Does the local make association training available to all members and encourage attendance? 1 Beginning 2 Developing 3 Proficient 4 Accomplished • Local executive board members double as ARs; no real training; ARs refer members directly to UDs; ARs’ primary role is one-way communication with the members at their work site. • Has no discernable leadership program; has no local leadership training program; knows of no members who aspire to leadership positions within or beyond the local. • Has AR at most sites; one training is provided at the beginning of the year; ARs’ primary responsibility is to recruit new members at the start of each year. • Recognizes need to identify new leadership; seeks UniServ assistance for leadership training; informs members of possible leadership positions in MSEA and NEA. • Leaders identify their own leadership strengths and weaknesses and works to improve them. • Every site has an AR or a contact person; training at least each semester; ARs communicating at least monthly with membership through email and building meetings; ARs participate in targeted membership recruitment; ARs understand and actively fulfill their basic responsibilities. • Actively recruits and trains emerging leaders through the local, state and national leadership development programs. • Builds a diverse group of leaders to take on greater roles and responsibilities in the association. • Leaders are continuously developed and challenged to grow through existing structures. • Diverse executive board that is proportional to age, gender, race, culture, grade levels, etc. of membership. • Active rep or group of reps at almost every worksite; ARs are in constant communication with members and potential members; ARs are organizers who advocate for the Association; ARs are well trained in employee rights and problem solving. • ARs regularly conduct one-on-ones to surface new leaders, issues and interests within their work site. • Systematically recruits, develops, and trains new leaders; sends multiple members to all possible leadership trainings; assists local leaders to seek positions in state and national groups. • Develops succession strategies that ensure a smooth transition in leadership that sustains the association’s vision over time. • Local leadership training is developed and led by members, with UniServ assistance. B – Leadership Development B – Leadership Development In addition to your leadership development and plans, be sure to include plans for the following SMART Goal: By December 31, 2016:
one-on-one relational meetings. • Mass communication – everyone gets everything. • No relationships with the or only reactive relationships. • Understands how to differentiate communication, but not implementing it. • Has relationships with the press; proactively pitches stories. • President is media trained by MSEA. • Develops and implements strategic and integrated engagement plans that utilize a variety of media, technology and social networks. • Tailors communications to appear to different audiences; adjusts the purpose, substances and style. • President and additional members are trained and active as spokespeople for the organization. • A press engagement strategy exists. Evaluates communication strategy • Evaluates and adjusts communications plans for maximum effectiveness. • Implements a differentiated communication strategy that rallies a diverse set of stakeholders. • Press engagement strategy is long-term and multi-layers, and can influence agendas and actions. Evaluates communication strategy & adjusts accordingly D – Public Relations/Communications D – Public Relations/Communications In addition to your other goals and plans, be sure to include plans for the following SMART Goal: By the end of the membership year (August 31, 2017): Email addresses: Obtain personal (i.e., non-school) email addresses for a t least 75 percent of our members. Action Planning Form GOALS: Activity/Program Target Audience Purpose Timeline Person(s) Responsible Budget Comments/Evaluation/Outcome
What is the planned tactic/event/activity/program? Who is the target? Why? Time of year? Who are the main people responsible to lead this piece? Cost involved What are you looking to accomplish? How are you going to evaluate the success? E – Negotiations Members often view the primary role of the association to negotiate the contract. To an extent, this is true, since the outcome of negotiations is a tangible collective bargaining agreement that impacts every member of the bargaining unit. Therefore, effective Locals needs to have a systematic approach to negotiations. Adequate training and preparation cannot be overstated. Preparation for future bargaining should begin as soon as the most recent contract is ratified. District budgets should be analyzed annually. Members should be surveyed for input into the process, and maintaining consistent communications with the MSEA UniServ Director is necessary. Guiding Questions for Discussion Does the local survey members for bargaining interests? Does the local use MSEA Bargaining Goals to develop proposals?
