Japan-America Society of Oregon
2022-2027
Strategic Plan

Acknowledgements
Thanks to all who participated in this 2022-2027 Strategic Plan.
Your time, commitment, and energy is an inspiration.
SURVEY PARTICIPANTS
JASO RETREAT ATTENDEESJASO EXECUTIVE COMMITTEE
Chair
Tamako Hayashi, Deloitte
Chair-Elect
Masa Yamaguchi, Lane Powell
TreasurerPaul Waldram, Moss Adams
Secretary
Cathy Bowman, Mackenzie
Vice Chairs
Rick Aizawa, Port of Portland
Tatsuo Ito, SEH America, Inc.
Nancy Lange, NW Natural
Rob Langstaff, Sweet Onion Consulting
Masami Nishishiba, Portland State University
STRATEGIC PLANNING COMMITTEE
Tamako Hayashi, Deloitte - Strategic Planning Committee Chair
Rick Aizawa, Port of Portland
Cathy Bowman, Mackenzie
Rob Langstaff, Sweet Onion Consulting
Masami Nishishiba, Portland State University
Sydney Owen, Vanport International
Mari Watanabe, Partners in Diversity
Masa Yamaguchi, Lane Powell
JASO STAFF
Sarah Saito, Program Manager
Kaoru Miyanaga, Assistant Director
Graham Morris, Executive Director

JASO Strategic Plan DRAFT, p. 1

VISION

VisionA vibrant, flourishing relationship with Japan based on mutually
beneficial relationships and connectivity, with JASO as:•••a central resource to connect business, education, and cultural
programs that facilitate U.S. and Japan relationships
the hub for networking and inter-generational engagementa facilitator of an inclusive and diverse community thatembraces all those who hold Japan close to their hearts

MissionJASO began this planning processwith an existing mission that
continues to guide our work. From
this starting point, 24 volunteers
gathered at a retreat. Here, they wereasked to envision JASO’s future
through a drawing activity, called the“Picasso / Okamoto Exercise.”
Several themes emerged. JASO wasenvisioned as a resource that leverages
experiences of all kinds to generate
inclusion and sustains interaction
across interests and generations tooffer a low-barrier avenue toparticipation in programs, activities,
and shared experiences.
VALUESTo support business and develop community by strengthening the
US-Japan relationship.
We work in Oregon and Southwest Washington.

The JASO values describe the way wework with each other, our partners,
and the community.

ValuesConnection and collaboration: ourdesire to partner internally andexternally towards a common goal.

Connection and Collaboration
Inclusion
Flexibility, Adaptation, and Learning
Cultural Respect and Authenticity

Inclusion: our commitment toengaging diverse members in mutually
beneficial ways, all centered by a love
for Japan.
Flexibility, adaptation, and learning:
our continued pursuit of excellence
depends on our ability to listen andlearn.
Cultural respect and authenticity: ourshared commitment to bring ourcommunity together in ways that aremeaningful and focused on solidifying
the Japan-U.S. relationship.

JASO Strategic Plan DRAFT, p. 2

Contents
Acknowledgements ............................................................................................................................................................................ 1
Contents ............................................................................................................................................................................................... 3
JASO Strategic Plan Summary ......................................................................................................................................................... 4
JASO Strategic Plan Input and Development ............................................................................................................................... 5
JASO 2022 Organizational Structure .............................................................................................................................................. 6
JASO Current Conditions ................................................................................................................................................................. 7
SWOT Analysis and Drivers of Change ......................................................................................................................................... 9
Developing Priorities .......................................................................................................................................................................10
Plan Overview and Structure ..........................................................................................................................................................12
Strategic Priorities.............................................................................................................................................................................12
Conclusion: Implementing This Plan ............................................................................................................................................17

JASO Strategic Plan DRAFT, p. 3

JASO Strategic Plan Summary
This strategic plan builds upon a solid foundation of programs and initiatives underway at JASO. The development of
this plan focuses on how JASO’s current initiatives and programs connect and leverage to achieve its mission.
This 2022-2027 Plan establishes strategic priorities in four areas:••••

