A sample of Action Steps for the second strategy above could be:

ACTION STEP RESPONSIBILITY DEADLINE COST
Create the layout for Robert March 15 $ 50
The Public Relations
brochure.

Get costs from print. Daniel March 20 None
shops
Local Action Guide: The Chapter Plan of Action. Allow time for reading and discussion of the content.

The Board members must ensure that the plan is achievable and clearly understood by every member of the chapter.

Everybody must have a copy of the chapter's Plan of Action.

After the above process is completed, the actions should be spread out over the yearly calendar, taking into account the following:

A. Ensure that everybody has something to do, but don't overload members.

B. Don't let projects drag on too long; have both challenging and small projects.

C. Keep in mind the financial and human resources.

D. Leave room for emergency projects when you spread out the activities throughout the year.

E. Provide variety and be flexible.

Transparency The following steps should be taken during the development of the chapter's Plan of Action:

A. Draft of the Plan of Action is made.
The President and the Secretary have the responsibility to prepare a draft of the Plan of Action for the next year. They consult with the Board members for input.

B. Draft goes to the Board of Directors.
The draft is discussed by the Board of Directors and amended, if necessary.

C. Final proposal goes to General Assembly.
The proposal is submitted to the general membership and amended, if necessary, at the annual General Assembly.

D. The new Board incorporates the changes approved by the General Assembly.
The final Plan of Action is printed and distributed to every member in the chapter.

E. The Board members prepare their plans.
Each officer of the new Board prepares a Plan of Action, after receiving his assignments and responsibilities for various objectives.



F. Individual plans are approved.
Each officer's Plan of Action is approved by the Board of Directors during the first month in office. The cost and deadlines is then set for all activities.

G. The Yearly Schedule of Events is designed.
The Secretary spreads the activities throughout a yearly calendar and sends it to all members along with deadlines and assignments.

H. The supervisors follow up on their team duties.
Now is time for action, and the immediate supervisors of each officer should follow up with their team members and make sure that everything is going according the plan and schedule. Normally the President supervises the Executive Committee members, the Executive Vice Presidents supervise the Vice Presidents, the Vice Presidents supervise the Commission Directors, and the Commission Directors supervise the project chairmen.

I. Evaluation and recommendations are made for the next year.
The President and the supervisors should evaluate the progress every month and make recommendations on actions or objectives to be included in the next year's Plan of Action.

J. Next year's Plan of Action is drafted.
Now back to the first step. By properly using the evaluation and the recommendations, it is easy to draft next year's Plan of Action. Everyone must know who is responsible to draft the plan so they can submit their recommendations to him.

2. STRATEGIC PLANNING

Each chapter should have a long-range plan for four to five years and review and update it every year. This Strategic Plan would be used as reference when drafting the chapter's Plan of Action.

The Strategic Plan should be prepared and reviewed by the Strategic Planning Commission.

A Strategic Plan should build a vision for the future that will affect all aspects of the organization's life, and its effectiveness depends on accurate, ongoing assessment of external and internal environments.

It will result in a future image of the organization, and indicate a concrete vision of what it will take to implement its mission successfully. Strategic Planning involves deciding on the priorities and steps needed to implement the vision.

Local Action Guide: Strategic Planning.

Local Action Guide: The Chapter Business Plan.

Activity Divide the participants into small groups and ask them to develop a Plan of Action, using the form on the next page, with the following content:

A. The chapter's Mission
B. The Key Result Areas
C. Under one Key Result Area, at least three Objectives
D. Under each Objective, at least two Strategies
E. Under each Strategy, at least two Action Steps.

The Objectives, Strategies and Action Steps must indicate the Responsibility, Deadline and Cost.

Name of the Chapter:

Statement of the chapter's Mission:




Key Result Area:

Objectives/Strategies/Action Steps
Responsibility
Deadline
Cost






























CHAPTER MANAGEMENT
SESSION EIGHT

FINANCES
Introduction

The basic goals of Junior Chamber are more easily achieved when there is a sound financial basis to the chapter. The principles of good budgeting and monetary control, as set out in this session, show how to avoid problems and provide excellent financial training to the chapter officers.

