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Revised 11/01

THE UNITED STATES JUNIOR CHAMBER ®

The Book : Chapter Officers
• Officer Orientation • International VP
• Chapter President • State Director
• Vice President: • Treasurer
Working with Directors • Secretary
Vice President Timeline • Legal Counsel
• Community VP • Public Relations Director
• Individual Development VP • Chaplain
• Management VP • Local Director
• Business VP

Officer Orientation LOCAL PRESIDENT: PLEASE MAKE SURE
TO COPY AND DISTRIBUTE THE
The role of chapter officers is to serve as a voice for APPROPRIATE SECTIONS OF
the general membership and consolidate the energy of THIS BOOK TO CHAPTER OFFICERS.
the members and community to achieve preset goals.

Chapter President
The job descriptions in this section of The Book 2002
are intended to serve as guidelines. Each chapter will
determine what each officers' specific responsibilities
will be.
Job Description
Because of the intricate set of local, state, and feder- THE OFFICE OF PRESIDENT is a continuous
al laws governing not-for-profit organizations, The position. It was there before the current President was
United States Junior Chamber recommends that office elected and it will be there for his or her successor. Part
holders, either through qualified legal counsel or knowl- of the role is to review activities of previous adminis-
edgeable private legal counsel, fully understand the trations and improve conditions and activities for the
applicable laws and subsequent officer liabilities. future of the chapter.
Every officer, regardless of position, is responsible to: The President is the chief executive officer and
• Personally recruit and promote recruitment of new the guiding force in the chapter. He or she presides
members. over the Board of Directors and the membership and
• Report to the supervising chapter officer on a regu- ensures that the Board acts in concert with the desires
lar basis and work toward achieving the overall goals of of the membership. He or she leads the chapter in a
the chapter. manner that will successfully blend community needs
• Attend all chapter Board and membership meetings. and the needs of members working together for mutu-
• Attend district, region, and state meetings and train- al benefit.
ing sessions. The President is assisted by the chapter’s Board
• Communicate regularly with members as to their of Directors. By nature of the position, the President
needs and requests. will be perceived as being responsible for every detail,
• Actively participate in the Degrees of Jaycees every action, every success, and even the failures.
Program. However, he or she is not alone! The Board will be of
• Assist the chapter in attaining Blue Chip status. invaluable assistance.
• Assist with the affiliation of new chapters. The Board of Directors consists of the Chairman of
• Uphold the Bylaws of the national, state, and local the Board, Vice Presidents, Treasurer, Secretary, Legal
organization. Advise the President of inappropriate Counsel, State Director, Directors, Chaplain, and
activity and/or violations. Parliamentarian. Together, the President and the Board
• Actively participate in the decision-making process of Directors set policy for the chapter, taking their
of the chapter. direction from the membership.
The President executes policy through the offi-

USJC The Book • 1 • Chapter Officers
cers and committee chairpersons. He or she should understand all issues to be voted on.
define, in writing, the precise authority and responsi- The President should serve as the chief public
bility each officer, director, and committee chairperson relations representative for the chapter in the com-
is given in order to ensure that they are fully trained for munity and must behave professionally as befitting
their jobs. Board members work with the President, but a chapter leader.
not for him or her. The President and members of the The President encourages involvement and leads
Board should be respectful of the other’s authority and by example, getting to know members, recruiting
responsibility so that together they can focus on pro- new members, and becoming personally involved in
ducing a healthy and successful chapter. chapter projects. He or she should share information
The President coordinates, inspires, and teaches. through newsletter articles, taking care to see that all
The Board is the servant of the membership. The role members are adequately informed. He or she should
of a Chapter President is to serve as the chief executive tend to problems as they arise and ensure their resolu-
officer of the local organization, handling administra- tion.
tive and personnel management and implementing the The President should lead the chapter in a man-
directives of the Board of Directors. As the leader of ner that will fulfill its purpose to create an atmos-
the local organization, he or she also serves as a mem- phere in which the member can receive the benefits
ber of the state organization Board of Directors, and of membership, the image of the chapter is
the regional and district Boards, representing the views enhanced, and members of the community receive
of the chapter. assistance through activities that show positive
The President should make a point to know the results.
chapter Board of Directors personally and profes-
sionally, especially regarding their Jaycee goals and
NOTE: PLEASE COPY AND DISTRIBUTE
backgrounds. In the same way, the President should
THIS SECTION TO ALL
share his/her goals for the year and beyond with the
CHAPTER VICE PRESIDENTS.
Board.

