Employer Of Choice]


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  • Chapter 1
  • Employer Of Choice]

    1. 1. Employer of Choice <ul><li>… means that workers – employees and contractors – choose to work for that employer … when presented with other choices of employment. This choice, then, is a conscious decision – or series of decisions – made when joining an organization and when deciding to stay with that organization. </li></ul>
    2. 2. Reasons for becoming an – Employer of Choice <ul><li>Recruiting employees will become considerably easier </li></ul><ul><li>Recruiting objectives change from just getting people to selecting the best of the best </li></ul><ul><li>Increasing productivity </li></ul><ul><li>Having employees who choose to work and consciously choose to stay </li></ul><ul><li>Reducing turnover </li></ul><ul><li>Gaining greater efficiency in customer service </li></ul><ul><li>Exciting environment developed </li></ul><ul><li>Having employees choosing to stay </li></ul>
    3. 3. Reasons continued … <ul><li>Enhancing loyalty </li></ul><ul><li>Finding better employees </li></ul><ul><li>Increasing efficiency and effectiveness ultimately increase profitability </li></ul><ul><li>Waiting list of willing workers </li></ul><ul><li>Experiencing less stress, more fun </li></ul><ul><li>Planning for continuity </li></ul><ul><li>Gaining greater attractiveness to investors </li></ul><ul><li>Increasing attractiveness to customers </li></ul>
    4. 4. Characteristics of a family-friendly workplace … <ul><li>Values and standards </li></ul><ul><ul><li>Establish and enforce high standards </li></ul></ul><ul><ul><li>Emphasize ethics </li></ul></ul><ul><ul><li>Expect people to be honest and open </li></ul></ul><ul><ul><li>Eschew mediocrity </li></ul></ul><ul><ul><li>Hire only the best </li></ul></ul><ul><ul><li>Honor older workers </li></ul></ul><ul><ul><li>Support diversity initiatives </li></ul></ul><ul><ul><li>Encourage fun in and out of office </li></ul></ul><ul><ul><li>Celebrate at every opportunity </li></ul></ul>
    5. 5. Characteristics continued … <ul><li>Develop strong internal & external support structures </li></ul><ul><ul><li>Make teamness a way of life </li></ul></ul><ul><ul><li>Foster & encourage collaboration </li></ul></ul><ul><ul><li>Teach core workplace values </li></ul></ul><ul><ul><li>Remove status barriers </li></ul></ul><ul><ul><li>Relax the dress code </li></ul></ul><ul><ul><li>Eliminate parking hierarchy </li></ul></ul><ul><ul><li>Question the executive dining room </li></ul></ul><ul><ul><li>Reduce formality </li></ul></ul>
    6. 6. Characteristics continued … <ul><li>Provide access to information </li></ul><ul><li>Build a culture of success </li></ul><ul><ul><li>Fuel excitement & enthusiasm </li></ul></ul><ul><ul><li>Enable public recognition </li></ul></ul><ul><ul><li>Expect high performance </li></ul></ul><ul><ul><li>Welcome & encourage innovation </li></ul></ul><ul><ul><li>Ensure the availability of resources </li></ul></ul><ul><ul><li>Value research & development </li></ul></ul>
    7. 7. Characteristics continued … <ul><li>Design a successful communication system </li></ul><ul><ul><li>Practice “open book” management </li></ul></ul><ul><ul><li>Demand strong communication between departments </li></ul></ul><ul><ul><li>Use internal marketing to keep messages alive </li></ul></ul><ul><ul><li>Rituals & traditions help define the culture </li></ul></ul>
    8. 8. Employer of Choice – characteristics of the “enlightened” leader … <ul><li>Future-oriented </li></ul><ul><li>Exercises visionary leadership </li></ul><ul><li>Knows where he/she is going </li></ul><ul><li>Communicates the vision </li></ul><ul><li>People-oriented </li></ul><ul><li>Visible to all </li></ul><ul><li>Accessible </li></ul><ul><li>Reaches out on a personal level </li></ul><ul><li>Recognizes special occasions </li></ul><ul><li>Encourages and embraces change </li></ul><ul><li>Delivers open and honest feedback </li></ul><ul><li>Supports transfer </li></ul><ul><li>Supports promotions within corporation </li></ul>
    9. 9. Enlightened leader characteristics continued … <ul><li>Supports termination of “dead wood” </li></ul><ul><li>Removes corporate politics from decision making </li></ul><ul><li>Facilitates high performance </li></ul><ul><li>Pushes accountability down the ladder </li></ul><ul><li>Welcomes enthusiastically new hires </li></ul><ul><li>Champions the concept of “Employer of Choice” </li></ul><ul><li>Engages and supports an ombudsman </li></ul><ul><li>Inspires servant leadership </li></ul>
    10. 10. Strategies to Retain Valued Employees <ul><li>Advocate work/life balance </li></ul><ul><li>Encourage “quality circles” </li></ul><ul><li>Create a home-like environment </li></ul><ul><li>Maintain a safe., healthy environment </li></ul><ul><li>Promote convenience </li></ul><ul><li>Use technology to stay connected </li></ul><ul><li>Foster good working conditions </li></ul><ul><li>Provide the appropriate equipment </li></ul><ul><li>Encourage relationships among employees </li></ul><ul><li>Champion flexibility </li></ul><ul><li>Stimulate and support recognition </li></ul><ul><li>Involve employees’ families </li></ul>
    11. 11. Retention continued … <ul><li>Support simplicity </li></ul><ul><li>Make vacation time mandatory </li></ul><ul><li>Stage employee appreciation events </li></ul><ul><li>Encourage creative breaks throughout the work shift </li></ul><ul><li>Recognize special occasions(e.g.,birthdays, anniversaries, birth of a child, child’s graduation) </li></ul><ul><li>Remember returning employees </li></ul>
    12. 12. Benefits of HR development <ul><li>Increase in production </li></ul><ul><li>Reduction in errors </li></ul><ul><li>Reduction in turnover </li></ul><ul><li>Less supervision necessary </li></ul><ul><li>Increase in the ability to advance </li></ul><ul><li>New capabilities </li></ul><ul><li>Attitude change </li></ul>
    13. 13. Steps to become an Employer of Choice … <ul><li>Gaining commitment from top management </li></ul><ul><li>Changing leadership styles to one of servant-leader </li></ul><ul><li>Modifying corporate culture </li></ul><ul><li>Assessing the corporation culture & human resource needs </li></ul><ul><li>Developing mid-level managers and supervision so they can build & maintain positive relationships with their people </li></ul><ul><li>Reviewing internal records (e.g., absenteeism, employee turnover, employee longevity, educational level of workforce) </li></ul>
    14. 14. Steps continued … <ul><li>Using surveys, focus groups, and interviews to gather important information and insight into the corporate culture and the needs of the employees </li></ul><ul><li>Tightening the hiring process </li></ul><ul><li>Expanding the orientation process </li></ul><ul><li>Selling employees on the concept </li></ul><ul><li>Being recognized internally & externally as an Employer of Choice” </li></ul><ul><li>Answering key questions (e.g., How do things look? Are people happy and productive? </li></ul>
    15. 15. Corporate Culture <ul><li>Culture is a property of a group. </li></ul><ul><li>Wherever a group has enough common experience, a culture begins to form. </li></ul><ul><li>One finds cultures at the level of small teams, families, and workgroups. </li></ul><ul><li>Cultures also arise at the level of departments, functional groups, and other organizational units that have a common occupational core and common experience. </li></ul>
    16. 16. Corporate Culture Continued <ul><li>Cultures are found at every hierarchical level. </li></ul><ul><li>Culture exists at the level of the whole organization if there is sufficient shared history. </li></ul><ul><li>Culture matters because it is a powerful, latent, and often unconscious set of forces that determine both our individual and collective behavior, ways perceiving, thought patterns, and values. </li></ul>
    17. 17. Culture Formally Defined as … <ul><li>“ A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” (Schein, 1999, 39) </li></ul>
    18. 18. Sources of Cultures <ul><li>The beliefs, values, and assumptions of founders of organizations </li></ul><ul><li>The learning experiences of group members as their organization evolves </li></ul><ul><li>New beliefs, values, and assumptions brought in by new members and leaders </li></ul>
    19. 19. Process of culture formation <ul><li>A single person has an idea for a new enterprise </li></ul><ul><li>The founder brings one or more other people and creates a core group that shares a common goal and vision with the founder. </li></ul><ul><li>The founding group begins to act in concert to create an organization by raising funds, obtaining patents, incorporating, locating work space, and so on. </li></ul>
    20. 20. Patterns when a cultures merge … <ul><li>Separation </li></ul><ul><li>Domination </li></ul><ul><li>blending </li></ul>
    21. 21. Work/Life Balance Issues … <ul><li>Spouses not accepting jobs because partner will not relocate due their own careers. </li></ul><ul><li>Professional service firms are giving their clients the boot over quality-of-life disputes. </li></ul><ul><li>Paid leave for infant care is a growing concern. </li></ul><ul><li>Employers are beginning to offer meaningful support to elder caregivers. </li></ul>
    22. 22. Issues continued … <ul><li>Childcare continues to be a problem for female workers. </li></ul><ul><li>Unscheduled absenteeism by American workers is at an all-time high. </li></ul><ul><li>The top five work/life programs that small businesses perceived as effective were job sharing, flex scheduling, leave for school functions, emergency childcare, and a compressed work week. </li></ul>
