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er spending years building up our program offerings, we’ve now reached the point at which we can refine what we offer and apply lessons learned. These post-mortem questions are our starting point in identifying programs that might need freshening up, need a different marketing approach, or maybe need to be eliminated altogether.

Finally, we’ve also incorporated calls for volunteer assistance into the publicity-request form. A copy is emailed to our volunteer coordinator, who then uses it to schedule volunteers to assist with our events. This has created additional efficiencies by eliminating more paperwork and emails for our employees.

‘Nuclear’ Deadline Enforcement

Our staff members have been very receptive to the online publicity-request form because it saves them time and helps guide their thinking when planning out programs. After several years, using the form has become routine. They know where to find it and what details need to be locked down by our publicity deadline. They know what my expectations are. The only remaining hurdle has been getting everyone to meet my deadline of having all requests completed 6 weeks before the start of a given quarter.

Over time, I found that regular deadline reminders sent via email were not enough, nor were in-person conversations with our persistent procrastinators. After seeing too many deadlines missed and having our marketing efforts suffer as a result, this past fall we went with the “nuclear option” of deadline enforcement: If a publicity-request form is late, the program is canceled.

Our public services manager suggested this nuclear option, and when our director heard the idea, he fully supported it. They felt we’d been too nice for too long with people who habitually didn’t follow the rules, and the problem was getting worse.

To introduce and implement this new rule, we explained the policy in person and via email. There was plenty of grumbling and plenty of shock, but the only direct pushback came from the staffers who were planning the most programs. We concluded that our biggest problem was that an abundance of staff members were taking on too much responsibility for programming. We made it clear that while we expect them to organize programs, we don’t have quotas, and we fully support doing fewer programs and emphasizing quality over quantity.

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