Vice President
The President should call together the full Board
for the purpose of constructing a chapter plan. This
will help Board members secure a clear understanding
of what is expected of them including communication
Responsibilities
with the chapter officers for which they are responsible The role of the various Chapter Vice Presidents is an
and the results of each activity in their area. essential one.
The President should work hand-in-hand with Vice Presidents serve as the team coaches and
the Treasurer to ensure the chapter is fiscally trainers for the Directors assigned to their areas. As
sound. He or she should also work closely with the team coaches, the Vice Presidents should develop
Secretary to ensure chapter records are in order and friendships with their team members, get to know them,
with the Vice Presidents to ensure that programming how they want to be involved, and listen to their input.
meets the needs of members, the chapter, and the com- The successful Vice President should be a good facili-
munity. tator and mentor.
The President should preside over Board meet- Vice Presidents assist the chapter by assessing the
ings, guiding the discussion on chapter business and needs and interests of the members, reviewing prior
the well-being of the membership. Membership year chapter plans for their areas, and developing (with
meeting agendas are prepared at this time, so officers the help of their teams) a plan of action for their areas
will know what is to happen and what will be expect- in the coming year.
ed of them. Vice Presidents should work with other members of
The President should make use of the talents and the executive team (President, other Vice Presidents,
abilities of the officers by delegating tasks and and the Chairman of the Board) to ensure that sufficient
authority rather than trying to handle every detail resources are available such as manpower, funds, and
personally. He or she should follow up as necessary, time, to implement planned programs and achieve pre-
but it is vital that officers know when they are in set goals.
charge, they are “in charge.” Vice Presidents should continually monitor and eval-
The President will represent the needs of the uate their programming, making changes when neces-
members of his or her local chapter by serving on sary.
district, regional, and state Boards. He or she should Vice Presidents should prepare quarterly evaluations

USJC The Book • 2 • Chapter Officers
and an annual evaluation of their progress, to be includ- • Holding team meetings.
ed as part of the programming books for their areas. • Touching base by phone weekly.
These programming books will be submitted for judg- • Writing down goals, expectations, and responsibili-
ing. In addition, Vice Presidents must monitor their ties — each team member should be given a copy of oth-
budgets to ensure that projects are in line with estab- ers’ goals and job descriptions.
lished funding.
Vice Presidents should continually solicit feedback Vice Presidents should hold their team members
from members regarding the members’ needs and inter- accountable for mutually agreed upon responsibilities
ests. This will not always be done in the form of a for- by:
mal survey. Make a new Jaycee friend every day! • Avoiding the urge to do their jobs for them.
Vice Presidents are responsible for managing the • Always expecting the best.
work flow in their areas. As the plan is completed, pro- • Empowering them to do the job.
ject responsibilities should be divided among the
Directors. Vice Presidents should stay in close contact Vice Presidents should maintain and reinforce the
with the Directors, assisting them with the recruitment lines of communication in the chapter with:
and training of chairpeople whenever necessary. • External organizations/individuals.
Vice Presidents should be aware of project develop- • The Chapter President.
ments, providing guidance over the rough spots. Many • Other Vice Presidents.
times the success of a project will depend upon the abil- • Directors.
ity of the Vice President to coach and motivate, know • Chairpersons/general members.
when to step in and lend a hand, or give a pep talk. They
should follow up to ensure that Directors are on target Vice Presidents should foster communication up and
without becoming overworked or uninterested. down the ladder by:
Vice Presidents should keep the President informed • Working to never circumvent the line.
of happenings in their areas. This includes the progress • Informing the President of breaches of communica-
of projects, problems, and successes; the complete tion protocol.
“goings on.”
Vice Presidents should communicate the schedule of Vice Presidents should mentor the team to build
events and other pertinent issues at Board meetings and future leaders by:
general membership meetings. These should be out- • Keeping a positive attitude and looking for good in
lined on the agenda given to the President the week others.
prior to the meeting. • Involving the team in what is being done.
• Praising strong efforts and jobs well done and say-
Working with Directors ing, “Thank You!”
Vice Presidents should get to know their assigned • Thinking of each team member as the next VP,
Directors by learning about: President, etc.
• Their interests, hobbies, etc. • Providing constructive criticism when it can be well
• Their goals for the year. received.
• Their reasons for serving.
• Their personal goals. Vice President Timeline
• Their strengths/weaknesses. GETTING STARTED
Vice Presidents will find that the first two months
Vice Presidents should train their assigned Directors are busy times for all Board members. They should
concerning: remember that time spent NOW guarantees rewards in
• The VP’s goals and aspirations for the year. future months as the Vice President and the other mem-
• What their jobs are and how to do them. bers of the team begin to produce results, and goals of
• Where to find the resources they need in order to the programming area are realized.
develop their weaknesses into strengths. Following is a list of things to be done in the first
• The corporate development of goals, priorities, and two months that will help Vice Presidents and their
assignments. teams prepare for a successful year:
Review last year’s chapter plan and the evaluations
Vice Presidents should maintain constant communi- for the area. If the chapter submits programming
cation with the team by: books, it is likely that each Vice President will start the