    23. 23. Top five work/life programs nationally … <ul><li>Flex scheduling </li></ul><ul><li>Employee assistance programs </li></ul><ul><li>Compressed work week </li></ul><ul><li>Leave for school function </li></ul><ul><li>Telecommuting </li></ul>
    24. 24. Future Changes in Work/Life programs … <ul><li>The lines between wellness, employee assistance and work/life will blurred. </li></ul><ul><li>Work/life programs will need to be integrated into company intranets. </li></ul><ul><li>Companies will offer more spousal benefits. </li></ul><ul><li>Work/life will be integrated into a company’s global strategy. </li></ul>
    25. 25. Future changes continued … <ul><li>Work/life programs will play a more critical role in downsizing. </li></ul><ul><li>Work/life programs will begin to be outsourced. </li></ul><ul><li>Employers will continue to stress measurement and return on investment of work/life dollars. </li></ul>
    26. 26. Current work/life offerings <ul><li>Dependent care spending accounts </li></ul><ul><li>Flextime </li></ul><ul><li>Opportunities for personal and professional growth </li></ul><ul><li>On-site personal services (e.g., banking, travel, dry cleaning, car repair) </li></ul><ul><li>Assistance for eldercare programs </li></ul><ul><li>Adoption assistance </li></ul>
    27. 27. Building the case for work/life programs <ul><li>Establish a solid argument for return on investment [ROI] </li></ul><ul><li>Outline value-added categories </li></ul><ul><li>Describe program costs </li></ul><ul><li>Review program savings </li></ul>
    28. 28. Value-added categories … <ul><li>reduced turnover </li></ul><ul><li>Reduced new employee training costs </li></ul><ul><li>Improved ability to recruit employees </li></ul><ul><li>Improved ability to retain employees </li></ul><ul><li>Reduced recruiting costs </li></ul><ul><li>Improved quality improved productivity </li></ul><ul><li>Reduced equipment investment </li></ul><ul><li>Reduced building space </li></ul><ul><li>Improved morale </li></ul><ul><li>Increased continuous improvement suggestions </li></ul>
    29. 29. Categories continued <ul><li>Reduced overtime </li></ul><ul><li>Reduced sick leave </li></ul><ul><li>Increased source of best and brightest people </li></ul><ul><li>Positive recognition in the community </li></ul><ul><li>Improved competitive position </li></ul><ul><li>Improved customer service </li></ul><ul><li>Reduced employee stress </li></ul><ul><li>Reduced health care costs </li></ul><ul><li>Reduced medication costs </li></ul><ul><li>Reduced absenteeism and tardiness </li></ul>
    30. 30. Categories continued … <ul><li>Increased employee commitment </li></ul><ul><li>Reduced need to relocate to a better labor area </li></ul><ul><li>Positive public relations exposure local, national, and international </li></ul>
    31. 31. Work/life program costs <ul><li>Backup staffing </li></ul><ul><li>Benchmarking research and field trips </li></ul><ul><li>Consultant fees </li></ul><ul><li>Cost subsidies </li></ul><ul><li>Employee reimbursements </li></ul><ul><li>Equipment purchases </li></ul><ul><li>Staff salaries and fringes </li></ul><ul><li>Management awareness training </li></ul><ul><li>Marketing campaign (internal) </li></ul><ul><li>Material purchases </li></ul><ul><li>Outsource fees </li></ul><ul><li>Program monitoring and results reporting </li></ul><ul><li>Rent seminar attendance </li></ul>
    32. 32. Top 30 work/life programs <ul><li>Part-time schedules </li></ul><ul><li>Employee assistance programs </li></ul><ul><li>Personal days </li></ul><ul><li>Flextime </li></ul><ul><li>Personal leaves of absence </li></ul><ul><li>Childcare resource & referral </li></ul><ul><li>Spouse employment assistance </li></ul><ul><li>Dependent care assistance program </li></ul><ul><li>Job-sharing arrangements </li></ul><ul><li>Flexplace </li></ul><ul><li>Family, childcare leaves for mothers </li></ul><ul><li>Family counseling in relocation </li></ul>
    33. 33. Top 30 continued … <ul><li>Work-family seminars </li></ul><ul><li>Cafeteria benefits </li></ul><ul><li>Wellness/health programs </li></ul><ul><li>Eldercare consultation and referral </li></ul><ul><li>Adoption benefits </li></ul><ul><li>Childcare centers </li></ul><ul><li>Work-family management training </li></ul><ul><li>Work-family support groups </li></ul><ul><li>Corporate foundation giving </li></ul><ul><li>Family illness days </li></ul><ul><li>Discounts for childcare </li></ul><ul><li>Sick childcare </li></ul><ul><li>Work family coordinators </li></ul>
    34. 34. Top 30 continued … <ul><li>Work family handbooks </li></ul><ul><li>Long-term care insurance </li></ul><ul><li>Consortium centers for childcare </li></ul><ul><li>On-site caregiver fairs </li></ul><ul><li>Vouchers for childcare </li></ul>
    35. 35. The successful employee store … <ul><li>Prominent location(s) </li></ul><ul><li>Personalized service </li></ul><ul><li>Catalogs for employees to share with friends </li></ul><ul><li>Merchandise their products </li></ul><ul><li>Consider themselves retail outlets </li></ul><ul><li>Innovative goods & products </li></ul><ul><li>Concentrate on apparel & accessories </li></ul><ul><li>Stocked regularly needed supplies </li></ul><ul><li>Licensed merchandise </li></ul>
    36. 36. Employee Store Services … <ul><li>Business card ordering </li></ul><ul><li>Discount ticket prices </li></ul><ul><li>Distribute bus/train tokens </li></ul><ul><li>Dry cleaning </li></ul><ul><li>Food-to-go </li></ul><ul><li>Jewelry </li></ul><ul><li>Key making </li></ul><ul><li>photofinishing </li></ul><ul><li>Shoe repair </li></ul><ul><li>Sign-ups for employee programs </li></ul><ul><li>Stamp purchases </li></ul><ul><li>Utility bill payment center </li></ul><ul><li>Audio book/video/games rentals </li></ul><ul><li>Candy/gum </li></ul><ul><li>Pantyhose/nylons </li></ul><ul><li>sundries </li></ul>
    37. 37. Services continued … <ul><li>Unveiling a new company product </li></ul><ul><li>Celebrate the beginning of each new sport season </li></ul><ul><li>Hold special supplier sales </li></ul><ul><li>Celebrate anniversary of store’s opening </li></ul><ul><li>Sport teams order uniforms and equipment </li></ul><ul><li>Offer information about travel packages </li></ul><ul><li>Sell employee uniforms & safety equipment </li></ul><ul><li>Supply company recognition awards </li></ul><ul><li>Offer gift certificates </li></ul><ul><li>Develop an on-line catalogue sales component </li></ul>
    38. 38. Services continued … <ul><li>Display public transportation schedules </li></ul><ul><li>Become the center for purchasing supplies for the various employee hobby clubs </li></ul><ul><li>Hold photo contests for the various company picnics </li></ul><ul><li>Offer special promotions </li></ul>
    39. 39. Components of outsourcing contract … <ul><li>Type of merchandise & product lines to be sold </li></ul><ul><li>License to sell logoed products </li></ul><ul><li>Where products are produced </li></ul><ul><li>Option to renew contract </li></ul><ul><li>Right to terminate the contract with notice </li></ul><ul><li>Commission clause </li></ul><ul><li>insurance </li></ul>
    40. 40. Components continued … <ul><li>Indemnification </li></ul><ul><li>Right to remove merchandise </li></ul><ul><li>Maintenance clause </li></ul><ul><li>Establishment of a company-vendor merchandising committee </li></ul><ul><li>Store hours </li></ul><ul><li>Security </li></ul><ul><li>Vending machine contract </li></ul><ul><li>Monthly meetings with vendor </li></ul>
    41. 41. Enlivening the Employee Store … <ul><li>Celebrate holidays with decorations </li></ul><ul><li>Encourage impulse buying at check-out counter </li></ul><ul><li>Use all of your available space not just shelf space </li></ul><ul><li>Computerize your store </li></ul><ul><li>Reward frequent shoppers with special sales & discounts </li></ul><ul><li>Provide customers with logoed shopping bags to carry their merchandise home </li></ul>
    42. 42. How to catch a thief … <ul><li>Lock it up </li></ul><ul><li>Play traffic cop </li></ul><ul><li>Watch who cleans up </li></ul><ul><li>Encourage employees to monitor shrinkage </li></ul><ul><li>Keep an eye on the future </li></ul>
    43. 43. Basic store merchandise … <ul><li>Weight gloves </li></ul><ul><li>Wrist wraps </li></ul><ul><li>Duffel bags </li></ul><ul><li>Water bottles </li></ul><ul><li>Lifting belts </li></ul><ul><li>Heart rate monitors </li></ul><ul><li>Batteries </li></ul><ul><li>Nutrition bars </li></ul><ul><li>Health drinks </li></ul><ul><li>Mineral supplements </li></ul><ul><li>Vitamin supplements </li></ul><ul><li>Energy/electrolyte replacement drinks </li></ul><ul><li>Tooth paste </li></ul><ul><li>Men’s & women’s razors </li></ul><ul><li>Deodorant </li></ul><ul><li>Mouth wash </li></ul><ul><li>Body lotion </li></ul>
    44. 44. Most common mistakes made by retailers … <ul><li>No business plan </li></ul><ul><li>No marketing plan </li></ul><ul><li>No sales plan </li></ul><ul><li>No advisory plan </li></ul><ul><li>No advisory board </li></ul><ul><li>No cash reserve or real cash flow </li></ul><ul><li>Ignoring the numbers </li></ul><ul><li>Not being automated </li></ul><ul><li>Not knowing the customer </li></ul><ul><li>Ignoring employees </li></ul><ul><li>Being a lone ranger </li></ul><ul><li>Poor location for the outlet </li></ul><ul><li>No convenience items </li></ul><ul><li>Fails to understand corporation needs </li></ul>
    45. 45. Community Service Projects <ul><li>Battered Women’s Shelters </li></ul><ul><li>Boy Scouts </li></ul><ul><li>Multiple Sclerosis Society </li></ul><ul><li>Easter Seals </li></ul><ul><li>Muscular Dystrophy Association </li></ul><ul><li>Food banks </li></ul><ul><li>Suicide Prevention Centers </li></ul><ul><li>Girl Scouts </li></ul><ul><li>United Way </li></ul><ul><li>Homeless Shelters </li></ul><ul><li>YMCA/YWCA </li></ul><ul><li>Boys/Girls Club </li></ul><ul><li>American Red Cross </li></ul><ul><li>American Heart Association </li></ul>