• Local team members’ roles are somewhat defined and one member takes notes during sessions. • Local does not follow the Bylaws for contract ratification, the process may be out-of-date or has no defined process in the bylaws. • Local sends a representative to regional CBC meeting. reviewed and become part of the local’s records. Local sometimes follows the Bylaws for contract ratification. • Local representative participates in regional CBC and shares information learned with local bargaining team. • Local has reviewed and updated the Bylaws for contract ratification and follows the process. • Local shares resources and proposals with counterparts in CBC. Works to engage other organized groups in the school district for coordination. new proposals in future contract negotiations. • has updated Bylaws for contract ratification, notifies members of the process in writing and in person, and organizes for high participation in the ratification vote. • Local communicates regularly with counterparts in CBC to develop and implement strategy, assess progress and coordinate proposals and settlements. E – Negotiations REFLECTION/RATIONALE/NOTES: E – Negotiations Action Planning Form GOALS: Activity/Program Target Audience Purpose Timeline Person(s) Responsible Budget Comments/Evaluation/Outcome
1 Beginning 2 Developing 3 Proficient 4 Accomplished • Local participates in elections at the local level when the opportunity arises. • Fewer than 5% of members contribute to the PAC. • Has minimal interest or awareness of the legislative action programs of MSEA/NEA; is opposed to involvement in GR priorities. • Endorses candidates at the local level through a transparent process; participates in MSEA/NEA political campaigns. • Fewer than 10% of members contribute to the PAC. • Has members who are becoming aware of legislature and political action through information provided by the Association. • Local educates membership for awareness of MSEA/NEA legislative program issues and positions. Members understand the PAC. • A member-led GR committee develops candidate interview questions and interviews potential candidates for endorsement. • The local works with MSEA/NEA on political campaigns and devises their own, local strategies for implementation. • PAC fund exists and an annual PAC drive is held by the Local. • At 15% of the membership actively donates to PAC. • Members participate in the Local’s legislative lobby program. • Leadership attends school board meetings; has a plan to report on major issues to ARs and all members; asks for member feedback. • Identifies and recruits potential candidates for local, state and national races. • Member-driven GR committee endorses and supports campaigns through PAC funds and member organizing. • Local engages with community to organize around pro-public education candidates. • Members participate in election day activities to support candidate campaigns. • Over 25% of the membership actively donates to the PAC via payroll deduction. • Members participation in the legislative and political action programs and are aware of positions on educational issues. • Local has a functioning lobby team comprised of rank and file members with the ability to generate member involvement, prepares talking points, and encourages membership to present at meetings. F – Government Relations & Political Action REFLECTION/RATIONALE/NOTES: F – Government Relations & Political Action
G – Professional Issues REFLECTION/RATIONALE/NOTES: G – Professional Issues Action Planning Form GOALS: Activity/Program Target Audience Purpose Timeline Person(s) Responsible Budget Comments/Evaluation/Outcome What is the planned Who is the target? Why? Time of year? Who are the main people responsible to lead this piece? Cost involved What are you looking to accomplish? How are you to evaluate the success?
Activity/Program Target Audience Purpose Timeline Person(s) Responsible Budget Comments/Evaluation/Outcome What is the planned Who is the target? Why? Time of year? Who are the main people responsible to lead this piece? Cost involved What are you looking to accomplish? How are you going to evaluate the success? J – Representation Guiding Questions for Discussion Does the local have a Grievance Committee to deal with contract violations? 1 Beginning 2 Developing 3 Proficient 4 Accomplished
Activity/Program Target Audience Purpose Timeline Person(s) Responsible Budget Comments/Evaluation/Outcome What is the planned Who is the target? Why? Time of year? Who are the main people responsible to lead this piece? Cost involved What are you looking to accomplish? How are you going to evaluate the success? Letter Category Rubric Rating
A Association Program and Structure B Leadership Development C Membership Recruitment/Internal Organizing/ Member Engagement D Public Relations/Communications E Negotiations F Government Relations & Political Action G Professional Issues H Fiscal Accountability & Business Management I Community Engagement J Representation Priorities Worksheet Based on your local reflection, rank the list to the left in order of priority. Your priorities should then be reflected in your local strategic plan for the coming year: #1 - ___________________________________________________ #2 - ___________________________________________________ #3 - ___________________________________________________