Leading, Convening, and Facilitating
Communication and Engagement
Professional and Leadership Development
Connectivity and Collaboration

This plan builds upon the important work already accomplished. Its purpose is to highlight areas of strategy, not to list
all current activities and programs. Conversations that generated this plan and its final form will facilitate decisionmaking and the development of a shared understanding of direction for the Board, Executive Committee, Committees,
and Staff.
To create the plan, JASO worked with the Portland State University’s Center for Public Service in facilitating the process.
This Plan focuses on the central question regarding what strategic priorities would better position JASO to fulfill its
mission and pursue its vision. The process included a widely distributed survey to members and non-members, framing
discussions with a strategic planning committee, and a day-long priority setting retreat with committee members andvolunteers.

JASO Strategic Plan Input and Development
In preparation for the development of the plan, the organization developed a broadly distributed survey and hosted aretreat. The input was valuable as a way to understand both internal and external needs.

SurveyThis was distributed electronically through the SurveyMonkey platform. The survey was open from February 28, 2022
through March 31, 2022 and generated 190 responses. The survey results appear in Appendix A.

RetreatFollowing the survey analysis, the JASO retreat brought together 24 board and committee members and othervolunteers on the evening of May 5 and all day on May 6. The agenda included conversations around the vision,reflection on the survey, values brainstorming, and development of strategic priorities.

JASO Strategic Plan DRAFT, p. 5

JASO 2022 Organizational Structure

JASO Current Conditions
Membership
Membership plays an important role in the organization. Service to members is a core component over and above themission-driven purpose of the program itself, providing multiple opportunities in business, and culture-related
education, including engagement and networking.
JASO membership consists of corporate and individual membership types:••

Corporate. JASO welcomes corporate members at six levels of support, graduating from Copper to Diamond. As
of December 2021, there were 117 corporate members, which has stayed relatively stable since 2016.
Individual. Individual memberships are offered according to category (Senior, Student, NEXT (Young Professional),
Individual, and Columbia Circle. This number has steadily increased from a low of 97 in 2017 to 332 individual
members in 2021.

Revenue
JASO has a variety of funding streams that make the work of the organization sustainable. As a 501 (c)(3) organization,
JASO relies upon membership dues and different forms of fundraising. Programs are self-supporting, meaning that thefunds generated sustain the program hard costs at a minimum.

Programs and Activities
Programs
JASO leads a number of important activities throughout the year that can be categorized under the broad umbrellas ofbusiness, education, and culture. Though the programming and activities are categorized in this way, many JASO
members recognize the important symbiotic relationship among these activities. For example, Japanese Language
Classes support business engagement and are also educational. Similarly, the Japanese Beer Garden is categorized ascultural, and at the same time generates great business networking. As described later in the strategic priorities sectionof this plan, the synergy among these activities is important to understand JASO as the center, or hub, of building Japan– U.S. relationships. Table 1 summarizes the current major JASO programs.
Table 1: Major JASO Programs

Business
Corporate Connections
After Hours
Business Speaker Series
Japanese Language Classes
Corporate Curriculum
Women’s Leadership Council
NEXT
Entrepreneurs

Education
Japan on the Road
Toyama Cup
Japan Bowl
Oregon-Toyama Relationship

CultureShinnenkai
Japanese Beer Garden
Movies/Online Events

Organizational Sustainability Initiatives
JASO also engages in programming that is designed primarily for fundraising purposes, an annual dinner and a golf
tournament. As with other programming, these fundraisers advance other business, educational, and cultural goals.
Given that there are limits to how much total programming can be accomplished by a staff and volunteers on the board
and committees, new initiatives or changes in programming would impact existing programs.