    46. 46. Community Service Campaign – Before the campaign … <ul><li>Meeting with previous year’s campaign coordinators </li></ul><ul><li>Getting management involved </li></ul><ul><li>Setting challenging goals </li></ul><ul><li>Getting help </li></ul><ul><li>Trying employee solicitation </li></ul><ul><li>Utilizing group solicitation </li></ul><ul><li>Personalizing all pledge cards </li></ul><ul><li>Considering prizes & incentives </li></ul><ul><li>Promoting & educating </li></ul><ul><li>Requesting agency tours </li></ul><ul><li>Building a campaign theme </li></ul>
    47. 47. During the campaign … <ul><li>Implement the plan </li></ul><ul><li>Conduct employee rallies </li></ul><ul><li>Conduct follow-up solicitation </li></ul><ul><li>Report results promptly </li></ul>
    48. 48. Blood Drives… <ul><li>Scheduling </li></ul><ul><li>Refreshments </li></ul><ul><li>Getting management involved </li></ul><ul><li>Getting employees to participate </li></ul><ul><li>Themes </li></ul><ul><li>Motivators </li></ul>
    49. 49. Convenience Services … <ul><li>On-site sales of jewelry, books, wireless phones, etc. </li></ul><ul><li>Bill payment centers </li></ul><ul><li>Car services </li></ul><ul><li>Concierge services </li></ul><ul><li>Gift wrap services </li></ul><ul><li>License renewals </li></ul><ul><li>On-site university courses </li></ul><ul><li>Postage stamp sales </li></ul><ul><li>Library return services </li></ul><ul><li>Video rentals </li></ul><ul><li>Audio book rentals </li></ul><ul><li>Game rentals </li></ul><ul><li>Referrals of local painters, plumbers, carpenters, and caterers </li></ul><ul><li>Dry cleaning </li></ul>
    50. 50. Discounts & ticket sales <ul><li>Attraction tickets </li></ul><ul><li>Cruise lines </li></ul><ul><li>Airlines </li></ul><ul><li>Facilities </li></ul><ul><li>Family entertainment </li></ul><ul><li>Fitness equipment </li></ul><ul><li>Hotels/motels </li></ul><ul><li>Jewelry </li></ul><ul><li>Office accessories </li></ul><ul><li>Photofinishing </li></ul><ul><li>Sporting goods </li></ul><ul><li>Theater tickets </li></ul><ul><li>Theme parks </li></ul><ul><li>Travel </li></ul><ul><li>Computers, monitors, printers </li></ul><ul><li>Software </li></ul><ul><li>Home electronics </li></ul>
    51. 51. Dependent Care <ul><li>Childcare </li></ul><ul><li>Eldercare </li></ul><ul><li>Petcare </li></ul>
    52. 52. Options to solve childcare problem … <ul><li>Flex-time work schedules </li></ul><ul><li>On-site dependent care centers </li></ul><ul><li>Rental on-site unused facilities to commercial childcare center </li></ul><ul><li>Enter a co-op with a number of other companies </li></ul><ul><li>Offer inter-generational programs </li></ul><ul><li>Educate employees about before- and after-school programs available </li></ul>
    53. 53. Options continued … <ul><li>Contract with a licensed resource and referral company </li></ul><ul><li>Provide job sharing opportunities </li></ul><ul><li>Create permanent part-time work schedules </li></ul><ul><li>Negotiate discounts with community childcare facilities </li></ul><ul><li>Schedule parenting seminars </li></ul><ul><li>Provide financial planning courses </li></ul><ul><li>Offer a dependent assistance plan </li></ul>
    54. 54. Promoting childcare services <ul><li>Word of mouth </li></ul><ul><li>Community reputation </li></ul><ul><li>Send expectant mothers care packages </li></ul><ul><li>Childcare referral services, coupons, or discounts </li></ul><ul><li>Mailers </li></ul><ul><li>Posters </li></ul><ul><li>E-mail </li></ul><ul><li>Website </li></ul><ul><li>Company newsletter </li></ul><ul><li>Payroll inserts </li></ul><ul><li>Information sheets on use of childcare </li></ul><ul><li>Free breast pump </li></ul><ul><li>Discount information on prenatal classes, exercise classes, massage discounts, & books </li></ul>
    55. 55. Promoting services … <ul><li>Host parenting fairs that provide information on company & community resources </li></ul><ul><li>Schedule lunchtime seminars to address hot topics </li></ul>
    56. 56. Childcare programs <ul><li>Home care </li></ul><ul><li>Family daycare </li></ul><ul><li>Center based childcare </li></ul><ul><li>Dependent care reimbursement programs </li></ul><ul><li>Voucher programs </li></ul>
    57. 57. Establishing an on-site childcare center … <ul><li>Corporation and management buy-in </li></ul><ul><li>Corporation financial assistance </li></ul><ul><li>Corporation goal setting </li></ul><ul><li>Before- and after-school programs </li></ul><ul><li>Sick childcare </li></ul><ul><li>Referral services for special problems </li></ul><ul><li>Capacity </li></ul><ul><li>7day, 24 hour </li></ul><ul><li>Location </li></ul><ul><li>Licensing </li></ul>
    58. 58. Establishing center continued … <ul><li>Other legal requirements </li></ul><ul><li>Indoor and outdoor space </li></ul><ul><li>Insurance issues </li></ul><ul><li>Staffing </li></ul><ul><li>Control of center … how will be organized? </li></ul><ul><li>Fee structure to be used </li></ul><ul><li>Age grouping for licensing purposes </li></ul><ul><li>Physical standards for the center </li></ul>
    59. 59. Physical Standards for Childcare … <ul><li>Indoor space </li></ul><ul><li>Outdoor play space </li></ul><ul><li>Heating, air conditioning, & ventilation </li></ul><ul><li>Lighting </li></ul><ul><li>Plumbing </li></ul><ul><li>Fire safety </li></ul><ul><li>Kitchen </li></ul><ul><li>Restrooms </li></ul><ul><li>Lobby-entrance </li></ul><ul><li>Halls </li></ul><ul><li>Bathroom closets </li></ul><ul><li>Cabinets </li></ul><ul><li>Classrooms </li></ul><ul><li>Coatroom space </li></ul><ul><li>Food storage & preparation </li></ul><ul><li>Administrative space </li></ul><ul><li>Sleeping space </li></ul>
    60. 60. Operating costs … <ul><li>Salaries </li></ul><ul><li>Staff development </li></ul><ul><li>Rent/mortgage </li></ul><ul><li>Utilities </li></ul><ul><li>Taxes </li></ul><ul><li>Repairs/maintenance </li></ul><ul><li>Insurance </li></ul><ul><li>Equipment </li></ul><ul><li>Supplies </li></ul><ul><li>Printing </li></ul><ul><li>Duplication </li></ul><ul><li>Telephone </li></ul><ul><li>Postage </li></ul><ul><li>Medical consultation </li></ul><ul><li>Psychological consultation </li></ul><ul><li>Legal </li></ul><ul><li>Accounting </li></ul><ul><li>Computer hardware </li></ul><ul><li>Software </li></ul>
    61. 61. Eldercare issues … <ul><li>Making informed decisions </li></ul><ul><li>Sharing the caregiving responsibilities with others in the family </li></ul><ul><li>Community resources to bridge the gap </li></ul><ul><li>Long-distance caregiving </li></ul><ul><li>Managing medications & healthcare </li></ul><ul><li>Hiring professional caregivers </li></ul><ul><li>Managing aging parents </li></ul><ul><li>Strategies to avoid family caregiver burn </li></ul>
    62. 62. Eldercare employee programs … <ul><li>Education & preventative-based programs </li></ul><ul><li>Professional advisory-based programs </li></ul><ul><li>Crisis management-based programs </li></ul>
    63. 63. Petcare services … <ul><li>Insurance </li></ul><ul><li>Boarding </li></ul><ul><ul><li>Daily </li></ul></ul><ul><ul><li>Vacation </li></ul></ul><ul><li>Medical care </li></ul><ul><li>Grooming </li></ul><ul><li>Supplies </li></ul>
    64. 64. Recreation programs … <ul><li>Sport leagues </li></ul><ul><li>Sport tournaments </li></ul><ul><li>Social programs </li></ul><ul><li>Cultural programs </li></ul><ul><li>Summer camps for employees’ children </li></ul><ul><li>Art & painting programs </li></ul><ul><li>Crafts & gardening programs </li></ul><ul><li>Talent shows </li></ul>
    65. 65. Components for effective program development … <ul><li>Establishing a needs exists </li></ul><ul><li>Appointing a diverse planning team </li></ul><ul><li>Organizing personnel for planning </li></ul><ul><li>Identifying program objectives </li></ul><ul><li>Generating program solutions </li></ul><ul><li>Selecting the program design </li></ul><ul><li>Implementing the program design </li></ul><ul><li>Evaluating the program </li></ul>
    66. 66. Tournament planning … <ul><li>Do you want all players/teams to play an equal number of contests? </li></ul><ul><li>Does it matter whether the number of contests is the same per player/team? </li></ul><ul><li>Do you want all contests to be close games? </li></ul><ul><li>Does it matter if there are a few lopsided games? </li></ul><ul><li>How important is it to know who comes in first, second, third, fourth or fifth? </li></ul>
    67. 67. Types of tournaments <ul><li>Single elimination </li></ul><ul><li>Double elimination </li></ul><ul><li>Round robin </li></ul><ul><li>Extended tournaments </li></ul>
    68. 68. Scheduling patterns … <ul><li>Seasons </li></ul><ul><li>Block periods </li></ul><ul><li>Monthly/weekly </li></ul><ul><li>Daily time periods </li></ul>
    69. 69. Sports options … <ul><li>Basketball </li></ul><ul><li>Baseball </li></ul><ul><li>Biking </li></ul><ul><li>Bowling </li></ul><ul><li>Exercise walking </li></ul><ul><li>Golf </li></ul><ul><li>Inline skating </li></ul><ul><li>Paddlesports </li></ul><ul><li>Rock/ice climbing/ropes courses </li></ul><ul><li>Snowboarding </li></ul><ul><li>Soccer </li></ul><ul><li>Tennis </li></ul><ul><li>Volleyball </li></ul><ul><li>Water skiing </li></ul><ul><li>Other options </li></ul><ul><ul><li>Bungee jumping </li></ul></ul><ul><ul><li>climbing </li></ul></ul><ul><ul><li>Down hill skiing </li></ul></ul><ul><ul><li>Hunting </li></ul></ul>