USJC The Book • 3 • Chapter Officers
year without those books. So, the prior year’s VP • Determination by the President of the deadline for
should provide the following to their successor: completion of the DRAFT of that area’s chapter plan.
• A copy of the previous year’s chapter plan Directors should be fully aware of this deadline. When
• A copy of each of four quarterly evaluations the draft is due, the draft calendar and budget are also
• A copy of the annual evaluation due.
• A copy of the final year-end financial report (bud- • Determination by the President of the deadline for
get and actual) — these may be obtained from the the FINAL submission of that area’s chapter plan. The
Treasurer or President Board of Directors should approve the entire chapter
• A copy of CPGs for the first- and second-quarter plan (including calendar and budget) as an item of
projects business at a regularly scheduled Board meeting. Each
Copies of these items should be distributed to the person on the Board should receive a copy of the entire
Directors, especially the plan and annual evaluation. plan.
These should be sent out in advance of the first team REMEMBER: Directors should be fully involved in
meeting. (Do not distribute the CPG copies at this time goal setting. This is an important tool in the establish-
— addressed below.) ment of responsibility and ownership.
Don’t wait to conduct a team meeting. The Vice Include the President in chapter planning meetings.
President would be well-advised to schedule a team The President’s overall responsibility is to manage the
meeting as early as possible, so that everyone has a chapter plan and the integration of each Area of
clear understanding of the area’s purpose. The Vice Opportunity all year long.
President must determine early in his or her year where The President should be informed of progress. If
the Directors’ interests lie, how each Director wants to help is needed, ASK!
contribute, and the goals each Director would like to
see accomplished. MONTHLY
The Vice President should make an effort to learn Many hours have been spent planning and strategiz-
why they became Directors. This is IMPORTANT! ing. Now is the time to implement all those plans. Here
The Vice President won’t accomplish much if the are a few items that need to be done on a monthly basis
Directors aren’t INVOLVED and EMPOWERED. to keep members informed of events and, most impor-
Complete the assigned area’s chapter plan for the tantly, to help the programming team stay focused and
year as a team. Schedule and conduct team chapter on target.
planning meetings, which should include: The week before the monthly membership meeting,
• Directors, the Vice President, and the President. the Vice Presidents should:
Meetings should be structured to meet the needs of • Contact all assigned Directors and talk with them
each individual team. about the projects they’re managing for the current and
• Identification of the needs of the chapter as defined next month.
by the community and member survey, as they pertain • Offer assistance if the Director is having difficulty
to the assigned programming area, the strengths and lining up chairpeople.
weaknesses of the chapter, and goals the team wishes • Determine whether assigned chairpeople will be at
to accomplish. The Vice President should go over the the meeting. If so, have they talked about how to “sell”
budget and the calendar of events with the team. the project to the membership? If not, the Director
• Time after the set of meetings is completed to type should be prepared to promote the project.
the plan in the appropriate format. • Ask about the date, time, and location of the pro-
• Assignment of a portfolio of projects for each ject. Vice Presidents may have to help their Directors
Director at the final chapter plan team meeting to find chairpeople for projects especially in the first and
ensure that the workload is both accommodating and second quarters.
balanced. Especially note that: • Organize the project information into an agenda.
1. If a Director has a known time frame on his or her Each project should be listed with chairperson(s),
real job with excessive overtime, that Director should phone number, the date, time, and location. List pro-
not be given a project to manage that falls within that jects in categories:
time frame. • Current events (any project occurring between this
2. NO Director should have more than two projects meeting and the next)
going in any given month. (Ongoing projects may be • Upcoming events (any project occurring after the
an exception depending on the Director.) The CPG next meeting)
copies should be distributed to the appropriate • Ongoing events (any project that occurs on a
Directors at this time.
USJC The Book • 4 • Chapter Officers
monthly basis) Optional but Recommended:
• FYI (events that may be of interest to the member- • Conduct monthly team meetings with the
ship, but aren’t chapter projects) Directors, which will help them stay organized. It also
• Turn agenda items in to the President one or two helps for the whole team to brainstorm about problems.
days prior to the meeting. This creates a camaraderie and an enthusiasm that the
For the membership meeting, the Vice Presidents membership can’t help but catch. It also gives the Vice
should: Contact all team members prior to the start of President an opportunity to constantly evaluate the
the meeting, and ensure that they understand that they, workload and redistribute it if necessary.
or their chairperson, will be asked to speak about their • Instruct the Directors to collect completed CPGs
projects. from their chairpeople prior to the Board meeting fol-
Post a sign-up sheet in the room for every project on lowing the running of their project. This will decrease
the agenda. the pressure on Directors and chairpeople at the end of
The week before each Board meeting, the Vice each quarter when it is time for quarterly evaluations.
Presidents should:
• Contact the Directors again to follow up on pro- QUARTER END MONTHS
jects. The Vice President should ask about changes to These are special months. Vice Presidents should
upcoming projects, issues to be dealt with, and any spend time writing the chapter plan quarterly evalua-
budget changes that need to be approved. tion and putting together the books for submission (if
• Ask the Directors to contact their chairpeople and the chapter does books). The first quarter will take a
help them write articles to promote upcoming events or little longer than subsequent quarters since the evalua-
report the results of events that have occurred in the tion will have to be formatted for the first time. EVEN
prior month. (Writing project articles for the chapter IF THE CHAPTER DOES NOT SUBMIT BOOKS, A
newsletter is the job of the chairpersons, but they fre- QUARTERLY EVALUATION SHOULD STILL BE
quently need to be reminded to do so.) WRITTEN! The quarterly evaluation will indicate
• Ask whether Directors have helped their chairpeo- whether the area’s goals are on target.
ple finish CPGs for completed events or start CPGs for Before actually writing the evaluation, Vice
upcoming events. Presidents should read through all the project CPGs
• Prepare the Board meeting agenda. This is basical- and go over the sign-up sheets for the projects. By
ly the same as the membership meeting agenda, except doing this, project impact can be determined and, ulti-
that projects are “moved” up. In other words, current mately, the impact of that area of the chapter. Once
events are now those projects occurring between this impact has been determined, look at the original goals
Board meeting and the next. The Board meeting agen- to see if the team is on track to meet those goals.
da includes “discussion items.” Once the quarterly evaluation is completed, Vice
• “Discussion items” are those items that need to be Presidents should meet with the Directors to discuss
discussed with the Board of Directors regarding the how they feel the quarter went. Should goals be
management of the assigned area. For example, revised? What projects should be added or deleted?
increases in the budget or the approval of a project Does the budget need to be adjusted? Remember, part
which wasn’t in the original chapter plan need to be of the reason for writing quarterly evaluations is to
brought before the Board. Typically, the “discussion redirect efforts by identifying problem areas and plan-
items” are what the Board meetings are about. The rest ning solutions. The entire Board should also meet to
of the agenda is intended to clarify project information discuss the entire chapter plan and approve revisions as
and no time is spent discussing the projects listed necessary.
under current and upcoming events.
Base the agenda on the Calendar of Events. The YEAR-END
Board meeting is where Vice Presidents should be These are critically important months. Part of the
“getting ahead of the game” and implementing the plan success of the year can be measured by the way the
for the future. transition period has been set up for the next team.
Write the newsletter article (the timing depends on Writing a 15-month chapter plan is an opportunity to
the newsletter deadline). Each VP and the President deliver an easy transition in the first quarter.
should write newsletter articles each month. The con- Vice Presidents should:
tent of the article should include the happenings in the • Make sure the assigned area has project run dates
assigned area. Additionally, chairpeople should be sub- for the first quarter. This will allow the next team to
mitting articles about their projects. concentrate on building a good plan while learning the