Assessment of Current WorkAs part of the survey development JASO asked respondents to rate how well it was doing overall. A majority of
respondents rated JASO as Above Average to Outstanding. Looking at the results from the perspective of members
and non-members, it appears that members rate the organization more highly than non-members. While JASO appears
to be meeting the needs of JASO members, different and more engagement efforts may help to address the ratings
overall and of JASO Non-Members. Figure 1 shows that member ratings cluster around Above Average and Excellent,
where non-members cluster around the Average rating.

JASO Rating by Member / Non-Member
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%

MemberNon-Member

Figure 1: JASO Rating by Member TypeJASO Strategic Plan DRAFT, p. 8

SWOT Analysis and Drivers of Change
A Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis can provide an opportunity for organizations
to reflect on what is working and not working currently. It also helps to identify areas where the organization can takeadvantage of opportunities or mitigate threats in the future. The development of a strategic plan allows organizations
to think about significant changes, or drivers, likely to impact the accomplishment of goals in the next several years.
Based on the survey results, retreat discussions, and organizational assessment, Table 2 outlines the main SWOT analysis
for JASO.

Drivers of Change

Current Conditions

Table 2: JASO SWOT

Strengths

Weaknesses (Areas of Improvement)

•
•
•
•
•

•
•
•

•
•

Long-standing, proven, sustained programming
Sustainable budget with small annual surpluses
Diverse sources of revenue
Growing individual memberships
Organizational adaptability during COVID-19
disruptions
Capable and committed volunteers and staff
Highly engaged volunteers•••

Awareness of programming – internal and externalInterconnectedness
Declining corporate membership numbers through
COVID
Limited staff time capacity (2 full-time, 1 part-time)
Committee structure may result in silos ofcommunication and/or duplication of efforts
Programming heavily reliant on volunteer capacity,which may limit some growth if not expanded

Opportunities

Threats

•

•

•
•
•

Partnerships with other cultural organizations andbusinesses for collaborative programming
Membership diversification to include young
professionals, college students, women, and others
interested in the Japan-US relationship
Leverage, expand, and support connections todiverse audiences (JASO Next/Women’s
Leadership)
Expansion of outreach and marketing efforts
through social media and other creative outlets toreach newer audiences (e.g., anime/manga)•••

Older (Boomer) generation moving into retirement
and reducing leadership presence
Loosened connections to traditional structures(e.g., family, schools, or business.) that serve as abridge to JASO
Younger demographic(s) changing relationship towork and business
Impact of globalization that may change or weaken
perceived importance of the Japan-U.S.
relationship

JASO Strategic Plan DRAFT, p. 9

Developing Priorities
The process of developing priorities required retreat participants to assess and reflect on members and non-members
feedback and consider the implications of future opportunities and threats. Throughout the planning process, several
themes emerged to help JASO focus its work.
From these activities, several priorities emerged that indicate some direction for the Strategic Plan. These included thefollowing:
1) the leadership role of JASO in strengthening Japan-US relations
2) communication and engagement
3) professional and leadership development4) interconnectivity

Leading, Convening and Facilitating
The role of JASO in leading, convening, and facilitating was a central theme throughout many strategic planning
conversations. JASO as a ‘hub’ at the center of Japan-U.S. relationship building was discussed in several different ways.
During the visioning activity, JASO was viewed as a resource, a networking tool, a convener, and a ‘hub’. Participants
noted that JASO has an opportunity to leverage its own work with that of other organizations for a greater impact.
Survey participants supported JASO in its efforts to build community, focus on enhancing membership andmembership value, and offer networking opportunities. Moreover, current activities that have a networking feature wererated as being beneficial and that JASO should do more of these kinds of programs. In the prioritization process,facilitating networking and focusing on membership value were significant suggestions.

Communication and Engagement
Communication and engagement developed as a strategic priority through the feedback among both survey respondents
and retreat participants. Specifically, survey respondents considered communication with volunteers and community
members to be important as a priority. Engagement was discussed as a way to increase JASO visibility in the broader
community. Communication within the JASO organization was also considered a high priority where committee
members could create synergy among shared activities within the organization. Notable suggestions included, telling the
JASO story, increasing program marketing and content packages,
increasing social media presence, and working with otherorganizations.