    70. 70. Outdoor/adventure programming … <ul><li>Boating/swimming/water skiing </li></ul><ul><li>Biking & hiking </li></ul><ul><li>Camping </li></ul><ul><li>Canoeing </li></ul><ul><li>Climbing </li></ul><ul><li>Confidence courses </li></ul><ul><li>Fishing </li></ul><ul><li>Golf </li></ul><ul><li>Horseshoes </li></ul><ul><li>Paintball fields </li></ul><ul><li>Skeet & trap ranges </li></ul><ul><li>Snow skiing </li></ul><ul><li>Tennis </li></ul><ul><li>Whitewater rafting </li></ul>
    71. 71. Keys to selecting activities … <ul><li>Climate & geographic considerations </li></ul><ul><li>Economic & social forces </li></ul><ul><li>Population demographics </li></ul><ul><li>Community </li></ul><ul><li>Federal, state, & local legislation & regulations </li></ul><ul><li>Attitudes of managers & consumers </li></ul><ul><li>Staffing </li></ul><ul><li>Facilities & equipment </li></ul>
    72. 72. Recognition awards & gifts… <ul><li>Silverware </li></ul><ul><li>Binoculars </li></ul><ul><li>Lamps knife sets </li></ul><ul><li>Company logo sets </li></ul><ul><li>Service pins </li></ul><ul><li>Luggage tags </li></ul><ul><li>Desktop awards </li></ul><ul><li>Putters </li></ul><ul><li>Dress knives </li></ul><ul><li>Key rings </li></ul><ul><li>Card case </li></ul><ul><li>Money belt buckles </li></ul><ul><li>Money clip </li></ul><ul><li>Timepieces </li></ul><ul><li>Sporting goods </li></ul><ul><li>Collectibles </li></ul><ul><li>Electronics </li></ul><ul><li>Luggage & fitness equipment </li></ul>
    73. 73. Other gifts … <ul><li>Furniture </li></ul><ul><li>Globes </li></ul><ul><li>Vases </li></ul><ul><li>Pens & pencils </li></ul><ul><li>Crystal </li></ul><ul><li>Cameras </li></ul><ul><li>Tools </li></ul><ul><li>Art prints </li></ul><ul><li>Savings bonds </li></ul><ul><li>Share of company stock </li></ul><ul><li>Gold coins </li></ul><ul><li>China serving sets </li></ul><ul><li>Clothing </li></ul><ul><li>Jewelry </li></ul><ul><li>Plaques </li></ul>
    74. 74. Recognition program must have … <ul><li>Recognition symbol </li></ul><ul><li>Display options </li></ul><ul><li>Meaningful presentation </li></ul><ul><li>Program promotion </li></ul>
    75. 75. Positive recognition at a low cost … <ul><li>Personal thank you </li></ul><ul><li>Public praise </li></ul><ul><li>Thank you notes </li></ul><ul><li>Employee parking space </li></ul><ul><li>Time with the president </li></ul><ul><li>Pass around trophy </li></ul><ul><li>Car wash by management </li></ul><ul><li>Distributing ice cream, candy, or cookies </li></ul><ul><li>Cook & serve meal by management </li></ul><ul><li>Feature in community newspaper </li></ul><ul><li>Wall of fame-photos of achievers </li></ul><ul><li>Team projects scrapbook in lobby </li></ul>
    76. 76. Special Events – Basic steps <ul><li>Know objectives of the event </li></ul><ul><li>Know the facility and space requirements </li></ul><ul><li>Know the limitations </li></ul><ul><li>Determine the budget </li></ul><ul><li>Stay current </li></ul><ul><li>Be a techie </li></ul><ul><li>Select qualified support </li></ul><ul><li>Evaluate results </li></ul>
    77. 77. Planning questions to ask … <ul><li>What are the goals? </li></ul><ul><li>Will you plan the event from start to finish? </li></ul><ul><li>Will committees plan it? </li></ul><ul><li>Will you hire a special event planner? </li></ul><ul><li>Do you have a theme? </li></ul><ul><li>Is it a non-exclusive theme? </li></ul><ul><li>Has the theme been designed to support the mission? </li></ul>
    78. 78. Planning continued … <ul><li>Are you inviting employees only, employees and families, outside guests? </li></ul><ul><li>What is the dress? </li></ul><ul><li>What facility will be used? </li></ul><ul><li>Where will the guests park? </li></ul><ul><li>Type of music? </li></ul><ul><li>Type of entertainment? </li></ul><ul><li>Will there be raffles? </li></ul><ul><li>Do you need prizes? </li></ul>
    79. 79. Special events graphics … <ul><li>Determine graphics needed </li></ul><ul><li>Will you need to order business stationary? </li></ul><ul><li>Will you need media release letterhead? </li></ul><ul><li>How many invitations will you need? </li></ul><ul><li>Will you need tickets? </li></ul><ul><li>Will the event require brochures, pamphlets, or other handouts? </li></ul><ul><li>What size & number of promotional signs will be needed? </li></ul>
    80. 80. Graphics continued … <ul><li>How many posters will be needed? </li></ul><ul><li>How many banners will be needed? </li></ul><ul><li>What size? </li></ul><ul><li>What will they say? </li></ul><ul><li>Will programs or a schedule of events need to be printed? </li></ul><ul><li>Does the facility furnish crowd-direction signs? </li></ul><ul><li>Will you need to supply them? </li></ul>
    81. 81. Five elements of special events… <ul><li>The strategic plan </li></ul><ul><li>The event design </li></ul><ul><li>The event production </li></ul><ul><li>Supply </li></ul><ul><li>Event management </li></ul>
    82. 82. Special event committees … <ul><li>Event production </li></ul><ul><li>Accounting </li></ul><ul><li>Communications </li></ul><ul><li>Decorations </li></ul><ul><li>Entertainment </li></ul><ul><li>Facilities, equipment & supplies </li></ul><ul><li>Maintenance </li></ul><ul><li>Marketing </li></ul><ul><li>Risk management </li></ul><ul><li>Security </li></ul><ul><li>Signage & banners </li></ul><ul><li>Transportation </li></ul><ul><li>Vendor </li></ul><ul><li>Visitor services </li></ul><ul><li>Volunteer resources </li></ul><ul><ul><li>Working with event organizers </li></ul></ul><ul><ul><li>Soliciting, training & managing the volunteers </li></ul></ul>
    83. 83. Professionals involved … <ul><li>Sponsorship solicitation mgr </li></ul><ul><li>Marketing mgr </li></ul><ul><li>Entertainment/sports event mgr </li></ul><ul><li>Ass’t the executive director </li></ul><ul><li>Ass’t sponsorship solicitation mgr </li></ul><ul><li>Ass’t marketing mgr </li></ul><ul><li>Ass’t entertainment/sports event mgr </li></ul><ul><li>Volunteer resources mgr </li></ul>
    84. 84. Travel services … <ul><li>Steps to a successful group trip … </li></ul><ul><ul><li>Choose destination/event </li></ul></ul><ul><ul><li>Determine where you will stay </li></ul></ul><ul><ul><li>Identify a mode of transportation reserve everything </li></ul></ul><ul><ul><li>Publicize the particulars </li></ul></ul><ul><ul><li>Clearly state deposit information </li></ul></ul><ul><ul><li>Reconfirm details </li></ul></ul><ul><ul><li>Promote fun </li></ul></ul><ul><ul><li>Thank everyone & conduct a follow-up </li></ul></ul>
    85. 85. Relationship-building tips … <ul><li>Group interest in destinations/activities </li></ul><ul><li>Level of activity group enjoys </li></ul><ul><li>Special needs of the group </li></ul><ul><li>Sightseeing only or a little adventure </li></ul><ul><li>Talkative tour guide/quiet time for reflection </li></ul><ul><li>Welcome add-ons </li></ul><ul><li>Touring with another group </li></ul>
    86. 86. Vacation checklist … <ul><li>Travel agent member of professional association </li></ul><ul><li>Agent offers consumer protection plan </li></ul><ul><li>Cancellation & refund policies </li></ul><ul><li>Credit card to purchase tickets </li></ul><ul><li>Get a receipt </li></ul><ul><li>Agent has professional liability </li></ul><ul><li>Ask for references </li></ul><ul><li>Avoid high pressure sales </li></ul><ul><li>Beware of companies that send couriers </li></ul><ul><li>Decline property sales presentations </li></ul>
    87. 87. Checklist continued … <ul><li>Prior to payment get details in writing </li></ul><ul><li>Request specific hotels & airlines </li></ul><ul><li>Insist on local phone #s </li></ul><ul><li>Never use 900 #s </li></ul><ul><li>Have local NTA operator verify vacation certificate </li></ul>
    88. 88. Promoting travel services … <ul><li>Flyers/handouts </li></ul><ul><li>Posters/flyers on bulletin boards </li></ul><ul><li>Announcement in employee newsletter </li></ul><ul><li>E-mail announcements </li></ul><ul><li>Special presentations during lunch </li></ul><ul><li>Payroll inserts </li></ul><ul><li>Flyers in employee mail slots </li></ul>
    89. 89. Outsourcing … why <ul><li>Saves time </li></ul><ul><li>Saves money </li></ul><ul><li>Customer service </li></ul><ul><li>Employee sign up, payment, and confirmation </li></ul><ul><li>Promotional materials </li></ul><ul><li>Social events </li></ul><ul><li>Preview nights </li></ul>
    90. 90. Voluntary Benefits <ul><li>Eldercare/long-term Care insurance </li></ul><ul><li>Group legal insurance </li></ul><ul><li>Senior legal plans </li></ul><ul><li>automobile and home owners insurance </li></ul><ul><li>Dental insurance </li></ul><ul><li>Eye insurance </li></ul><ul><li>Discount prescription cards </li></ul><ul><li>Disability and life insurance </li></ul><ul><li>Serious illness insurance </li></ul><ul><li>Pet insurance </li></ul>
    91. 91. Wellness- Health related fitness components … <ul><li>Cardiorespiratory endurance </li></ul><ul><li>Muscular strength </li></ul><ul><li>Muscular endurance </li></ul><ul><li>Flexibility </li></ul><ul><li>Body composition </li></ul>
    92. 92. Motor skill related fitness <ul><li>Speed </li></ul><ul><li>Power </li></ul><ul><li>Agility </li></ul><ul><li>Coordination </li></ul><ul><li>Balance </li></ul><ul><li>Reaction time </li></ul>
    93. 93. Fitness programs … <ul><li>Aerobic dance </li></ul><ul><li>Aerobics </li></ul><ul><li>Step aerobics </li></ul><ul><li>Running </li></ul><ul><li>Jogging </li></ul><ul><li>Walking </li></ul><ul><li>Weight training </li></ul><ul><li>Yoga </li></ul><ul><li>Rope skipping </li></ul><ul><li>Stretch classes </li></ul><ul><li>Plyometrics </li></ul><ul><li>Tai Chi </li></ul><ul><li>Circuit training </li></ul><ul><li>Swimming </li></ul><ul><li>Water aerobics </li></ul><ul><li>Cross country skiing </li></ul><ul><li>gymnastics </li></ul>