USJC The Book • 5 • Chapter Officers
skills required to complete a successful year. Individual Development Vice President to ensure mem-
• Recruit chairpeople for first-quarter projects. bers are prepared for the community development pro-
Schedule first committee meetings, if applicable. jects they have selected. The Community Vice President
• Provide the new VP with copies of the first- and directs recruitment (internal and external) activities of
second-quarter CPGs, so they have an information the chapter. Get to know members and their needs, and
base from which to run projects. constantly promote the chapter and member’s image in
• Provide the new VP with copies of the area’s the community.
chapter plan, quarterly evaluations, and an annual
evaluation.
Individual
Development VP
• Meet with the new VP to turn over information,
share ideas, and help him or her get started on the
right foot!
Suggested Area of Opportunity Responsibilities: Life

Community VP
Improvement, Chapter Management (officer and mem-
ber training and communications), Member Services
(orientation and activation).
Suggested Area of Opportunity Responsibilities:
• Develop and conduct a member survey to determine
Community Service, Community Fundraising,
the strengths and weaknesses of the chapter and the
Governmental Involvement, State and National Junior
needs of the members.
Chamber Involvement, Membership Recruitment
• Develop a plan of action for the Area based on the
(recruitment, extensions, internal chapter assistance).
results of the survey.
• Develop and conduct a community survey to deter-
• Assist the Treasurer in the development and mainte-
mine the needs or problems in the community.
nance of the individual development portion of the
• Develop a plan of action for the Area based on the
chapter budget.
results of the survey.
• Supervise and train assigned Directors.
• Assist the Treasurer in the development and main-
• Oversee the selection and training of project chair-
tenance of the community portion of the chapter budget.
persons by Directors.
• Supervise and train assigned Directors.
• Write and submit monthly articles for chapter pub-
• Oversee the selection and training of project chair-
lication.
persons by Directors.
• Periodically evaluate Area plan and report progress
• Write and submit monthly articles for chapter pub-
to the chapter’s Board of Directors.
lication.
• Provide a written evaluation of assigned Area at
• Periodically evaluate assigned area plan and report
year-end.
progress to the chapter’s Board of Directors.
• Oversee the selection of guest speakers to meet
• Provide a written evaluation of the area at year-end.
members’ personal development needs.
• Serve as or oversee a liaison between the chapter
• Utilize individual development projects to recruit
and the community. (i.e.: city government, Chamber of
new members into the chapter.
Commerce, other civic organizations, school board,
• Promote participation in the individual competition
etc.)
programs.
•Utilize community projects for the recruitment of
The IDVP is the leader in “member advancement.” It
new members into the chapter.
is through the efforts of the Individual Development
The Community Vice President is the leader in
Vice President that the requests and needs of the mem-
“community advancement.” He or she directs efforts to
bers are addressed. First, survey the membership to
identify community needs; selects (with the Board) the
determine its needs. After discussing these with the
ones the chapter can effect; and determines the best way
chapter Board, complete the Individual Area of
to achieve results. First, survey the community to deter-
Opportunity portion of the chapter plan, working hand-
mine those items needing to be addressed. After dis-
in-hand with the Treasurer to ensure budgetary items are
cussing these with the chapter Board, complete the
covered.
Community Area of Opportunity portion of the chapter
Work with the Community Vice President to make
plan, working hand-in-hand with the Treasurer to
sure members are prepared to conduct community-
ensure budgetary items are covered.
focused projects. Get to know members and their needs,
The Community Vice President works with the
and constantly promote the chapter and member’s image
Individual Development Vice President to include com-
in the community. The Individual Development Vice
munity development projects in the chapter’s member
President should ensure that members are trained in
activation program. He or she also works with the
USJC The Book • 6 • Chapter Officers
such a manner to conduct effective programming in all chapter/community and the needs of the members/com-
areas. The IDVP also collaborates with the Business, munity.
International, Management, and Community Vice • Develop a plan of action for the Area based on the
Presidents to include their projects and programs in the results of the survey.
promotion of member activation. • Assist the Treasurer in the development and mainte-
Management VP nance of the Business portion of the chapter budget.
• Supervise and train assigned Directors.
Suggested Area of Opportunity Responsibilities:
• Write and submit monthly articles for chapter publi-
Chapter Management (planning and evaluation),
Financial Management, Chapter Activities, and Public cation.
Relations. • Periodically evaluate Area plan and report progress to
• Develop and conduct a member survey to deter- the chapter’s Board of Directors.
mine the strengths and weaknesses of the chapter and • Provide a written evaluation of assigned Area at year-
the needs of the members. end.
• Develop a plan of action for the Area based on the • Utilize Business Area of Opportunity projects to
results of the survey. recruit new members into the chapter.
• Assist the Treasurer with the development and • Promote participation in the interview competitions
maintenance of the chapter budget. (Armbruster, Brownfield) and Debate competition pro-
• Supervise and train assigned Directors. grams. The Business Area of Opportunity Vice President
• Oversee the selection and training of project chair- responds to the needs of the membership and the commu-
people by Directors.
nity for business-oriented programs. First survey the mem-
• Oversee the publication of a monthly chapter pub-
bership and community to determine their needs. After
lication.
• Write and submit monthly articles for chapter pub- discussing these with the chapter Board, complete the
lication. Business portion of the chapter plan, working hand-in-
• Oversee the chapter’s public relations efforts. hand with the Treasurer to ensure budgetary items are cov-
• Periodically evaluate the Area plan and report ered.
progress to the chapter’s board. The Business Area of Opportunity Vice President
• Provide a written evaluation of Area at year-end. works with the Individual Area of Opportunity Vice
• Oversee all ways and means projects. President to include Business programs in the chapter’s
• Oversee recognition program for the chapter. member activation program. Also work with the
• Ensure Blue Chip submissions are done on a time- Community Area of Opportunity Vice President to make
ly basis. sure that members are prepared to conduct business pro-
The Management Development Vice President gramming for the community. The Business Area of
keeps up with what’s going on and who’s doing it.
Opportunity Vice President also ensures there is enough
Why? Because each member must be involved in the
manpower available to run Business programming.
Junior Chamber to get any benefit from it.
Management Development is the area that tracks the
“health” of the chapter by knowing about progress International VP
being made on the accomplishments of chapter goals.
Whole chapter health is recorded through the Blue Suggested Area of Opportunity Responsibilities:
Chip program. It is the MDVP who makes sure proper International Involvement.
paperwork is submitted for these programs. The • Develop and conduct a member survey to determine
Management Vice President provides social and recog- the strengths and weaknesses of the chapter and the needs
nition programs to the members to ensure continued of the members.
interest in the chapter by the members. • Develop a plan of action for the Area based on the