Materials:

Local Action Guide: Fund Raising

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE TRAINER

The people involved in the preparation of the Budget are usually the Treasurer, the President and members of the Finance Commission, but all members of the chapter's Board of Directors are responsible for the enforcement of the budgetary restrictions and a sound balance between the income and expenditures.

Transparency The following are the basic steps to implement a good monetary control in the chapter:

1. Preparation of the budget:

A. The Commission Directors and the Board members indicate the requirements, according the proposed Plan of Action.

B. The Treasurer estimates nonprogram expenses and contingency.

C. The Treasurer conservatively estimates income.

D. A balanced budget must be the final result.

2. Approval of the budget:

A. The final draft is presented to the Board of Directors for consideration.

B. The Board amends and approves the budget proposal.
C. The final proposal is presented at the General Membership meeting for consideration.

D. The chapter's budget is amended and approved by the chapter General Assembly.

3. Review of the budget:

A. The Treasurer reviews the budget weekly and prepares a monthly report to the Board, including the current status and the projections of income and expenditures for the next months.

B. The Board reviews the budget and future projections once a month.

C. The Board make the necessary amendments and corrections to the budget.

4. Financial records:

A. The Treasurer must keep a book to register income and another book for expenditures.

B. All payments should be made by check, signed by the Treasurer and the President.

C. The Treasurer prepares a monthly report on cash balance, payments during the last month, and projected payments for next month.

5. Budget control:

A. All project reports must include a financial statement.

B. The budget must be constantly reviewed in order to identify under-expected income and over expenditures.

C. The Treasurer must pay close attention to legal procedures regarding taxes and government rules for associations.

Local Action Guide: Fund Raising

CHAPTER MANAGEMENT
SESSION NINE

MEETINGS

Introduction

Successful chapters have meetings that are well attended because they are well planned and conducted, enjoyable, and accomplish the objectives of the group. All meetings, whether they are of the Board, a project committee, or the chapter, must be planned in advance if they are to be effective.

This session of the seminar will highlight elements that can go wrong with a Junior Chamber meeting; it will show what should be done and demonstrate how easily a chapter can improve its meetings.

Materials:

Local Action Guides: Good Chapter Meetings
Brainstorming.
Parliamentary Procedures.
Protocol.

JCI Parliamentary Procedures Manual

Presentation

To make the presentation more interesting, distribute the Local Action Guides and have the participants read them. Discuss the content and how it relates to the chapter's situation.

TIME/AIDS NOTES FOR THE TRAINER

Good meetings set the place for all activities in the chapter. Good meetings will:
1. Increase participation in project activities.
2. Help to orient and assimilate new members.
3. Encourage prospective members to join.
4. Create enthusiasm.
5. Provide leadership training.

Transparency The Board of Directors must plan for better meetings by understanding the purpose of the chapter meetings, which are to:

1. Discuss and conduct the chapter's business.
2. Review the progress of the chapter's program of activities.
3. Plan for future activities.
4. Create interest among the membership in the activities of the chapter.
5. Keep the members in touch with the organization and with each other.
6. Provide leadership training through formal training and actual experience.
7. Provide civic education to members through speakers or other means.
8. Provide fellowship.

Board meetings and project committee meetings have different objectives.

Meetings must be planned ahead and must include:

1. Good agenda.
2. Good speaker.
3. Good venue.
4. Good food.
5. Good facilities.

The meeting must be very well publicized and promote the speaker, the main points of the agenda, the learning opportunities and an special attraction.