    94. 94. Encouraging wellness … <ul><li>Offer flexible work hours </li></ul><ul><li>Stretching during breaks </li></ul><ul><li>Co-workers as fitness buddies </li></ul><ul><li>Special weekend for physical activity fair </li></ul><ul><li>Request employees to physical activity log </li></ul><ul><li>Reward wellness with bonuses, more vacation time, etc. </li></ul><ul><li>Provide incentives for employees to park further away from entrance </li></ul>
    95. 95. Encouraging wellness … <ul><li>Involve the family </li></ul><ul><li>Acknowledge the employees for being physically active </li></ul><ul><li>Create recreational sport teams </li></ul><ul><li>Provide free breakfast to the employees to support healthy eating </li></ul><ul><li>Reward employees their own healthy lunch instead of eating out </li></ul><ul><li>Provide free healthy snacks during breaks </li></ul><ul><li>Encourage & reward employees who walk regularly </li></ul>
    96. 96. Types of health assessments <ul><li>General health assessment </li></ul><ul><li>Fitness assessment </li></ul><ul><li>Nutritional assessment </li></ul><ul><li>Stress assessment </li></ul>
    97. 97. Wellness programs <ul><li>Smoking cessation </li></ul><ul><li>Stress reduction </li></ul><ul><li>Substance abuse </li></ul><ul><li>Weight reduction & management </li></ul><ul><li>Conflict resolution </li></ul><ul><li>Disease management </li></ul>
    98. 98. Employee Association/Club … Trends affecting the future <ul><li>leader’s role </li></ul><ul><li>Value-return on investment </li></ul><ul><li>Responsiveness </li></ul><ul><li>Technology use </li></ul><ul><li>Change loops </li></ul><ul><li>Revenue sources </li></ul><ul><li>Generational issues </li></ul><ul><li>Workforce </li></ul><ul><li>Outsourcing & co-sourcing </li></ul><ul><li>Governance </li></ul><ul><li>Competition & alliances </li></ul><ul><li>Consolidation & merger </li></ul><ul><li>Globalization </li></ul><ul><li>Image building </li></ul>
    99. 99. Incorporation advantages <ul><li>It sets a limit to the liability of members. </li></ul><ul><li>It provides for legal continuity of the association. </li></ul><ul><li>It simplifies the negotiating and enforcing of contracts. </li></ul>
    100. 100. Organizations official documents <ul><li>Charter </li></ul><ul><li>Articles of Incorporation </li></ul><ul><li>Non profit tax exemption documents (social and recreation association or club) </li></ul><ul><li>Constitution </li></ul><ul><li>By laws </li></ul><ul><li>Rules of operation </li></ul>
    101. 101. Advantages to Incorporating <ul><li>Eliminates volunteer leaders’ liability </li></ul><ul><li>Establishes continuity </li></ul><ul><li>Creates a business environment </li></ul><ul><li>Protection under libel laws </li></ul><ul><li>Allows ownership of property </li></ul><ul><li>Easier to obtain liability insurance </li></ul>
    102. 102. Components of By Laws <ul><li>Statement of purpose </li></ul><ul><li>Forms & types of membership </li></ul><ul><li>Dues structure </li></ul><ul><li>Elected officers </li></ul><ul><li>Chief executive officer </li></ul><ul><li>Voting qualifications </li></ul><ul><li>General assembly </li></ul><ul><li>Standing committees </li></ul><ul><li>Audit </li></ul><ul><li>Corporate seal </li></ul><ul><li>Meetings & quorum </li></ul><ul><li>Robert’s Rules of Order </li></ul><ul><li>Amending the by laws </li></ul><ul><li>Dissolution </li></ul>
    103. 103. Motivating Volunteers <ul><li>Do you have enough time to volunteer? </li></ul><ul><li>How can you help the organization? </li></ul><ul><li>Will you be able to learn from the experience? </li></ul><ul><li>Will you like what you will be doing for the organization? </li></ul><ul><li>What are the rewards and/or benefits? </li></ul><ul><li>Will your time be spent well? </li></ul><ul><li>Most importantly – Will you have fun? </li></ul>
    104. 104. Recruiting Volunteers <ul><li>Making the event or activity fun </li></ul><ul><li>Finding out what the employees respond to </li></ul><ul><li>Involving the employee and family </li></ul><ul><li>Making it easy, attractive, and interesting to volunteer </li></ul><ul><li>Making the employee responsible for something </li></ul><ul><li>Treating the employees with respect </li></ul>
    105. 105. Recruiting Volunteers <ul><li>Asking for referrals </li></ul><ul><li>Planning social events for the volunteers </li></ul><ul><li>Paying for volunteer’s training </li></ul><ul><li>Placing volunteers’ photographs on bulletin boards, web sites, or in email messages </li></ul>
    106. 106. Retaining Volunteers <ul><li>Make the event or activity attractive to belong </li></ul><ul><li>Make certain the event is well-organized </li></ul><ul><li>Make people feel needed and appreciated </li></ul><ul><li>Make sure there is a friendly atmosphere </li></ul><ul><li>Make certain the volunteer understands their responsibilities </li></ul>
    107. 107. Retaining Volunteers <ul><li>Make a special effort to call volunteers by their first name </li></ul><ul><li>Make sure to get volunteers input </li></ul><ul><li>Make a special effort to recognize and reward their volunteer efforts </li></ul><ul><li>Make the event or activity is fun </li></ul><ul><li>Make certain that everyone receives an appropriate “thank you” </li></ul>
    108. 108. Retiree Club - Role <ul><li>Updating the membership list </li></ul><ul><li>Collecting dues and handling funds </li></ul><ul><li>Producing a newsletter </li></ul><ul><li>Coordinating trips </li></ul><ul><li>Event planning </li></ul><ul><li>Securing restaurant reservations </li></ul><ul><li>Reserving meeting rooms </li></ul><ul><li>Sending out meeting notices </li></ul><ul><li>Producing mailings </li></ul><ul><li>Writing letters </li></ul><ul><li>Making phone calls </li></ul>
    109. 109. Why use a Committee? <ul><li>Group participation to solve a problem </li></ul><ul><li>Committee has the authority to act </li></ul><ul><li>Representative of all the interests </li></ul><ul><li>Other advantages include unification, motivation, coordination, consolidation, and communication </li></ul>
    110. 110. Problems with Committees… <ul><li>Committees cost more than an individual to do the work </li></ul><ul><li>Does the committee represent all stake holders </li></ul><ul><li>Committee work is time consuming </li></ul><ul><li>Initial leadership skirmishes </li></ul><ul><li>Minority representation can slow the process </li></ul>
    111. 111. Types of Committees <ul><li>Standing </li></ul><ul><li>Ad hoc or special </li></ul><ul><li>Administrative </li></ul><ul><li>Project </li></ul><ul><li>Problem </li></ul><ul><li>liasion </li></ul>
    112. 112. Typical Agenda <ul><li>Call the meeting to order </li></ul><ul><li>Roll call (sometimes omitted) </li></ul><ul><li>Minutes of the previous meeting </li></ul><ul><li>Purpose of the meeting </li></ul><ul><li>Program for the meeting </li></ul><ul><li>Discuss and resolve agenda items </li></ul><ul><li>New business </li></ul><ul><li>Adjourn the meeting </li></ul>
    113. 113. Role of the Chairperson <ul><li>Planning meetings </li></ul><ul><li>Understanding human relations </li></ul><ul><li>Providing leadership and direction </li></ul><ul><li>Understanding group dynamics </li></ul><ul><li>Facilitating the needs of the committee </li></ul><ul><li>Conducting meetings </li></ul><ul><li>Maintaining records </li></ul><ul><li>Getting the committee to act </li></ul><ul><li>Evaluating the committee </li></ul>
    114. 114. Checklist for selecting committee chairperson <ul><li>A record of active participation </li></ul><ul><li>The ability to communicate </li></ul><ul><li>A willingness to listen </li></ul><ul><li>An ability to command attention </li></ul><ul><li>The ability to inspire and lead </li></ul><ul><li>The knowledge of parliamentary procedure </li></ul><ul><li>A self-starter </li></ul><ul><li>Prestige and respect of organization </li></ul>
    115. 115. Selection criteria continued <ul><li>An understanding of the power relationship within the committee </li></ul><ul><li>Knowledge of the subject matter </li></ul><ul><li>An understanding the group’s relationship to other committees </li></ul><ul><li>An ability to think and act in terms of the organization’s overall goals and objectives </li></ul><ul><li>The ability to create a constructive atmosphere </li></ul><ul><li>The availability to carry out the responsibilities </li></ul><ul><li>A clear understanding of the position </li></ul>
    116. 116. Selection of Committee Members <ul><li>Members’ executive level </li></ul><ul><li>Representative of the diversity within an organization </li></ul><ul><li>Rotate members </li></ul><ul><li>Set terms </li></ul><ul><li>Knowledgeable of the task at hand </li></ul><ul><li>Willingness to serve </li></ul>
    117. 117. Committee Orientation <ul><li>Emphasize the importance of the chairpersonship </li></ul><ul><li>Explain chairperson’s duties </li></ul><ul><li>Review committee objectives </li></ul><ul><li>Review and establish committee boundaries </li></ul><ul><li>Review organization policies, practices, and authority </li></ul><ul><li>Review constitution and bylaws </li></ul>
    118. 118. Orientation continued … <ul><li>Provide a list of members and their representation </li></ul><ul><li>Chairperson’s reviews current committee program </li></ul><ul><li>Review minutes of previous meetings </li></ul><ul><li>Review all committee projects and programs </li></ul><ul><li>Review schedule of meetings </li></ul><ul><li>Review all current assignments of each committee member </li></ul><ul><li>Identify staff assistance available </li></ul>