Business VP
results of the survey.
• Assist the Treasurer in the development and mainte-
nance of the International portion of the chapter budget
Suggested Area of Opportunity Responsibilities:
• Supervise and train assigned Directors.
Business Opportunities, Leadership Development.
• Write and submit monthly articles for chapter publi-
• Develop and conduct a member/community survey to
cation.
determine the strengths and weaknesses of the
• Periodically evaluate Area plan and report progress to

USJC The Book • 7 • Chapter Officers
the chapter’s Board of Directors. the Board of Directors, the State Director selects chap-
• Provide a written evaluation of assigned Area at year- ters to visit, contacts those chapters, and arranges for
end. transportation. Through work on various levels, the
• Utilize International Area of Opportunity projects to State Director knows what’s going on around the state
recruit new members into the chapter. and therefore can identify chapters for visitations.
The International Area of Opportunity Vice President is Through this network, the State Director is also
the leader in global awareness in the chapter. It is through aware of communities that don’t have chapters. It is
the efforts of this Vice President and his or her team, that through his or her efforts that the chapter completes
programs exposing members to different countries and extensions. This involves not only recruiting, but stay-
cultures are developed for the chapter. And provide educa-
ing in close touch with the new chapter to ensure it
tional opportunities for the members.
knows everything it must do to become successful.
First survey the membership to determine their needs.
The State Director will:
After discussing these with the chapter Board, complete
• Serve as a member of the state Board of Directors
the International portion of the chapter plan, working
along with Chapter President.
hand-in-hand with the Treasurer to ensure budgetary items
are covered. • Prepare and present reports to the Board of
The International Area of Opportunity Vice President Directors and the general membership on district,
works with the Individual Area of Opportunity Vice regional, state, national, and international meetings.
President to include International programs in the chap- • Submit articles to chapter publication on activities
ter’s member activation program. The Community Area of of district, region, state, national, and international
Opportunity Vice President also ensures there is enough meetings.
manpower available to run International programming. • Develop and coordinate the chapter visitation pro-
gram.
State Director • Promote attendance at district, region, state, nation-
al, and international activities.
Responsibilities • Plan and coordinate the efforts of the chapter on
The State Director is the link between the chapter extending new Jaycee chapters.
and the state, national, and international organizations. • Supervise book submissions to state, national, and
Along with the Chapter President, he or she serves on international organizations.