Transparency Chapters have different rules and procedures regarding meetings. Usually the chapter holds one General Membership meeting once a month, with one Executive and one Board of Directors meeting in between. The Commissions and project committees are free to hold their meetings at any time, according to their convenience. General membership meetings fall into three basic categories:

1. Dinner meeting.

This meeting combines pleasure, education, and fellowship. It provides sufficient variety to appeal to the majority of member interests. The agenda of a typical meeting for a chapter that has only one General Membership meeting per month will usually include:

A. A brief review of the activities of the last month with reports from the Areas of Opportunity Vice Presidents on their respective projects.
B. General plans for the coming month.
C. Dinner.
D. A guest speaker with a hot or controversial topic of the moment that will interest the membership.
E. Recognition’s of the month.
F. Announcements and adjournment.

2. General business meeting.

This is a typical meeting for a chapter that requires the approval of the general membership for most of the administrative business of the chapter. It has the advantage that members have more opportunities to speak and decide on chapter business. This meeting is normally held twice a month, and the agenda may include:

A. Discussion and approval of the minutes from last meeting.
B. Reports from the members of the Board of Directors.
C. Reports on the projects
D. Any business from the previous meeting.
E. New business.
F. Training session.
G. General issues.
H. Announcements and adjournment.

3. Luncheon meeting.

This type of meeting is usually held in large metropolitan areas, where members don't have the time or facility to meet on weekends or evenings because of commuting and distance problems. This is a very short meeting, and the agenda must go straight to the point, delegating to the Board of Directors the authority to run the chapter's administrative business. The agenda may include:

A. Discussion and decisions on major issues of current and future activities.
B. Any new business that should be considered by the general membership.
C. Announcements and adjournment.

No matter what kind of meeting your membership adopts, there are some fundamental issues that must be taken into consideration:

1. Notification. Members should be notified of the upcoming meetings by mail or telephone. A short note with the main attractions and issues to be discussed can be mailed to all members. Officers who are expected to present reports should be informed of what is expected from them.

2. Agenda. With rare exceptions, the President or Secretary should have a prepared agenda to be distributed to the members prior to the start of the meeting. This will expedite the meeting and make it more productive.

3. Minutes. Minutes should be kept by the Secretary and copies of summaries from the previous meeting distributed to the members at the beginning of each meeting. If required by the chapter, the approval of the minutes should be the first thing on the agenda.

4. Length. If the President runs the meetings properly, most should be kept within a two-hour limit. If enough responsibility and authority are delegated to the Board members, the Commission Directors and the Project Chairmen, the agenda of the meeting should only include major issues and short training sessions.

5. Follow up. A few days after the meeting, all members who accepted any task or responsibility should be notified with clear instructions on what is expected and exactly what was decided during the meeting.

Local Action Guide: Good Chapter Meetings.

Local Action Guide: Brainstorming.

Local Action Guide: Parliamentary Procedures.

Local Action Guide: Protocol.

Activity Divide the participants into small groups. Ask them to meet for ten minutes and come up with an attractive proposal for the chapter's General Membership meeting.

CHECKLIST FOR CHAPTER MEETINGS

PRIOR TO THE MEETING:

o Is the purpose of the meeting defined?
o Is the agenda planned and written?
o Have minutes of previous meetings been prepared and mailed to the members?
o Do the officers understand on what they are expected to report?
o Has notice of the meeting, with time and location, been given to the membership?
o Has the guest speaker been contacted and confirmed the following issues:
o The subject to be covered?
o The time limit of the speech?
o Who will meet the guest speaker upon his arrival?
o Is the information for the introduction of the speaker ready?
o Have meals been arranged, including menu, cost, minimum guarantees, serving time, etc.?
o Have arrangements been made for audio-visual equipment and microphone?
o Is there a backup for the guest speaker?
o Has meeting room been booked, room lay-out sent, including table arrangement, etc.?
o Have gifts for the speaker been arranged?
o Have recognition plaques (or certificates) been arranged for and engraved?
o Is the news media needed at the meeting and have they been invited?
o Is there a need for name tags or name plates and have they been ordered?
o Are the flags ready?
o Are the gavel, podium, head table, banner, etc., ready and placed?
o Is decoration needed?