    119. 119. Preparation for Committee Meetings <ul><li>Convenient location for meeting room </li></ul><ul><li>Soundproof room </li></ul><ul><li>Directional signs if needed </li></ul><ul><li>Sign outside meeting room indicating --- “quiet please, meeting in progress” </li></ul><ul><li>Room should be well ventilated and lighted </li></ul><ul><li>Know the name and extension of the engineer </li></ul>
    120. 120. Preparation continued … <ul><li>Determine seating arrangement </li></ul><ul><li>Comfortable chairs </li></ul><ul><li>Provide water and glasses, note pads, hard candy, and pencils </li></ul><ul><li>Use name tags on table in front of each member </li></ul><ul><li>Know location of rest rooms </li></ul><ul><li>Chalkboard or flip chart with eraser and chalk and markers </li></ul><ul><li>Test all electrical equipment </li></ul>
    121. 121. Preparation continued … <ul><li>Make sure projectors work and other AVA equipment </li></ul><ul><li>Make sure people are seating in location easy to view visual aids </li></ul><ul><li>Provide beverages for breaks </li></ul><ul><li>Have a lectern and gavel available </li></ul><ul><li>Have extra copies of all handouts </li></ul>
    122. 122. Keys to meeting management <ul><li>Start on time </li></ul><ul><li>Be a good host </li></ul><ul><li>Start with a clear objective of the objectives </li></ul><ul><li>Review facts </li></ul><ul><li>Encourage participation </li></ul><ul><li>Some members maybe well informed while others are not </li></ul><ul><li>Keep the meeting moving </li></ul><ul><li>Keep members on subject </li></ul><ul><li>Summarize major points </li></ul>
    123. 123. Meeting management continued <ul><li>Pay attention to the group dynamics </li></ul><ul><li>Talk to group as a whole </li></ul><ul><li>When someone is talking, listen and indicate your reactions </li></ul><ul><li>Consider periodic recesses </li></ul><ul><li>Solicit opinions and experiences </li></ul><ul><li>If you sense trouble break off the discussion </li></ul><ul><li>If you are losing attention, direct a question or step up the meeting pace </li></ul>
    124. 124. Meeting management continued <ul><li>Draw out silent members </li></ul><ul><li>Do not allow domination by one or two parties </li></ul><ul><li>Adjourn on time </li></ul>
    125. 125. Steps to Gaining Non Profit Status <ul><li>Complete Constitution and by laws </li></ul><ul><li>Complete articles of incorporation </li></ul><ul><li>Complete application for employer identification number (EIN) Form SS-4 </li></ul><ul><li>Prepare a full description of the organization – social and recreation association/club </li></ul><ul><li>Financial statements & balance sheets </li></ul><ul><li>Complete 501 (c) 4 application Form 1024 </li></ul>
    126. 126. Policies <ul><li>Internal </li></ul><ul><li>external </li></ul>
    127. 127. Internal policies <ul><li>Officers, board, and committee </li></ul><ul><li>Membership </li></ul><ul><li>Financial </li></ul><ul><li>Personnel </li></ul><ul><li>Legal </li></ul><ul><li>General </li></ul>
    128. 128. Influences on Policy Development <ul><li>Ethical </li></ul><ul><li>Legal </li></ul><ul><li>Political </li></ul><ul><li>Economic </li></ul><ul><li>Government legislation </li></ul><ul><li>Government rules </li></ul><ul><li>Competition </li></ul><ul><li>environmental </li></ul>
    129. 129. Why Consolidate? <ul><li>Build consistency </li></ul><ul><li>Strengthen communication </li></ul><ul><li>Improve volunteer’s education </li></ul><ul><li>Share programs </li></ul><ul><li>Volume discounts </li></ul><ul><li>Renew management support </li></ul><ul><li>Improve volunteer recognition </li></ul>
    130. 130. Financial management <ul><li>Operational budget </li></ul><ul><li>Capital budget </li></ul><ul><li>Purchasing of equipment and supplies </li></ul><ul><li>Fundraising </li></ul><ul><li>Financial forecasting </li></ul><ul><li>Sponsorships </li></ul><ul><li>Licensing </li></ul><ul><li>Grants </li></ul>
    131. 131. Bid Process … <ul><li>Writing specifications </li></ul><ul><li>Advertise for bids from vendors </li></ul><ul><li>Receive bids </li></ul><ul><li>Evaluate bids </li></ul><ul><li>Choose vendor </li></ul><ul><li>Submit the purchase order </li></ul><ul><li>Receive the equipment </li></ul><ul><li>Pay invoice after equipment or supplies are verfied </li></ul>
    132. 132. Writing specifications … <ul><li>Clear descriptions </li></ul><ul><li>Well-defined </li></ul><ul><li>Complete set of specifications </li></ul><ul><li>FOB location </li></ul><ul><li>No substitutes will be accepted unless listed above </li></ul>
    133. 133. Equipment control guidelines… <ul><li>Carefully inspect equipment </li></ul><ul><li>Label all equipment </li></ul><ul><li>Procedures developed for issuing and checking in equipment </li></ul><ul><li>Equipment should be maintained and stored in good repair </li></ul><ul><li>Equipment should be inventoried and stored properly </li></ul><ul><li>Garments should be cleaned and cared for properly </li></ul>
    134. 134. Marking suggestions … <ul><li>Felt tip pen, laundry pen </li></ul><ul><li>Indelible pencil </li></ul><ul><li>Branding irons </li></ul><ul><li>Stencils </li></ul><ul><li>Decals </li></ul><ul><li>Processed numbers </li></ul><ul><li>Rubber stamps </li></ul>
    135. 135. Qualities of an equipment manager … <ul><li>Good interpersonal skills </li></ul><ul><li>Knowledge of equipment </li></ul><ul><li>Good judgement </li></ul><ul><li>Maturity </li></ul><ul><li>Integrity </li></ul><ul><li>Basic accounting skills </li></ul><ul><li>Basic management skills </li></ul><ul><li>Computer skills in word processing and spread sheets </li></ul><ul><li>Knowledge of equipment care </li></ul><ul><li>Understanding of purchasing and bidding procedures </li></ul><ul><li>Knowledge of fitting equipment </li></ul>
    136. 136. Equipment room operation … <ul><li>Proper fitting of equipment </li></ul><ul><li>Maintenance of equipment </li></ul><ul><li>Accountability </li></ul><ul><li>Practice coordination & cooperation </li></ul><ul><li>Permanent & daily assignments </li></ul><ul><li>Cleanliness </li></ul><ul><li>Help each other </li></ul>
    137. 137. Equipment manager’s job description … <ul><li>Purchasing </li></ul><ul><li>Fitting & equipment </li></ul><ul><li>Maintenance </li></ul><ul><li>Administration & organization </li></ul><ul><li>Management, professional relations, & education </li></ul><ul><li>Accountability for equipment </li></ul>
    138. 138. Fund-raising guidelines … <ul><li>Program specific </li></ul><ul><li>Develop a prospect list </li></ul><ul><li>Establish an accounting system </li></ul><ul><li>Acknowledgment system </li></ul><ul><li>Timetable </li></ul><ul><li>501 [c][3] status </li></ul><ul><li>Board of directors established </li></ul><ul><li>Short & long term goals </li></ul><ul><li>Prioritized goals </li></ul><ul><li>Policies & procedures should be simple </li></ul><ul><li>Hire an attorney & CPA </li></ul><ul><li>Cost-effective projects </li></ul><ul><li>Training programs </li></ul>
    139. 139. Fund-raising committees <ul><li>Site selection </li></ul><ul><li>Publicity & promotion </li></ul><ul><li>Equipment & supplies </li></ul><ul><li>Finance </li></ul><ul><li>Refreshments & Hospitality </li></ul><ul><li>Invitation & Program </li></ul><ul><li>Ticket </li></ul><ul><li>Decorations </li></ul><ul><li>Prizes </li></ul><ul><li>Security </li></ul><ul><li>Cleanup </li></ul><ul><li>Project assessment </li></ul>
    140. 140. Operating budget <ul><li>Income </li></ul><ul><ul><li>Membership fees </li></ul></ul><ul><ul><li>Program income </li></ul></ul><ul><ul><li>Fundraising </li></ul></ul><ul><ul><li>Employee store </li></ul></ul><ul><ul><li>Corporation subsidy </li></ul></ul><ul><ul><li>Catalog sales </li></ul></ul><ul><ul><li>Royalties </li></ul></ul><ul><ul><li>other </li></ul></ul><ul><li>Expenses </li></ul><ul><ul><li>Personnel </li></ul></ul><ul><ul><li>Program costs </li></ul></ul><ul><ul><li>Facility costs </li></ul></ul><ul><ul><li>Printing & duplication </li></ul></ul><ul><ul><li>Postage </li></ul></ul><ul><ul><li>Equipment & supplies </li></ul></ul><ul><ul><li>Resale merchandise </li></ul></ul><ul><ul><li>Phone </li></ul></ul><ul><ul><li>Travel </li></ul></ul><ul><ul><li>other </li></ul></ul>
    141. 141. Advantages of budgeting <ul><li>The budget translates programs and other services into financial terms </li></ul><ul><li>The budget provides a mechanism for appraising staff, officials, and other interested parties in the financial operations </li></ul><ul><li>The budget provides a means for systematically identifying and evaluating procedures, programs, and other services </li></ul><ul><li>The budget provides a record of the financial transactions that take place </li></ul>
    142. 142. Documents of original entry <ul><li>Payroll records </li></ul><ul><li>Time cards </li></ul><ul><li>Daily journal </li></ul><ul><li>Account ledger </li></ul><ul><li>Financial statement </li></ul><ul><li>Balance sheet </li></ul><ul><li>Profit and loss statement </li></ul>
    143. 143. Steps in budget process <ul><li>Collecting data (i.e., employee input, statistical input, forecasting, equipment and facility needs, personnel needs </li></ul><ul><li>Applying trend analysis </li></ul><ul><li>Calculating $ required </li></ul><ul><li>Review & interpretation </li></ul>
    144. 144. Revenue generation <ul><li>Membership fees, ticket sales, and entrance fees </li></ul><ul><li>Concessions </li></ul><ul><li>Employee store </li></ul><ul><li>Sponsorship </li></ul><ul><li>Licensed merchandise </li></ul><ul><li>Fundraising </li></ul><ul><li>Corporate subsidy </li></ul>
    145. 145. Sponsorships must serve the interests of four groups … <ul><li>Business interest of the sponsoring company </li></ul><ul><li>The best interests of the event and its participants </li></ul><ul><li>As a positive impact on the sponsor’s direct customers </li></ul><ul><li>As a benefit to the customers who but those products </li></ul>