Professional and Leadership Development
Survey respondents and retreat attendees both discussed thebenefits that JASO provides for members. Of these benefits, thosethat fall broadly under “member professional development”
developed as a priority. Professional development refers to theopportunities that JASO provides to engage in networking and otherprofessional development endeavors. Survey respondents andretreat participants noted the high priority of mentorship programs,internships, and JASO Next were significant. The focus across all
responses was on engaging the younger generation across all areasof programming - business, education, and culture.

JASO Strategic Plan DRAFT, p. 10

Connectivity and Collaboration
Connections, synergy, and collaboration among JASO activities, both internally and externally was a strategic priority
and theme. Both survey respondents and retreat participants noted the importance of working together inside andoutside JASO. To refocus priorities and engage in new initiatives, there will be increased demands for members andnon-members time and attention. To mitigate this, there is need for synergy that can be achieved through connection.
Looking for opportunities for shared programming within JASO Committees and with external organizations can add
value. External collaboration was noted as building relationships with other Japan-related organizations and educational
initiatives. Internal collaboration was also seen as being particularly important where retreat participants noted possiblesynergies among committee activities.
There is a notable interdependence among the four strategic priorities. For example, interconnectivity requires
communication and engagement; and supporting professional people requires interconnectivity. These four strategic
priorities, taken together, support the mission and vision of JASO.

JASO Strategic Plan DRAFT, p. 11

Plan Overview and StructureThis Plan recognizes that accomplishing the vision requires JASO to have the tools to organize and focus its efforts. As
a result, this plan outlines four broad Strategic Priorities and actionable Objectives.
The plan embraces the core idea that JASO can act on its vision of being at the center of strengthening US-Japan
relationships through the strategic priority of Leading, Convening and Facilitating. This priority recognizes that JASO
is fueled by the committed work of volunteers on its board, committees, and in the community. From the broadest
perspective, all of the work of JASO falls under one or more of these Strategic Priorities. All work helps to advance thevision of JASO.
Because JASO is volunteer-driven, the strategic priorities are broad enough to resonate with committee programs.
Through innovative and creative volunteers, committees can use these Strategic Priorities and Objectives as a guidepost
to align initiatives and programs; coordinate internally and externally; and guide activities.

Strategic Priorities
To meet the needs of residents over the next five years, JASO has identified four strategic priorities. These priorities
are overlapping, multidimensional, and synergistic. Improvement in one area will result in better outcomes in otherpriorities. Below, each strategic priority includes an objective implementing critical tasks.
The relationship among these priorities is expressed in the figure below.

Professionaland Leadership
Development

Leading,
Convening &Facilitating

Communication& Engagement

Connectivity &Collaboration

Figure 2: JASO Strategic Priorities

JASO Strategic Plan DRAFT, p. 12

Strategic Priority 1: Leading, Convening and Facilitating
Strategic Priority
1.

Leading, Convening and Facilitating
Provide support internally and externally toincrease the JASO and its leadership, convening
and facilitating roles

Objectivea.

Increase corporate and individual membership(s)b. Increase member and non-member access to programs focused on strengthening
Japan-US relationshipsc.

Support and enhance opportunities for business, education, and cultural networking

d. Increase administrative and organizational capacity

Strategic Priority 2: Communication and Engagement
Objective

Strategic Priority
2.

Communication and Engagement
Focus on strategic communications that enhanceinternal coordination and external engagementa.

Develop internal communication strategies that enhance understanding between andamong members and committees

b. Develop external engagement programs and content to connect to key audiences

JASO Strategic Plan DRAFT, p. 14

Strategic Priority 3: Professional and Leadership Development
Strategic Priority
3.

Objective

Professional and Leadership Developmenta.

Increase and formalize mentoring programs

Support and encourage networking andengagement of developing leaders to sustain longterm JASO engagement, communication, andleadershipb. Increase and formalize internship program(s)JASO Strategic Plan DRAFT, p. 15

Strategic Priority 4: Connectivity and Collaboration
Strategic Priority
4.

