mceanea.orgmceanea.org/.../sites/11/2019/09/2019-2020-fcta-strate… · web view2019 – 2020...

2019 – 2020 Local Strategic Plan

Local Affiliate Name: Frederick County Teachers Association

1

2

WHY STATEMENT

MSEA empowers members to make a positive difference in their professional lives in order to elevate the quality of public education for all students.

STRATEGIC PRIORITIES

Building Strong LocalsBuilding strong locals is an ongoing process, with the goals of ensuring that members are informed, engaged, and empowered. Locals must have, and be able to execute, plans to organize, bargain for, grow, and represent its membership successfully.

Culture of OrganizingA culture of organizing leads to deliberate processes and outreach to continually engage members, develop strong relationships, and effectively reflect and mobilize membership.

Leading the ProfessionEducators lead the profession by proactively driving and improving policy and professional practice at the local, state, and federal levels.

SECTION 1: LOCAL INFORMATION

3

President of Association: Melissa Dirks

Officers: VP: Justin Heid, Treasurer: Toni Border, Secretary: Vacant

Committee Chairs: See Attached

Building Reps: Please attach a roster of Reps.

SUBMISSION DEADLINE: September 30, 2019 (or before)

Submit via email to [email protected]: Cathy Perry

Please only submit via EMAIL. Note: Emailed copies must have electronic signatures included.

Thank you!

4

SECTION 2: LOCAL SELF-ASSESSMENT &

STRATEGIC PLAN

5

MSEA Local Self-Assessment & Strategic Plan Instructions

MSEA believes that strong locals are the heartbeat of the state association. The attached tool is provided by MSEA to help you accomplish the following:

1.) Self-assess your local’s strength in ten key areas in order to reflect on what is working in your local and what to do differently moving forward – at the end deciding to either a) ADOPT best practices, b) ADAPT that which is promising but needs modification, or c) ABANDON that which is not working.

2.) Using your self-assessment, build a strong plan for the upcoming year in the same ten key areas.

Who: Local Governance and UniServ Directors should complete the assessment and strategic plan together.

What: The tool is broken down into ten key areas:

A) Association Program and StructureB) Leadership DevelopmentC) Membership Recruitment/Internal Organizing/Member EngagementD) Public Relations/CommunicationsE) NegotiationsF) Government Relations & Political ActionG) Professional IssuesH) Fiscal AccountabilityI) Community EngagementJ) Representation

Each key area includes a self-assessment section immediately followed by a strategic plan section.

For the Self-Assessment sections:o Read the key area’s description to understand the context of the information.o Use the guiding questions to begin a dialog about your local’s effectiveness in the given area.

6

o Use the rubric provided in the table (ranging from 1-Beginning to 4-Accomplished) to rate your local’s performance in each subset area.

For the Strategic Plan sections:o Using your analysis from the self-assessment section of each key area, establish goals for the upcoming school year. There are some

organizational SMART goals included in the strategic plan for your convenience to reference as you plan.o Your self-assessment should also shape your development of activities and programs. As you evaluate your performance in each

section, craft your activities and programs to move your local association towards the standards in the accomplished column from the self-assessments.

Once completed, on the last page, use your rubric ratings to prioritize the ten areas for your local’s work in the coming year.

Why: This tool is meant to encourage reflection, self-assessment, and the setting of targeted areas of growth—a cycle of strategic doing. MSEA will use the rubrics to develop a comprehensive statewide picture of locals’ priorities for growth and help us assess whether we have adequate supports and resources in place to help locals reach their goals. We want to be able to help all locals reach their goals effectively. It’s important that you are honest and reflective in filling out these pages so that MSEA resources can be directed in the most efficient way possible.

7

A - Association Program and Structure

Association Program and Structure focuses on the local association’s short-term and long-term viability. In other words, has the local established both short-term and long-term goals and are the goals evaluated based on their effectiveness? The committee structure is key to effective structure and planning.

Guiding Questions for Discussion1. Does the local have a clear vision and mission?2. Does the local have short- and long-term goals?3. Does the local evaluate the effectiveness of the association program?4. Does the local membership understand the governance structure at the local and state

levels?

5. Does the local communicate programs and progress to the membership?6. Do committees meet regularly and receive training?7. Are the roles and responsibilities for committee chairs clearly spelled out and understood?8. Does the local abide by its Constitution and Bylaws?

1Beginning

2Developing

3Proficient

4Accomplished

• A vision and mission exists, and the Board reviews these annually.

• Board annually creates or revisits long-term goals; understands the implications of the organization’s strategy for own actions and tactics. Some goals are pursued, while others are only on paper. The local has a goal for raising PAC funds.

• Officers understand the roles of their respective positions, attend monthly RAs, and regularly scheduled meetings.

• There is no committee structure outside of the Executive Board.

• Local uses the purpose, culture and history of the organization, as well as educational/union trends, to influence the direction of their work.

• Regularly (at least 2x/year) reflects on long-term goals in relation to membership motivations; adjusts to align with member and association resources.

• Officers participate in state and national activities, committees, PD, etc.

• Board sets short- or long-term goals for the association.

• Some specific Board members are solely responsible for things such as political action or membership.

• Board empowers others and promotes a culture that appeals to the different motivations of members while recognizing the contributions of all.

• Educates and engages members and others on association strategies and tactics to advance organizational long-term goals and priorities.