    146. 146. Why buy into a sponsorship? <ul><li>Demonstrate good citizenship </li></ul><ul><li>Generate positive visibility </li></ul><ul><li>Increase sales </li></ul><ul><li>Generate favorable media interest and publicity </li></ul><ul><li>Compete with other companies </li></ul>
    147. 147. Content of sponsorship package <ul><li>Objectives of sponsorship program </li></ul><ul><li>Profile/background of sponsoree </li></ul><ul><li>Promotional opportunities available </li></ul><ul><li>Levels of sponsorship </li></ul><ul><li>Sponsor benefits </li></ul><ul><li>Fee structure </li></ul><ul><li>Contract length & renewal options </li></ul><ul><li>Evaluation methodology </li></ul>
    148. 148. Customizing the sponsorship package <ul><li>Official status </li></ul><ul><li>Sponsorship fee structure </li></ul><ul><li>Title rights </li></ul><ul><li>Television exposure </li></ul><ul><li>Public relations & media exposure </li></ul><ul><li>Logo use </li></ul><ul><li>Signage </li></ul><ul><li>Advertising rights </li></ul><ul><li>Hospitality rights </li></ul><ul><li>Point-of-sale promotion </li></ul>
    149. 149. Package continued … <ul><li>Direct mail list </li></ul><ul><li>Product sampling </li></ul><ul><li>Legal liabilities </li></ul><ul><li>Future options </li></ul><ul><li>Clientele use </li></ul>
    150. 150. Common sponsor benefits … <ul><li>Season tickets or memberships, reserved seating, complimentary tickets </li></ul><ul><li>Advertisement in yearbook, program, Press guide, employee store catalog </li></ul><ul><li>Scoreboard/P.A. exposure </li></ul><ul><li>Special events </li></ul><ul><li>Facility signage </li></ul><ul><li>Special items (e.g., VIP room, parking passes, etc.) </li></ul>
    151. 151. Keys to setting sponsorship fee … <ul><li>Degree of primary consumer match with the company’s target market </li></ul><ul><li>Size of the primary consumer base </li></ul><ul><li>Potential media publicity </li></ul><ul><li>Sales opportunity </li></ul><ul><li>Psychological association </li></ul><ul><li>Exposure opportunity </li></ul>
    152. 152. Commonly outsourced services … <ul><li>Food service </li></ul><ul><li>Security </li></ul><ul><li>Training & development </li></ul><ul><li>Employee stores </li></ul><ul><li>Fitness centers </li></ul><ul><li>Ticket sales </li></ul><ul><li>Travel services </li></ul><ul><li>Dependent care </li></ul>
    153. 153. Warning signs of a failing program … <ul><li>Facility planning personnel visit to take measurements </li></ul><ul><li>Agreements, contracts, company support commitments, bylaws, and other survival mechanisms seem to no longer play a vital role </li></ul><ul><li>Requests for detailed justifications for everything done </li></ul><ul><li>Requested to be totally self-sustaining </li></ul>
    154. 154. Warning signs continued … <ul><li>Manager no longer on the key mailing list </li></ul><ul><li>Information requested to prepare bid specifications for outsourcing the program </li></ul><ul><li>All mother departments are asked to return 20% and the your program is asked to return 65% </li></ul><ul><li>The manager is requested to prepare a lay-off list </li></ul>
    155. 155. Warning signs continued … <ul><li>The manager is requested to prepare a return on investment report </li></ul><ul><li>The ReMax and Century 21 real estate personnel are shown around your building and/or ball fields </li></ul><ul><li>The upper and middle management support vanishes </li></ul><ul><li>Requested to redo the budget with certain contingency plans and statements </li></ul>
    156. 156. Key components of Financial Success … <ul><li>Business plan </li></ul><ul><li>Marketing plan </li></ul><ul><li>Financial plan </li></ul>
    157. 157. Keys to purchasing equipment and supplies <ul><li>Meet program needs </li></ul><ul><li>Be of good quality </li></ul><ul><li>Be acquired through appropriate procedures </li></ul><ul><li>Be properly secured and accounted for </li></ul><ul><li>Be maintained for safe future use </li></ul>
    158. 158. Selection guidelines <ul><li>Consider the National Operating Committee on Standards for Athletic Equipment (NOCSAE) suggestions </li></ul><ul><li>Consider the American College on Sports Medicine (ACSM) suggestions </li></ul><ul><li>Consider the United States Consumer Protection and Safety Commission (USCPSC) suggestions </li></ul>
    159. 159. Selection continued … <ul><li>Determine purchasing power </li></ul><ul><li>Begin and maintain a wish list </li></ul><ul><li>Determine organization needs </li></ul><ul><li>Determine quality desired </li></ul><ul><li>Consider whether the product is both budget and maintenance friendly </li></ul><ul><li>Is manufactured by reputable companies </li></ul>
    160. 160. Selection continued … <ul><li>Consider whether old equipment can be reconditioned successfully </li></ul><ul><li>Purchases must be based on program goals, objectives, and budget </li></ul><ul><li>Determine the priority need and amount of funds available for purchase </li></ul>
    161. 161. Selection continued … <ul><li>Consider those people with disabilities </li></ul><ul><li>Consider only equipment that meets safety standards </li></ul><ul><li>Obtain product information from various vendors </li></ul><ul><li>Consider the guarantee </li></ul>
    162. 162. Selection continued … <ul><li>Evaluate the usability of the equipment </li></ul><ul><li>Evaluate vendors in terms of service and dependability record </li></ul><ul><li>Consider trends in equipment and supplies </li></ul><ul><li>Create a floor plan </li></ul>
    163. 163. Purchasing guidelines <ul><li>All purchases must meet needs </li></ul><ul><li>Purchasing should be done in advance of the need </li></ul><ul><li>Specifications should be clearly set forth </li></ul><ul><li>Costs should be kept as low as possible without compromising quality or safety </li></ul>
    164. 164. Guidelines continued … <ul><li>Purchase from only reputable dealers </li></ul><ul><li>Central and bulk purchasing can result in greater economy </li></ul><ul><li>All requests must have a purchase requisition </li></ul><ul><li>Local firms should be considered </li></ul><ul><li>All purchases must be accompanied by a purchase order </li></ul>
    165. 165. Guidelines continued … <ul><li>Gifts or favors should not be accepted </li></ul><ul><li>A complete inventory and program analysis is essential prior to purchasing </li></ul><ul><li>Order early </li></ul><ul><li>Take advantage of limited discounts </li></ul>
    166. 166. Procurement process <ul><li>Need established </li></ul><ul><li>Management consultation </li></ul><ul><li>Initial request made </li></ul><ul><li>Request reviewed </li></ul><ul><li>Determine if funds are available </li></ul><ul><li>Preparation of specifications </li></ul><ul><li>Receipt of bids </li></ul>
    167. 167. Process continued … <ul><li>Bids compared </li></ul><ul><li>Recommend appropriate bid for purchase </li></ul><ul><li>Purchase order to supplier </li></ul><ul><li>Follow-up </li></ul><ul><li>Receipt of goods </li></ul><ul><li>Payment authorized </li></ul>
    168. 168. Process continued … <ul><li>Accountability – inventory control number assigned </li></ul><ul><li>Equipment inspected and payment made </li></ul>
    169. 169. Promoting Employee Participation – Why they do not participate? <ul><li>Front desk area dirty and disorganized </li></ul><ul><li>Disheveled and disinterested personnel </li></ul><ul><li>Facilities dirty </li></ul><ul><li>Equipment dirty and in ill repair </li></ul><ul><li>Rude employees </li></ul>
    170. 170. Uses of a business survey <ul><li>Increase business </li></ul><ul><li>Introduce new programs to customer base </li></ul><ul><li>Determine why existing programs are not getting the attention they were designed for </li></ul><ul><li>Ascertain more about the existing customer base </li></ul><ul><li>Determine why customers have decided not to renew memberships </li></ul>
    171. 171. Surveys will not … <ul><li>Fully identify best prospects’ characteristics, wants, and needs </li></ul><ul><li>Determine why elements of a program are working or not working </li></ul><ul><li>Monitor how the perceptions of the facility, equipment, and services are changing over time </li></ul><ul><li>Explain why some programs are successful and others are failures. </li></ul>
    172. 172. Surveys can assist in … <ul><li>Effectively defining the market </li></ul><ul><li>Become more familiar with the existing and potential customers </li></ul><ul><li>Determine how customers perceive the facilities, equipment, programs, and services </li></ul><ul><li>Positioning or repositioning facility among other competitors </li></ul><ul><li>Identifying the kinds of program benefits that can be converted into advertising that sells . </li></ul>
    173. 173. Before conducting a survey ask … <ul><li>What do I need to know? </li></ul><ul><li>Why do I need to know? </li></ul><ul><li>How much do I want to know? </li></ul><ul><li>When do I need the information? </li></ul><ul><li>How much is the information worth to me? </li></ul><ul><li>Can I afford to make an uninformed decision? </li></ul>
    174. 174. Key points in developing a survey instrument … <ul><li>Wording most be simple </li></ul><ul><li>Wording must be easily understood </li></ul><ul><li>Avoid open-ended questions </li></ul><ul><li>Do not ask leading questions </li></ul><ul><li>Do not make survey look complicated </li></ul><ul><li>Do not make survey time-consuming </li></ul><ul><li>Make survey look important by attaching a cover letter </li></ul><ul><li>Include premiums … a ball point pens & gift certificates </li></ul>
