My Electronic Portfolio

1. HELLO! WELCOME TO THE
E-PORTFOLIO OF
MARTIS GOODWIN AND
THE LITTLE CENTER THAT
COULD.

2. THE CITY MANAGER SAID
THAT THE CENTER WAS
COSTING THE CITY MONEY
AND WAS NOT BEING USED.
The city wanted the center to become self-
supporting
I accepted the challenge

3. COMMUNITY
COMMUNICATIONS
Community relations

4. I SET OUT TO FIND OUT WHY
COMMUNITY GROUPS DID NOT USE THE
CENTER
I INTRODUCED MYSELF TO CIVIC GROUP
LEADERS TO INQUIRE AS TO WHY THEY
DID NOT USE THE CENTER
Number one response: they did not feel that the
center management cared about their concerns but
only cared about clean-up requirements which the
groups considered far too strict.

5. MY FIRST ORDER OF
BUSINESS,
DISCONTINUE THIS
CLEAN-UP
REQUIREMENT.
Since the Center could not as
yet afford a cleaning crew, I
became the cleaning crew.

6. It Worked. COMMUNITY GROUPS BEGAN TO
JOIN THE CENTER AS THEIR HEADQUARTERS. Then began renting the Center
for their fund raisers. Also the members of the groups began renting the
Center for their private functions

7. Boy Scouts joined the
Center

8. Girl Scouts join the
Center

9. The Jaycees and a
Karate Club join the
Center.

10. The VFW joins the
Center.

11. Lions Club joins the
Center.

12. Adult Exercise Classes and
Hunter Safety Classes.

13. The Huron
Valley Yellow
Jackets join
the Center
a youth sports
group

14. It becomes A COMMUNITY CENTER
after years of being unused

15. Dances for the young and older.
Youth dances Senior Citizen dances

16. Rock Concerts began to book at
the Center

18. So Much Happening

19. Keeping the community informed of so
much happening

20. Now with a Center that they can call
home, community groups begin to
organize ways to raise money for
their projects

21. More fundraisers

22. GOVERNMENTAL
RELATIONS

23. Worked with the County to bring a
County Commissioners meeting to the
Center and to get the PR out to the
community concerning the meeting
W
o
r
k
e
d
w
i
t
h
t
h
e
C
o
u
n
t
y
t
o
b
r
i
n
g
a

24. Worked with the County Executive‟s
Office to hold a public forum to discuss
the proposal to raise taxes to enlarge
jail space
Worked with the
County
Executive‟s office
to hold a public
forum to discuss
the proposal to
raise taxes to
enlarge jail
space

25. Forging
Relationships between
Civic groups to create
community
COMMUNITY
COMMUNICATIONS

26. The Historical Society
requested permission
to place a holiday
tree at the Center. I
suggested that it be a
community tree and
allow all the
organizations that call
the Center home to be
invited to put
decorations on the
tree. It became a
yearly tradition.

27. Groups began working together to
design tours and educational
opportunities for the public

28. People from the youth sports program
called requesting an emergency blood
drive. I worked with the Red Cross to
get the community involved.

29. The community came together
The
Com
munit
y
came
toget
her

30. A parent of a disabled child telephoned
me and asked me if the Center would
develop a program for children like hers
like the Center has the youth sports
program. After much thought I decided to
ask the adult exercise leader if she would
consider doing such a program. Between
her and I and few parents we created an
exercise program for the disabled.