Treasurer
the state organization’s Board of Directors and
Regional and District Boards, representing the views of
the chapter and its members. Serving in the capacity of
liaison between the state and local organizations, the
Responsibilities
State Director accurately communicates information The Treasurer ensures that all financial records are
about the state meetings and issues of importance to the kept for the chapter. These financial records include:
members of the chapter. He or she also serves as a voice • Dues billings
for the chapter’s opinions on district, regional, and state • Tax information
levels. • Bank records
The State Director works with the members, evaluat- • Correspondence with legal counsel
ing attitudes and trends. He or she knows when mem- The Treasurer is responsible for filing appropriate
bers are happy and when they aren’t. These findings are paperwork in a timely manner, according to federal,
reported to the Board, with suggestions for addressing state, and local laws and ensures the fiscal stability of
these needs. The State Director also leads by example, the chapter by reviewing the bank statement and
working on projects, assisting new members, and monies paid out monthly.
recruiting prospective members. The Treasurer communicates regularly with the
The State Director also plans visitations to other Chapter President, and also reports to the Board and
chapters. Visitations can be beneficial to both the chap- membership on the financial status. In this capacity, the
ter visiting and the chapter being visited. Together with Treasurer works with the Vice Presidents to ensure that
they are provided with the information they need for

USJC The Book • 8 • Chapter Officers
various projects and programs. When funding is tains accurate chapter records, including the member-
unavailable, the Treasurer recommends alternative ship rosters. The Secretary leads by example, by com-
ideas such as in-kind donations. municating with members, working on selected pro-
Working with the President and Membership Vice jects, and by being involved in the recruiting process.
President, the Treasurer oversees the dues billing The Secretary will:
process for the chapter. As a Board member, he or she • Keep accurate records of the proceedings of all
provides information to fellow Board members regard- chapter meetings.
ing membership attitude and involvement. • Prepare minutes for approval at each scheduled
The Treasurer also guides and directs plans for the chapter meeting.
future of the local organization by advising the Board of • Count and record votes at chapter Board and mem-
financial implications of such plans. he or she leads by bership meetings.
example, working on various projects, getting to know • Assist the President in preparing the agenda for all
current members, and recruiting new members. chapter meetings.
The Treasurer will: • Provide current membership rosters upon request.
• Reconcile monthly bank statements. • Maintain calendar of events.
• Provide a financial statement for each Board meet- • Handle all outgoing chapter correspondence.
ing. • Coordinate publication of chapter newsletter.
• Coordinate the chapter dues billing system.
• Pay all chapter bills within a reasonable time frame Legal Counsel
Responsibilities
(30 days).
• Deposit all income regularly and keep detailed
records of deposits. The Legal Counsel must ensure that all legal docu-
• Prepare an annual budget; coordinate with each ments necessary for the chapter are completed and filed
chapter officer responsible for any income or expense. by appropriate deadlines, according to federal, state,
• Supervise the activities of the chapter finance com- and local laws. These include:
mittee. • Reports to the IRS
• Coordinate an annual audit of the corporation. • Chapter Employer ID number
• Provide for necessary insurance information for the • Reports required by the state Attorney General, etc.
chapter and see that payments are made on time. • Complying with USJC trademark guidelines
• File all necessary forms and pay related fees in con- The State Legal Counsel will also guide and direct
junction with maintaining corporate status. plans for the future of the local organization by giving
• File state and federal tax forms and pay related advice on the legal aspects of such plans.
fees. As with other Board members, the Legal Counsel
should know the chapter’s plan and goals. He or she
should provide information to the other Board members
Secretary on activities of the members and their attitudes and pro-

Responsibilities vide input to the Board on the direction the chapter is
taking.
The Secretary takes care of all written documents of The Legal Counsel should work with other Board
chapter activities, keeping them in an accurate manner, members to ensure that the chapter is providing the
including meeting minutes, agendas, newsletters, and opportunities necessary for the members to get the most
correspondence. they can from their work in the chapter. He or she
The Secretary works with all Board members in an should lead by example, working on projects, working
effort to provide important chapter information to with current members, and recruiting new members.
members, especially via the newsletter. Because of this
unique position, the Secretary is able to keep his or her The Legal Counsel will:
finger on the pulse of the chapter. • Review all CPGs for potential liability.
Working with the Treasurer, the Secretary also main-