    175. 175. Points continued … <ul><li>Encourage a quick response with additional premium </li></ul><ul><li>Offer respondents a check-off for a copy of the results </li></ul><ul><li>Plan on sending a follow-reminder </li></ul><ul><li>Avoid confidential areas </li></ul><ul><li>Avoid technical jargon </li></ul><ul><li>Include a brief cover letter </li></ul><ul><li>Protect respondents confidentiality </li></ul><ul><li>Provide a stamped addressed return envelope </li></ul>
    176. 176. A good instructor … <ul><li>Shows a sincere interest in the client </li></ul><ul><li>Is enthusiastic during instruction </li></ul><ul><li>Develops a personal relationship with client </li></ul><ul><li>Considers the various reasons why a person is involved </li></ul><ul><li>Initiates client follow-up </li></ul><ul><li>Participates with the client </li></ul><ul><li>Honors special days </li></ul><ul><li>Counsels clients </li></ul><ul><li>Motivates clients </li></ul>
    177. 177. Costs of recruiting new members … <ul><li>Advertising </li></ul><ul><li>Telephone calls </li></ul><ul><li>Sales commissions </li></ul><ul><li>Sales and processing time </li></ul><ul><li>Development of a cold prospect list </li></ul><ul><li>Direct mailings </li></ul><ul><li>Printing direct mailing pieces </li></ul><ul><li>Telemarketing </li></ul>
    178. 178. Retention strategies … <ul><li>Call new members within a week of joining </li></ul><ul><li>Good programming </li></ul><ul><li>Staff becomes involved with members </li></ul><ul><li>Welcome letters or notes </li></ul><ul><li>Personalize thank you notes </li></ul><ul><li>Birthday cards </li></ul><ul><li>Anniversary cards </li></ul><ul><li>Get well cards </li></ul>
    179. 179. Strategies continued … <ul><li>Link members to their interests </li></ul><ul><li>Buddy new members with established members </li></ul><ul><li>Periodic welcome parties </li></ul><ul><li>Special incentives to new members for bring other new members </li></ul><ul><li>Facilities and equipment are attractive, clean, safe, and well-maintained </li></ul>
    180. 180. Strategies continued … <ul><li>Use focus groups and/or a suggestion box </li></ul><ul><li>Deal with problems before they turn members off </li></ul><ul><li>Organize special events </li></ul><ul><li>Offer a discount for all renewals </li></ul>
    181. 181. Planning is … <ul><li>The process of determining the organization’s goals and objectives, and selecting a course of action to accomplish them within the environment within and outside the organization. </li></ul>
    182. 182. Brainstorming rules <ul><li>Criticism is prohibited </li></ul><ul><li>Freewheeling is welcome </li></ul><ul><li>Quantity is wanted </li></ul><ul><li>Combination and improvement are sought </li></ul>
    183. 183. Brainstorming activities … <ul><li>Castles in the sand </li></ul><ul><li>Communication gaps </li></ul><ul><li>Detective work </li></ul><ul><li>Make it worse </li></ul><ul><li>Playmates </li></ul><ul><li>Pretend </li></ul>
    184. 184. Steps in planning process … <ul><li>Identifying internal and external connections and relationships </li></ul><ul><li>Establishing objectives </li></ul><ul><li>Developing premises </li></ul><ul><li>Decision-making </li></ul><ul><li>Implementing a course of action </li></ul><ul><li>Evaluating the plan </li></ul>
    185. 185. Classifications of plans <ul><li>Short- and long- term plans </li></ul><ul><ul><li>Applied strategic plans – five years </li></ul></ul><ul><ul><li>Operational plans – two years </li></ul></ul><ul><li>Standing plans </li></ul><ul><ul><li>Policies </li></ul></ul><ul><ul><li>Procedures </li></ul></ul><ul><ul><li>Rules </li></ul></ul><ul><li>Single-use plans </li></ul><ul><ul><li>Budgets </li></ul></ul><ul><ul><li>Programs </li></ul></ul><ul><ul><li>Projects </li></ul></ul><ul><li>Strategic planning </li></ul>
    186. 186. Objectives <ul><li>Are predetermined </li></ul><ul><li>Objectives describe future desired results toward which present efforts are directed </li></ul><ul><li>Key areas – market share, innovation, productivity, physical and financial resources, profitability, manager performance and development, worker performance and attitude, and social responsibility </li></ul>
    187. 187. Components of an applied strategic plan … <ul><li>Situational analysis </li></ul><ul><li>Highlights </li></ul><ul><li>Introduction </li></ul><ul><li>Vision statements </li></ul><ul><li>Values </li></ul><ul><li>Mission statement </li></ul><ul><li>Internal environment </li></ul><ul><li>External environment </li></ul><ul><li>Connections </li></ul><ul><li>Major action plans </li></ul><ul><li>Action priorities </li></ul><ul><li>Monitoring and evaluating </li></ul><ul><li>Review and approval </li></ul><ul><li>commitment </li></ul>
    188. 188. Situational analysis <ul><li>Description of geographical location and pertinent demographics </li></ul><ul><li>Description of the organization </li></ul><ul><li>A SWOT summary </li></ul><ul><li>Overview of major strengths and plans </li></ul><ul><li>Progress since last review </li></ul>
    189. 189. Highlight <ul><li>Describes </li></ul><ul><ul><li>major challenges </li></ul></ul><ul><ul><li>Customer/client needs </li></ul></ul><ul><ul><li>Major accomplishments </li></ul></ul>
    190. 190. Components of major action priorities … <ul><li>Specific problem </li></ul><ul><li>Project summary </li></ul><ul><li>Priority issues </li></ul><ul><li>Background </li></ul><ul><li>Vision of success </li></ul><ul><li>Action plan </li></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Baseline data </li></ul></ul><ul><ul><li>Action steps </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Responsibility </li></ul></ul><ul><ul><li>Timeline </li></ul></ul><ul><ul><li>Vision of success </li></ul></ul>
    191. 191. Pitfalls to planning <ul><li>Management not involved in the process </li></ul><ul><li>Management too involved </li></ul><ul><li>Failure to clearly define & develop goals </li></ul><ul><li>Failure to involve line managers </li></ul><ul><li>Failure to use plan </li></ul><ul><li>Failure to create a congenial & supportive climate for planning </li></ul><ul><li>Comprehensive planning is separate from the management process </li></ul><ul><li>Creating a plan that lacks flexibility & simplicity </li></ul>
    192. 192. Pitfalls continued <ul><li>Top management fails to endorse the plan </li></ul><ul><li>Top management makes intuitive decisions that conflict with formal plans </li></ul>
    193. 193. Common steps in benchmarking <ul><li>Determine what to benchmark </li></ul><ul><li>Prepare to benchmark </li></ul><ul><li>Conduct research </li></ul><ul><li>Select with whom to benchmark </li></ul><ul><li>Collect & share information </li></ul><ul><li>Analyze, adapt, & improve </li></ul>
    194. 194. Appropriate operational manuals <ul><li>Scheduling </li></ul><ul><li>Fitness </li></ul><ul><li>Operations </li></ul><ul><li>Emergency </li></ul><ul><li>Inservice training </li></ul><ul><li>Risk management </li></ul><ul><li>Sales & marketing </li></ul><ul><li>Repair & maintenance </li></ul><ul><li>Human resource </li></ul>
    195. 195. Delegation – why managers fail to delegate … <ul><li>Nobody does it better </li></ul><ul><li>Guilt </li></ul><ul><li>Insecurity </li></ul><ul><li>Lack of trust </li></ul><ul><li>Takes time </li></ul>
    196. 196. Transforming a group into a team … <ul><li>Management values individual initiative </li></ul><ul><li>Employees are eager to learn </li></ul><ul><li>Employees that have a we can solve anything attitude </li></ul><ul><li>Accountability is based on process and results </li></ul><ul><li>Performance management systems are aligned </li></ul><ul><li>Management is willing to walk the talk </li></ul><ul><li>Strong team values are established </li></ul>
    197. 197. Risk Management Steps <ul><li>Know the corporate insurance broker and the insurance carrier </li></ul><ul><li>Read all contracts/leases carefully </li></ul><ul><li>Secure bonding for employees handling money as well as the corporation’s employee association </li></ul><ul><li>Review current litigation issues </li></ul><ul><li>Check for appropriate employee certifications </li></ul><ul><li>Beware in daycare </li></ul>
    198. 198. Steps continued … <ul><li>Follow all rules and regulations established </li></ul><ul><li>Review and strengthen all waivers, warnings, and forms in general (e.g., releases to participate, medical releases, injury reports, inspection, maintenance, etc.) </li></ul><ul><li>Keep a camera handy </li></ul><ul><li>Clean up all facilities and equipment regularly </li></ul><ul><li>Review current litigation issues (e.g., discrimination, sexual harassment, wrongful termination, etc.) </li></ul>
    199. 199. Tortious acts include … <ul><li>Intentional </li></ul><ul><li>Negligent </li></ul><ul><li>Strict liability </li></ul>
    200. 200. A tort is … <ul><li>An act or omission producing injury to another. </li></ul><ul><li>A civil wrong for which remedy is a common law action for damages. </li></ul><ul><li>A wrong done to a plaintiff, or injured party. </li></ul>
    201. 201. Negligence <ul><li>Is the failure to do what a reasonably careful and prudent person would have done under the same or like circumstances, or the doing of something that a reasonably careful and prudent person would not have done under the same or like circumstances. </li></ul>
    202. 202. Levels of Negligence <ul><li>Malfeasance </li></ul><ul><li>Misfeasance </li></ul><ul><li>Nonfeasance </li></ul><ul><li>Reckless misconduct </li></ul><ul><li>Wilful/wanton conduct </li></ul><ul><li>Gross negligence </li></ul><ul><li>Slight negligence </li></ul>
    203. 203. Components of Negligence <ul><li>Damage </li></ul><ul><li>Duty </li></ul><ul><li>Breach of duty </li></ul><ul><li>Proximate cause </li></ul>