Connectivity and Collaboration

Connect JASO communities internally andexternally through collaborative programming

Objectivea.

Build relationships with external Japan-related organizations for collaborative
programs or other initiatives

b. Build relationships and shared understanding among internal committees forcollaborative programs or other initiatives

JASO Strategic Plan DRAFT, p. 16

Conclusion: Implementing This Plan
This 2022-2027 Strategic Plan focuses on the areas that JASO will pursue as a way to deliver on our vision for ourmembers and the larger community.
While implementing this 2022-2027 Plan will take the energy of the entire organization, there are unique tasks forcommittees and the organization overall. The Strategic Priorities and Objectives serve as a guidepost for JASO todevelop implementation tools through work plans, reporting, and measurement.
Committees each play a role in the Plan implementation where their unique contributions can be reflected in theoverall direction of the organization. Annual work plans are a tool for committees to develop the JASO Strategic
Priorities and Objectives into concrete and actionable tasks and timelines. Reporting should periodically assess thosecritical tasks set out in an annual work plan.
At the organizational level, aligning objectives, outcomes, and measures are an important tool to track strategic plan
progress. Table 3, below, aligns the objectives with outcomes, and measures. An annual evaluation and assessment ofobjectives within each area will facilitate a continued focus on strategic priorities. Longer term outcomes are expected
as JASO continues to implement this Plan. The measures describe the means to assess objectives. Early in Plan
implementation, these measures will serve as points of observation. As the Plan matures, JASO may refine thesemeasures or develop new ways to monitor progress toward its strategic priorities.

Table 3: Objectives & Outcomes

Objective
Increase corporate and individual membership(s)Increase member and non-member access toprograms focused on strengthening Japan-US
relationships
Support and enhance opportunities for business,
education, and cultural networking
Increase administrative and organizational capacity
Develop internal communication strategies thatenhance understanding between and among
members and committees
Develop external engagement programs andcontent to connect to key audiences
Increase and formalize mentoring programs
Increase and formalize internship program(s)Build relationships with external Japan-relatedorganizations for collaborative programs or otherinitiatives
Build relationships and shared understanding
among internal committees for collaborative
programs or other initiatives

Outcome• Membership growth• Increased networking opportunities••

Organizational sustainability
Increased communication and engagement•

Enhanced professional development and long-term
leadership
Strong and sustained partnerships with thriving
programs•

To pursue our vision and achieve our mission, JASO relies upon our great people and our outstanding partners thatwill work together to continue to strengthen relationships between Japan and Oregon and Southwest Washington.

JASO Strategic Plan DRAFT, p. 18

JASO STRATEGIC PLANSINGLE-PAGE SUMMARYJASO Strategic Plan 2022-2027
Vision: A vibrant, flourishing relationship with Japan based on mutually beneficial relationships and connectivity, with JASO as: a central resource to connectbusiness, education, and cultural programs that facilitate U.S. and Japan relationships; the hub for networking and inter-generational engagement; and an inclusive and diverse community that embraces all those who hold Japan close to their hearts

Mission: To support business and develop community by strengthening the US-Japan relationship. We work in Oregon and Southwest Washington.

Strategic Priority

Objective

Outcomes

Increase corporate and individual membership

Membership growth
Provide support internally and externallyto increase the JASO and its convening
and facilitating role

Increase access to programs
Support & enhance networking

Increased networking opportunities
Increase organizational capacity

Focus on strategic communications thatenhance both the means for internal
coordination and external engagement

Enhance internal communication strategies

Organizational sustainability

Enhance external engagement

Increased communication and engagement
Support and encourage networking andengagement of developing leaders tosustain long-term JASO engagement,
communication, and leadership

Connect JASO communities internally andexternally through collaborative
programming

Increase and formalize mentoring programs
Increase and formalize internship programs