USJC The Book • 9 • Chapter Officers
• Review all contracts for the chapter prior to the income received by an individual or organization,
President signing them. whether incorporated or not, is taxable under the
• Prepare all reports for the state, the IRS, etc. Internal Revenue Code. An exemption from this law is
• Review chapter’s insurance needs annually. available to certain qualifying organizations.
Many Junior Chamber chapters, because of their sta-
Employer Identification Number tus as organizations whose primary interest is social
When a chapter asks to open a checking account, welfare, have been eligible for exemption from income
the bank will require an Employer Identification tax under Section 501(c)(4) of the Internal Revenue
Number (EIN) from the IRS. The chapter will need an Code. This exempt status is not granted automatically.
EIN when requesting inclusion in The U.S. Junior The U.S. Junior Chamber does have a group exemp-
Chamber Group Exemption number and when filing tion. When requesting to be added to the list, use the
federal or state tax forms. Group Exemption Form in the forms section of the web
An organization needs an EIN even if it does not site. Include the chapter’s legal name and Federal
have employees. An Application for Employer Employer’s I.D. number, along with street and mailing
Identification Number (SS-4 Form) can be obtained addresses to The U.S. Junior Chamber, Attn: Director of
from the Internal Revenue Service. You can complete Finance.
and print the form free of charge, by visiting the IRS If chapter officers are uncertain about the chapter’s
web site at: http://www.irs.ustreas.gov/prod/forms_pub/ tax reporting position or responsibility, they should take
formpub.html The SS-4 Form includes instructions for no action on their own. They should check with the
obtaining the EIN by phone from the regional IRS chapter’s Legal Counsel or certified public accountant
office. (CPA) for an explanation of the status and the steps to
take to qualify with state and federal taxing authority.
Chapter Incorporation
Incorporation provides personal protection. If a pro- Tax Reports
ject should be attended by the public and someone is There should be no confusion about the responsibil-
injured, insurance may provide some protection, but an ity of a Junior Chamber chapter to file tax reports. Even
exclusion in the policy could deny coverage. A similar if the chapter is exempt from paying income tax, it is
situation could arise when a group of Jaycees travel required to file IRS Form 990.
together in a vehicle that is involved in an accident, Failure to comply with city, state, or federal tax laws
causing injury to others. could result in legal action or monetary penalty.
If the chapter is incorporated, the liability will most Additionally, if the chapter has unrelated business
likely stop at the limit of corporate assets. But if it is not income such as royalties or advertising income, and if
incorporated, every member could be held liable for the the annual gross receipts are more than $25,000, it may
entire amount of liability. be necessary to file an IRS Form 990T.
Forming a corporation for a Junior Chamber chapter Because of the many factors involved, specific rec-
is simple, and the exclusion of personal liability is only ommendations or instructions cannot be offered here. If
one of the benefits. Find out if the chapter is incorpo- there are any questions about the tax status of the chap-
rated as soon as possible. A record of incorporation is in ter, an attorney or CPA should be contacted.
the secretary of state’s office in the state capital.
If the chapter’s official name is “Jaycees,” it should Public Relations
Director
be amended to include “Also known as Junior
Chamber.” The chapter has license to use both names in
the incorporation papers. See the chapter’s attorney to Responsibilities
draft articles of incorporation.
The Public Relations (PR) Director in the chapter is
frequently an overlooked position. Having a PR
Internal Revenue Responsibilities
Director can benefit a chapter in many ways including
There is an important distinction between a non-
influencing others to join the chapter, informing the
profit and tax-exempt corporation. Generally, any

USJC The Book • 10 • Chapter Officers
community about the chapter’s activities, increasing effective if local officers and other members within a
attendance at chapter events, and so on. chapter do not receive a local Chaplain’s guidance and
The PR Director position is a valuable addition to a assistance.
chapter and as such, the individual assigned to this area A local Chaplain will:
should have no other responsibilities. • Coordinate the efforts of others in spiritual devel-
Specifically, the PR Director is responsible for the opment and help members put action into their belief
following: “That faith in God gives meaning and purpose to
• Assist the Management Development Vice human life.”
President in writing the PR portion of the chapter plan. • Conduct nondenominational religious activities
• Work closely with each Vice President to promote within the chapter that educate and develop the mem-
all chapter projects. bers spiritually.
• Promote chapter activities internally through the • Serve as member of the chapter’s Board of
chapter newsletter and at chapter meetings. Directors and regularly report spiritual development
• Promote chapter activities externally through press activities to the Board.
releases to all media outlets, including television, radio, • Submit articles of a spiritual or motivational nature
and print. to the chapter newsletter on a regular basis.
• Work with state and national Junior Chamber orga- • Work with chapter members to determine the needs
nization to promote Junior Chamber programs. and desires of the membership for spiritual develop-
• In absence of Chapter President, act as spokesper- ment programming.
son for the chapter. Much like Individual Development programs and
• Actively seek out potential new members and work projects, the imagination and desire of the individual
to add them to the chapter roster. members of the chapter will guide the creation of spiri-
• Lead by example by being visible in chapter activ- tual development programs and projects. The key to
ities. successful spiritual development programming is to
For additional information on running the chapter’s keep these programs nondenominational in nature.
PR program, refer to the PR Guide in the Library Remember, Jaycee membership comes from many dif-
Section of the web site. ferent religions and faiths.
The following are some ideas for spiritual develop-

Chaplain ment programming:
Share Your Faith — have individual members visit
Responsibilities different community churches, temples, or synagogues
to experience different faiths and religions.
The Chaplain coordinates the activities of a chapter
Invocations/Benedictions — deliver nondenomina-
with regards to spiritual development programming.
tional invocations and prayers at all chapter member-
We know that it is impossible for our organization to
ship and Board meetings.
program Jaycees into spiritual growth. As Emerson
Spotlight the Clergy — hold a community gathering
states, “God enters by a private door into every individ-
such as an ice cream social to honor the clergy in the
ual.” The Jaycees’ spiritual development concept is that
community. Could be held in conjunction with the
rather than programming spiritual development, we are
chapter’s Distinguished Service Award program with
concentrating on a people-to-people exchange of atti-
recognition available for Most Outstanding Religious
tudes and ideals. This exchange through involvement in
Leader in the community.
Jaycee activities has and will continue to stimulate
Prayer Breakfast — a simple breakfast with a short
members to be aware of the importance of spiritual
nondenominational program. The program can consist
involvement in their lives.
of special speakers from different religions and/or
Regardless of the leadership and guidance exerted by
Junior Jaycees or other groups providing singing or
The United States Junior Chamber and the USJC
dancing.
Chaplain, a spiritual development program cannot be