31. It worked, and was successful

32. Her is a quote from The Huron Valley
Times concerning this program‟s success
 “This is an example of listening to the public and
creative thinking. After listening to two mothers of
disabled children explain that their children cannot
participate in the Center‟s youth programs, Martis
Goodwin worked with them and some professionals
to create this program. It is the first such program in
Michigan, possibility the nation. In addition to
individuals twenty-two residential homes signed up
the first day. Recreational Directors and Residential
Home Directors from three states have already come
to the Center to talk with Goodwin and study his
program in efforts to start programs of their own.”
The Huron Valley Times

33. In appreciation
the groups that used the
Center began to give
back by giving donations
to the Center

34. The Yellow Jackets donate a
Trophy Case to the Center

35. The Rotary Club donates a projection screen
and venetians blinds to darken the room
when using the screen to the Center
 Rotary
Club
gives
the
Center
a
Project
ion
Screen
and
Veneti
ans
Blinds
to
Darken
the
room
when
using
the
screen

36. One day I gave a simple drawing of a sign for
the Center to the Mayor. I said that I would like
to get the community groups that use the Center
to work together to build the sign. He tossed the
picture back at me and said that it would never
get built because no ones cares about the Center
enough to pay for it. I started asking the groups
if they would be willing to help. Every group told
me that that would contribute. The Rotary Club
volunteered to spearhead the drive. It
happened. Much to the amazement of the mayor
and council.

37. The sign drive starts

38. Here is a picture of the 16‟ by 12‟ sign in
an article in the Downriver Magazine
This is a
picture of
the sign in
an article
about the
Center in
the
„Downrive
r
Magazine
‟

39. The sign becomes a landmark, groups and individuals
take their picture standing in front of the sign
  The Rotary Club pose
in front of the sign

40. Now the challenge was to
recruit paying customers.
The Brand Equity of the Center worked
against me. Business people did not think
that the Center would be suitable for
their purposes.
They told me.
“Isn‟t that just a place for baby showers?”

41. MARKETING AND BUILDING
BRAND EQUITY

42. Business Leaders had other doubts also.
 * Nobody has heard of the place.
 * Nobody knows where it is. How
would anybody find it?
 * It is too small for anything serious.

43. Also working against me was business
leaders automatically booking the
Renaissance Center or the Joe Louis
Center.
 I was Persistent. I talked about the Center
everywhere. I started a aggressive public
relations campaign. „Before you book,
look at the Center for your next event.‟

44. I needed to develop selling strategies
 The first strategy I developed was:
an organization that rented the
Rockwood Center for their exhibit or
trade show would receive more
attention and help than they would
from either the Renaissance Center of
the Joe Louis Center.

45. Finally, it worked. Kelly Services began
using the Center for its monthly out-services

46. Then I received the
challenge of my
first commercial
trade show
A Michigan, Indiana, Ohio
regional lawn care trade show
and exhibit organizers
contacted the Center. They
doubted that the center could
meet their needs but they said
they would let me try.

47. I went to work
 I measured out the center to plan
where they could exhibit all their
lawn care equipment, placement
of information booths and a
comfortable passage though the
show.

48. I booked
their trade
show
The first
commercial exhibit
at the Center

49. I went to work to make sure the exhibit got
heavy PR

51. It was a success. The fears that the Center
being unknown and no one knew where it was
proved unimportant. People found the place
coming from more than three states.
The doubt that it was too small to do a trade
show was also proved wrong.
The Center was no longer viewed
as “just a place for baby showers”

52. THEN SOON
CAME A
NATIONAL SHOW
The National Cocker
Spaniel Dog Show

53. As the article
states, this dog
show always
used the
Renaissance
Center before,
but I “nailed it
down” for the
Center

54. After the
dog show the
Detroit
Cocker
Spaniel Club
joined the
center

55. EVENT
PLANNING

56. Worked with the State Police and various civic
groups to plan the 50th anniversary of the
Michigan State Police.

57.  With the Center filled with the Commander of
the Michigan State police and all the post
commanders in the State of Michigan, numerous
Mayors and State Officials I was informed by
the kitchen staff that smoke was coming into the
kitchen and feared a fire. I checked out the
Center as quickly as I could and soon
discovered that the smoke was from the
Commander‟s helicopter coming in the kitchen
air intake vent. I calmly handled the problem
with nobody knowing that there had been a
problem

58. Worked with numerous service groups
to coordinate an exhibition for
senior citizens

61. I helped plan state
wide events like
the Michigan State
Police anniversary,
regional events
like the senior
exhibition and
local events like
the yearly Mayor
Exchange Day

62. Then I planned
an international
event

63. Worked with the City
and County
governmental
officials bodies and
the Japanese
Company (Penstone
Inc.) executives in
planning this
welcome to
Rockwood‟s Industrial
Park.