DURING THE MEETING:

o Will the meeting start on time?
o Are officers prepared for their reports?
o Is the guest speaker ready for his speech?
o Are the gifts, plaques and certificates ready and handy?
o Are the agenda and other necessary supporting documents with you?
o Can you make eye contact with all members attending the meeting?
o Did you thank the members for attending the meeting?
o Did you cover all items on the agenda?
o Did every member have the opportunity to speak and give his opinion?
o Were all decisions made in a democratic way?
o Did you announce the date, place, time, and major attractions of the next meeting?
o Can you finish the meeting on time?

AFTER THE MEETING:

o Have thank-you letters been sent?
o Was the media informed about relevant issues discussed and approved?
o Have minutes been prepared?
o Have all commitments and assignments been confirmed and followed up?
o Is there any action needed as a result of a decision made during the meeting?
o Has the summary of the decisions been mailed to all members?
o Have all payments been made?
CHAPTER MANAGEMENT
SESSION TEN

OPEN FORUM AND EVALUATION

Introduction

It is important to dedicate some time for a free discussion on any issue regarding the training session, the plans for the chapter's future, or ideas that can improve the performance of the Board of Directors.

Material
Evaluation form

TIME/AIDS NOTES FOR THE TRAINER

Transparency Participants should be free and comfortable to come up with positive ideas to enhance the training session and the chapter's activities.

This is really not a time for negativism, but time for solutions and progress.

Discuss the text on the Transparency “You make more friends by becoming interest in other people than by trying to interest other people in yourself.”

A great year is in front of every member of the Board.

The chapter members have great expectations and are willing to dedicate time, energy, talent, efforts and money.

They expect the same from their leaders.

Transparency Discuss the text on the Transparency “Look ahead. No one becomes successful in the past.”

A very inspirational and motivational speech must be delivered at the end of the training course. The following convictions should be included in the speech:

1. Personal commitment and dedication are essential.

2. Team spirit should be the inspiration for group achievement.

3. Officers have only one year to accomplish many things. Start immediately.

4. Some goals will not be accomplished. The next year's officers may continue your work.
5. Respect the rules and policies of the chapter. Always support the President and fellow Board members.

6. Members will look at Board members as role models. Leadership by example should be the key standard during the year.

7. Aim to finish the year with the satisfaction of a job well done.

8. Always thank them for taking the opportunity to be chapter leaders.

9. The National Organization and Junior Chamber International have great expectations and are willing to help. Just ask.

Transparency A brief written or oral evaluation should be conducted in order to improve the training session for the next year.



Junior Chamber International
Session Evaluation Form
The questions below are designed to help us evaluate the program you have just completed and to pinpoint those areas that should be redesigned for future participants. Please take a few minutes of your time and answer as honestly and accurately as you can. You need not sign your name unless you wish to do so.

1. Please indicate your overall reaction to the training session just completed.

£ Very good £ Good £ Fair £ Poor

2. Did the topic presented relate to your needs?

£ A great deal £ Somewhat £ Very little £ Not at all

3. Will you be able to use and apply the material presented in your daily duties?

£ A great deal £ Somewhat £ Very little £ Not at all

4. Would you please give us your overall reaction to the way the trainer presented the session?

£ Very good £ Good £ Fair £ Poor

5. If used, what was your reaction to the visual aids that were used?

£ Very good £ Good £ Fair £ Poor

6. What was your reaction to the quality and content of the handout materials you received?

£ Very good £ Good £ Fair £ Poor

7. What suggestions do you have for improving this session?

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Junior Chamber International
15645 Olive Boulevard, Chesterfield, MO 63017, U.S.A.
Tel.: +1 (636) 449 3100 – Fax: +1 (636) 449 3107
E-Mail: jci@jci.cc – Website: www.jci.cc

2005
JCI Mission:

“To contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change.”

JCI Declaration of Principles:

"We believe:
· That faith in God gives meaning and purpose to human life;
· That the brotherhood of man transcends the sovereignty of nations;
· That economic justice can best be won by free men through free enterprise;
· That government should be of laws rather than of men;
· That earth's great treasure lies in human personality;
· And that service to humanity is the best work of life."