Collaborate with external organizations
Collaborate among JASO Committees

Enhanced member development and longterm leadership

Strong and sustained partnerships withthriving programs

APPENDIX 1
MEMBER & COMMUNITY SURVEYRESULTSJASO Survey Summary
Survey Administration Dates:
2/28/22 – 3/30/22
Overall Responses• 190 Responses• Gender• 107 Female• 82 Male• 1 Other• Citizenship• Japanese Citizen: 44• US Citizen- Japanese Heritage: 34• US Citizen- All Other Heritages: 104• Other Citizen: 6• Age Group• Under 21: 3• 21-35: 27• 36-60: 84• 61+: 74• Membership Type• JASO Corporate Member: 40• JASO Individual Member: 66• JASO Committee Member: 7• Non-Member: 60• Tomodachi-kai Member: 30

Question 1: Rank the following thee activity areas based on how you see it asimportant to JASO. Choose 1 for the most important, and 3 for the least
important. (Business, Education, Culture)

JASO Survey Results, p. 2

JASO Survey Results, p. 3

JASO Survey Results, p. 4

Question 2: SUPPORTING BUSINESS is a mainstay of JASO’s mission. It hasdeveloped these current programs. What actions do you think we should takewith each over the next 3 years? Should it be "Cut", "Do less", "About the same",or "Develop more", or you don't know the program at all and have no opinion?

Supporting Business by Percentage
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%

10.00%0.00%

Cut

Do Less

About the same as now

Develop more

N/A - I don't know this program/I have no opinion

Question 3: Is there one specific area of work under the business umbrella that
we do not currently engage in that you believe we should offer? Why?
Business networking was identified as a beneficial activity. Related to this was the desire to learn
about Japanese business culture in terms of communication and corporate structure. Many
respondents suggested exploring a US-Japan business exchange program to support young
professionals and those looking to get involved in Japanese business.
Respondents also believed there’s space to teach about Japanese culture and support Japaneseimmigrants acclimate to Oregon. Respondents also commented that they’d like to see moresocial engagement opportunities outside of business networking.
Respondents pointed to the need to pay attention to diversity in programming by encouraging
young professionals and women to be more involved.
JASO Survey Results, p. 5

Question 4: JASO sees STUDENT EDUCATION as supporting business(developing the next generation of workers) and developing community(developing the next generation of leaders). JASO also considers the Japan on
the Road program as diversity education work. What actions do you think weshould take with each over the next 3 years? Should it be "Cut", "Do less","About the same", or "Develop more", or you don't know the program at all andhave no opinion?

Education by Program Percentage
70.00%
60.00%

50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Japan on the Road:
Japan Bowl: Language andElementary school
culture quiz and day-longprogram to make 3rd
cultural immersion forgrade students aware of high school students thatJapan and Japanesestudy Japanese.
culture.

Toyama Cup: Speech
contest for college
students that study
Japanese.

Cut

Do less

About the same as now

Develop more

Oregon-Toyama: Illdefined catch-all forvarious projects
connecting students
based on the sister-city
relationship.

N/A - I don't know this program/I have no opinion

Question 5: Is there one specific area of work under the education umbrella that
we do not currently engage in, that you believe we should offer? Why?
Many respondents stated that cultural education related to Japan can start early in public school,with many specifying the middle school and junior high aged populations as potential targets ofoutreach via programming, cultural events, and integration in social studies curriculum. Otherssuggested expanding and strengthening sister city relationships as sources of this education.
Student exchanges were suggested at both the college and high school levels.
The suggestion of offering more Japanese language education and speaking opportunities was
also frequently mentioned.

JASO Survey Results, p. 6

Question 6: Developing community is the main focus on CULTURE-RELATED
programming, where all can come together and enjoy, celebrate and experience
authentic Japan. What actions do you think we should take with each over the
next 3 years? Should it be "Cut", "Do less", "About the same", or "Develop
more", or you don't know the program at all and have no opinion?

