TO E R E AT C GR NST E IN JC TO STS, CEO W EI AT TE JACOB RE A Y JAYG R E DB G PR ES ENT E
THE PREMISEGetting staff to:Make changeAccept new visionThink outside the boxTo be great!!
KEY ITEMS Understanding the level of importance What they do impacts the success of the JCC Visual and perception What people see or perceive is their reality Function Protocols and Procedures Are they: Understood and performed flawlessly by staff Consumer-friendly Beneficial to the consumer Safety-oriented
KEY ITEMSKnowledge What is the expected level of expertise? How are we providing the tools for success? Anticipating/understanding trends Are we committed to being “the leader” Do we have staff committed to being “the leader” How are we providing the tools to “lead”? Re-investing In staff Appropriate salaries Bonuses Advancement Ongoing education
KEY ITEMSRe-investing (cont.) In the facility Are we truly “state-of-the-art”? Is there an ongoing updating plan? Expected level of cleanliness Do we accept less? How do we check? In equipment What is the updating/replacement plan? Expectations on repairs? How do we check?
KEY ITEMS Measurements Evaluations Are they done for every program? Do they ask the right questions? Surveys How are we learning what are members really think Are we asking the right questions Do we really want to know Creating Feedback We want to Know Program Encompasses the entire facility
KEY ITEMSCommunication Informing/reminding members Confirmation letters Every program All information Newsletters Overall agency Program specific Signage Permanent looking? Website User friendly? Information up to date E-mail Tracking “opening” percentage Social Media Current?
KEY ITEMSTechnology Does it meet your needs Member information Demographics Usage patterns Program usage Program Rosters Ability to target specific audiences Is it current
INPUTSFundraising Are goals realistic? Do we challenge ourselves Sponsorships or Partnerships Do we “nickel and dime” our donors Think one “ask” per year Are we creative and fun Want to or have to Grants
INPUTS - STAFFDo we have the “right” people in the “right” positions How long do we allow the “wrong” person to remain in placeHow do we keep our “key” players Empowerment Advancement Salary/Incentives BonusesWhat expectations do we create for ongoing staff education
INPUTS – LAY LEADERSHIPBoard MembersCommittee MembersVolunteers How do we develop all of the above Are we truly committed
INPUT - IDEASProgram Creativity and InnovationFacility Creativity and Innovation How do we encourage staff to think outside the box How do we remain or become “leaders” in what we do Are we truly committed to being great?
INPUT - FACILITYThe facility makes your first and/or ongoing impression Is it clean How do we ensure cleanliness? Is it updated and fresh What is the ongoing maintenance program? Is the atmosphere friendly and inviting What is the ongoing customer service program? How is it reinforced
OUTPUTS (RESULT OF INPUT)Positive overall mission impactMembership Increased renewal percentage Increase in new membersFacility/Program Usage Improved level of quality Higher usage Work towards becoming the “best” at what we do
OUTPUTSBranding Improved reputation More effective marketing Improved public relationsEducated and involved lay leadership
CRITERIA FOR HIRING STAFFPersonality (right person on the bus) Cannot teach someone to smile and say helloSkill Set (in the right seat) Position dictates whether a particular skill set is required or if the right personality can be taughtPassion for their work and the JCC (on the bus and in the right seat) Regardless of the position, do not want someone who is just collecting a paycheck
U ! O C JC Y E IN NST EI K W O CE N S , B HA BY JA Y JA COTPR ESE N TE D