64. HEADLINES
TELL THE
STORY

65. “The Center took in more revenue in the first six months
of this year than in all of last year.”

66. “Rentals and usage are up
at the city‟s center”
“Rockwood‟s Center is the
busiest in the southern
Downriver area”
“Rentals increased two thirds
last year”
Before Goodwin “it (the
Center) was used little, if at
all. At one point it sat
empty, completely unused”
“He (Goodwin) took the bull
by the horns and ran with it „
said the Mayor”

67. When Goodwin took over the Center
the only activity was a senior lunch
program. He has added several
activities”

68. THEN THE
AWARDS
BEGAN

69. “Mr. Goodwin
has created a climate
of support, trust and
respect between the
Center and the
community”
“
“Out of the 54
Centers in Wayne
County only one other
has been honored with
the Focal Point Award”

70. “Martis Goodwin,
Director of the Center
was praised for creating
an atmosphere at the
Center that
acknowledges the value
of human life and
affirms the dignity and
self-worth of the older
adult”

71. Letters to the editor concerning my work at the Center.
“Mr. Goodwin maintains excellent
control. The kids like him and look up “Mr. Goodwin’s smile and
to him. I felt my kids were safe excitement express someone who’s
because of the rules Mr. Goodwin headstrong , concerned and aware of
upheld” everything that is going on. He has a
positive and coolheaded approach”

72. Quotes from other articles
 “Revenue tripled in the first year” The Huron
Valley Times
 “The Wayne County Health Department during
its last two inspections gave the Center 100
percent ratings, up from 60 and 70 percent
ratings prior to Goodwin taking over” The
Huron Valley Times

73.  “Because of all the programs Goodwin
has developed at his Center, it is the only
Center in all of Out-Wayne County which
serves 10 percent or more of the
population in its service area. No other
city comes anywhere near to that
number.” The Monroe Evening News

74.  “Martis Goodwin is very visible in South-
Eastern Michigan. He has proven himself
aggressive, creative and compassionate.
He has also proven to be a strong and
capable spokesperson for South-Eastern
Michigan. However, few people know
that in private, Martis Goodwin is a quiet,
kind, low-profile man.” The Huron Valley
Times

75. LETTERS
OF
RECOMMENDATION

76. “As a student this young man
exhibited a most unusual pattern
of study: first , he set about
thoroughly covering the
requirements of the course until he
has assured himself a top grade;
then he conducted his own
intellectual inquiry carrying
himself well beyond any
instructor‟s expectations „
“I heartily recommend him,
especially for activity that
requires a higher level of
intellectual ability”

77. “He (Martis Goodwin)
is thoroughly reliable,
dedicated to ethical
and intellectual values,
perceptive and
sensitive in his
relationships with
other persons. I
recommend him to you
without qualification”

78. “He (Martis Goodwin) is a
hard-working individual who
took his responsibilities
seriously”
“Martis had to master a new
and complicated “trade
language” as well as a host
of complex procedures. In
both respects, Martis
demonstrated quick
comprehension and a solid
retention of new terminology
and concepts”

79. “He (Martis
Goodwin) has
been a
conscientious,
dependable
employee. He
works equally well
on his own or
working with
others”

80. “His (Martis
Goodwin) ability
to work with
numerous people,
superiors, peers,
subordinates, to
bring an activity to
closure is
excellent.”

81. “He (Martis Goodwin) functioned
extraordinarily well with my staff.
His energy or aggressiveness is
contained in far more subtle job
skills.
-a listening ability of no mean
proportions
-calm detachment reflects his
objectivity
-tenacious about fact finding and
able to make practical applications
of complex situations in written form
-understands how to manage conflict
by developing consensus”

82. Thank you for taking
the time to review my
e-portfollio. I look
forward to working
with you.