Culture by Percentage
60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
Shinnenkai: New Year's Party
Cut

Do less

Japanese Beer Garden: Summertime Movie Nights: Occasionally watching
Japanese-style festival
movies together

About the same as now

Develop more

N/A - I don't know this program/I have no opinion

Question 7: Is there one specific area of work under the cultural umbrella that we
do not currently engage in, that you believe we should offer? Why?
Many respondents discussed that they would like to see more culturally-focused events that alignwith Japanese holidays, events of cultural importance, and festivals. Some expressed the desire
to see more regional holidays celebrated. Other event suggested included those that expose
others to Japanese popular culture such as film, music, arts, crafts, and other media. The desire
for a food experience/cooking class was present. Others expressed a desire to return to in-person
events.
Some respondents would like to see a reduced emphasis on business relationships and others
noted that supporting the Japanese community in Oregon could be a focus. There weresuggestions that partnering with other culturally specific organizations could make events morerobust.
JASO Survey Results, p. 7

Question 8: A couple of programs blur the lines between specific sections, mainly
because of their focus on NETWORKING. What actions do you think we shouldtake with each over the next 3 years? [Survey instructions removed]

Other by Percentage
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Corporate Connections: Visiting After Hours: General networking Tomodachi-kai: A non-JASO grouplocal companies and facilities thatand socializing, usually at aunder the fiscal sponsorship ofare Japanese-owned OR do
member's facility.
JASO that meet monthly during thesignificant business with Japan.
day and enjoy social Japan-themed
activities
Cut

Do less

Do about the same as now

Develop more

Don't know or no opinion

Question 9: Is there anything that you feel doesn't fit into a specific category andthat we are not currently engaged in, that you believe we should offer? Why?
Respondents involved with Tomodachi-kai expressed that the relationship with JASO could be
strengthened and leveraged to promote events. Others suggested the need to strengthen existing
collaborative relationships. Respondents also suggested that JASO committees could strengthen
their connections to each other.
The themes of offering more cultural events and language-exchange opportunities continued toemerge in this question. People responding to this question expressed interest in travel andsports. Others would like to see women-focused events like leadership talks.
There was emphasis in the responses on the importance of building community within JASO andthe Japanese community in Oregon at-large. Respondents suggested that enhancing marketing
efforts and increasing access to JASO would benefit the organization.
The topic of strengthening connections between US and Japanese business was reiterated in thisquestion.

JASO Survey Results, p. 8

Question 10: Imagine that you are given $100 to spend on JASO. How would you
allocate the money among areas of work below? [Survey instructions removed]

Question 11: Considering the area that you spent most money. Why did you
choose it and are there specific priorities would you focus on? Why? If you listed
Other Activities, please explain.
Many respondents expressed that they would like to see JASO prioritize enhancing current
outreach efforts and increase membership. The topic of recruiting younger members emerged.
Suggestions to enhance outreach efforts include diversifying the online presence by joining othersocial media platforms. Suggestions to build relationships with other culturally specificorganizations also emerged in this question.
Respondents expressed that generating funding should be a priority to strengthen the foundationof JASO, with many suggesting this is connected to the overall success of JASO programming.
Suggestions to generate funding included recruiting a larger membership base and establishingcorporate sponsorships.
Many expressed that updating and strengthening current programming is the best use ofresources at this time, with some warning that quality will suffer if too many things are
happening.
JASO Survey Results, p. 9

Question 12: How do you rate JASO in strengthening the US-Japan relationshipin our community through its work currently?

Rating25.00%

20.00%

15.00%

10.00%

5.00%

0.00%

Question 13: What could JASO do to better strengthen the US-Japan relationshipin our community?
The majority of responses in this question echoed the same sentiments as previous questions.
Notable topics include:
•
•
•
•
•
•
•
•
•

Supporting Japanese community members in Oregon
Building community
Strengthening US-Japan business partnerships
Reduce focus on business in programming
Balance culture and business in programming
Promote travel
Enhance outreach
Explore sponsorships
Collaborate with other organizations

JASO Survey Results, p. 10