1. TO
E R
E AT C
GR NST
E IN
JC
TO STS, CEO W
EI
AT TE JACOB
RE A Y JAY
G
R E DB
G PR
ES
ENT
E

2. THE PREMISE
Getting staff to:
Make change
Accept new vision
Think outside the box
To be great!!

3. 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

4. KEY ITEMS
Knowledge
 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

5. KEY ITEMS
Re-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?

6. 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

7. KEY ITEMS
Communication
 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?

8. KEY ITEMS
Technology
 Does it meet your needs
 Member information
 Demographics
 Usage patterns
 Program usage
 Program
 Rosters
 Ability to target specific audiences
 Is it current

9. INPUTS CREATE OUTPUTS

10. INPUTS

11. INPUTS
Fundraising
 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

12. INPUTS - STAFF
Do we have the “right” people in the “right” positions
 How long do we allow the “wrong” person to remain in place
How do we keep our “key” players
 Empowerment
 Advancement
 Salary/Incentives
 Bonuses
What expectations do we create for ongoing staff education

13. INPUTS – LAY LEADERSHIP
Board Members
Committee Members
Volunteers
 How do we develop all of the above
 Are we truly committed

14. INPUT - IDEAS
Program Creativity and Innovation
Facility 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?

15. INPUT - FACILITY
The 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

16. OUTPUTS (RESULT OF INPUT)
Positive overall mission impact
Membership
 Increased renewal percentage
 Increase in new members
Facility/Program Usage
 Improved level of quality
 Higher usage
 Work towards becoming the “best” at what we do

17. OUTPUTS
Branding
 Improved reputation
 More effective marketing
 Improved public relations
Educated and involved lay leadership

18. CRITERIA FOR HIRING STAFF
Personality (right person on the bus)
 Cannot teach someone to smile and say hello
Skill Set (in the right seat)
 Position dictates whether a particular skill set is required
or if the right personality can be taught
Passion 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

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