USJC The Book • 11 • Chapter Officers
Newsletter Chaplain’s Corner — provide inspira- b. Loosely determine goals. What is to be accom-
tional nondenominational quotes, prayers, and/or sto- plished with this project?
ries in each chapter newsletter. Newsletter article c. Determine amount of time chairperson should be
should also mention illnesses, deaths, births, birthdays, a member of the chapter to run the project. Can a new
etc., of Jaycee members and their families. member reasonably run the project?
For additional information and project ideas, contact d. Determine project experience necessary to suc-
the Junior Chamber Products Department for “A cessfully run project. Is a first-time chairperson okay, or
Chaplain’s Guide to Conducting Spiritual Development is prior chairperson experience necessary?
Projects.” You can visit them at e. From this “profile,” select target group of mem-
www.juniorchamber.org. bers that could run project. Review chapter roster to
target members that fit the criteria.

Local Director
f. Recruit most appropriate chairperson.
Once the target profile of a chairperson is defined,
Responsibilities the chapter roster should be reviewed for potential can-
didates who meet the chairperson’s profile. Then SELL,
The Local Director provides the necessary commu- SELL, SELL! If it is determined that the target chair-
nication link to the assigned members. Local Directors person already has the skills necessary to run the pro-
call their assigned members at least twice a month, ject and those skills can be presented to them, they can
keeping them informed of chapter activities and receiv- easily be sold on chairing the project!
ing valuable feedback.
Local Directors should make “How’s it going?” calls B. After a chairperson is selected.
from time to time to learn what the members are feeling 1. What to do before the CPG is submitted.
about issues of importance to the chapter and commu- a. Meet with chairperson to do CPG
nicate these to their assigned Vice Presidents and fellow training. Thoroughly explain the CPG process.
Board members. b. Require a rough draft from chairperson at least
Local Directors also recruit project chairpersons, one week before CPG is due to VP.
working with them to make sure they know how to c. Review rough draft with VP.
carry out their responsibilities. In this case, Local d. Return rough draft to chairperson with necessary
Directors work with other chapter officers to ensure revisions. Meet with the chairperson to go over any
chairperson’s needs are addressed. necessary changes to the plan.
Local Directors will: e. Submit final copy to VP for submission to Board
• Assist assigned Vice President in developing of Directors.
assigned Area of Opportunity plans. f. Advise chairperson of necessary changes before
• Communicate regularly with Vice President. Board of Directors meeting.
• Recruit and train project chairpersons in CPG g. Meet with chairperson to go over potential
process. objections to project and train him or her on how to pre-
• Communicate regularly with project chairpersons. sent CPG to Board of Directors.
• Report progress of assigned projects at Board of 2. What to do after the CPG is submitted.
Directors meeting. a. Follow Director and VP calendars to make sure
projects are following the outlined steps.
b. Attend day of event.
How to Recruit Chairpeople c. Communicate with chairperson as necessary.
A. Before a chairperson is selected. d. Aid the chairperson as necessary, but do not
1. Chairperson’s Profile. accept the responsibility.
a. Develop project hierarchy to determine number 3. Submitting final CPG.
of people. How many committee members will need to a. Meet with chairperson to train them in the final
be supervised? CPG process.

USJC The Book • 12 • Chapter Officers
b. Require a rough draft from chairperson at least
one week before CPG is due to VP.
c. Review rough draft with VP.
d. Return rough draft to chairperson with necessary
revisions.
e. Submit final copy to VP for submission to Board
of Directors.
f. Advise chairperson of necessary changes before
Board of Directors meeting.
g. Meet with chairperson to train him or her on how
to present CPG to Board of Directors.

Dos and Don’ts of Training Chairpeople
DO:
• Choose chairpeople carefully and well in advance
(use chairperson’s profile).
• Use membership resources to secure chairpeople.
• Train chairpeople thoroughly and in person (use
CPG process).
• Encourage chairpeople to attend chairperson’s
training sessions.
• Require a rough draft of CPGs and review in
advance of submission to VP and Board of Directors.
• Attend chairperson’s project.
• Give plenty of notice for quarterly updates and train
chairpeople on how to do them.
• Train chairpeople to present at Board meetings.
• Train chairpeople to delegate to their committee.
• Train chairpeople on how to write final CPG.
• Write thank-you notes on regular basis.

DON’T:
• Throw an old CPG at a chairperson and expect
them to write a CPG on their own.
• Recruit chairpeople at general membership meet-
ings or M-nights.
• Let chairpeople “hang” at Board meetings by not
informing them of potential conflicts with their pro-
jects.
• Inform chairpeople of important dates at the last
minute.
• Twist arms to get members to chair projects. (Sell
them on benefits!)
• Fly by the seat of your pants — you won’t be suc-
cessful!

USJC The Book • 13 • Chapter Officers