• Goals are set for the local, based on the local action plan and state initiatives, identifying and recruiting emerging leaders. Board members provide input into the goals for the local.

• Local has a few committees established but most are served on by the same small group of members with infrequent meetings.

• Each committee has money set aside from the local budget as needed.

• Local implements strategies that move people to act and uses the mission, vision, and core values to drive their work and culture.

• Creates value for members through clear and compelling long-term goals and priorities. Members drive the strategies and goals for the association.

• Board regular and effectively engages members for the purposes of communication, feedback, and involvement in local, state, and national activities and initiatives, engaging members to accomplish goals, mentoring new leaders.

• Has multiple established and active committees, with new and diverse membership, that meet regularly; committees receive at least annual training on how to conduct their work; each has their own budget; committees give regular monthly report at AR meetings and communicates to all members.

REFLECTION/RATIONALE/NOTES:

We continue to need work on consistent two way communication loop between general members. We do well periodically with specific topics/issues but consistency is an issue. We also review pieces of the strategic plan as they relate to work but the Board of Directors needs to add a full review to the mid year agenda.

8OUR PLACEMENT ON THE RUBRIC: __3.5______

A - Association Program and Structure

GOALS: To create a strategic plan that provides for short-term and long-term goals that correspond with the mission of FCTA. To conduct a review of policies and bylaws to ensure all aspects of the organization on functioning within our governing documents. To maintain an active committee structure which supports the FCTA strategic plan.

Activity/Program TargetAudience

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?

Committee Chair Refresher(all committee chairs are veteran)

Chairs of all Standing and Ad Hoc Committees

Training Of Committee Chairs in Association procedures

Virtual Meeting in September

Officers None All committee chairs understand the process for recording minutes and submitting them for the RA/Board packets, expense and budget procedures, and scheduling meetings and how to access other Association resources.

Recruit an active committee chair for each standing committee and/or taskforce

Veteran Members

Engage May-Aug President, Board of Directors and UniServ Directors

Review of Policy & Bylaws

Officers Board of Directors

To ensure our Bylaws and or making sure our Bylaw are up to date with current law and acceptable practice.

Fall Board of Directors, Bylaws Committee and the Representative Assembly

Bylaw review started with conversations with MSEA General Council at our retreat in Aug. 2019. The Board is continuing their review at subsequent Board of Directors meetings and will bring any proposed amendments to the RA in the Fall. Policies will be reviewed with a specific note on any effected by

9



Bylaw Amendments.

Master Calendar of regular committee meetings and their programming is established and accessible for all members.

General Membership

Engage Yearlong Committee Chairs, UniServ and Office Manager

Master Calendar of regular committee meetings and their programming is established and accessible for all members. Master Calendar is located on our website

Develop, Review and Revise the Strategic Plan

Membership and Building Reps

To assess programing and progress toward goals

Aug. –Sept. (develop)

December and March

Board of Directors,

Officers Attend MSEA Local Officer Training

Officers Understand Roles and Responsibilities in the organization

TBA by MSEA

Officers Mileage Cost of lodging and conference is paid by MSEA

Board of Directors Review of responsibilities and roles outlined in FCTA Policies and Bylaws

Board of Directors

Understand the roles and responsibilities of their

August Mini-Retreat

Officers

10



position in the organization

11

B – Leadership DevelopmentEach local needs to develop its leaders from within. This involves active recruitment at all levels and also involves providing adequate training opportunities so that new leaders can become comfortable in their roles. In addition, leaders are encouraged to attend state and nationally sponsored activities (MSEA Summer Leadership Conference, NEA Representative Assembly, etc.) and the local should provide the financial means for leaders to attend the various functions.

Guiding Questions for Discussion

1. Does the local seek to identify new leaders?2. Does the local recruit, develop and train leaders?3. Is the leadership team in the local diverse and representative of the membership?4. Do the local’s ARs understand what they are supposed to do at the building level?5. Does the local have an AR Council that meets at least monthly?

6. Does the local utilize one-on-ones, surveys, focus groups, needs assessments, etc. to identify issues?

7. Does the local send representatives to the MSEA Summer Leadership Conference?8. Does the local make association training available to all members and encourage attendance?

1Beginning

2Developing

3Proficient

4Accomplished

• 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.


There is inconsistency of understanding of expectations/how to of the reps; the role is executed differently in different buildings. We are in year two of a new optional rep training and accountability program this year called Building Blocks that started to make a small impact last year but want to expand it.

12OUR PLACEMENT ON THE RUBRIC: ___3.5_____

B – Leadership Development

In addition to your leadership development goals and plans, be sure to include plans for the following SMART Goal:By December 31, 2019:- Have a building representative identified for at least 90 percent of the worksites in each and every teacher and ESP affiliate.

o See next page for Building Rep Chart

Action Planning Form

GOALS:

• Expand the Building Blocks program to bring more consistency to Association Rep training, accountability and supports.

• Ensure reps have knowledge about the contract etc. through new rep training

• Have a teaching/quiz/training component at each Rep Assembly

• Encourage community and minimize attrition at the Rep Assembly

• Ensure a full complement of reps in each building (MSEA SMART Goal is 90% of Buildings)



Recruit an active committee chair for each standing committee and/or task force.

Veteran

Members

Engage May-Aug.

2019

President

Board of Directors

UniServ Director

No Specific Cost

Recruit active building reps for each worksite

General Membership

Engage Reps identified for all buildings by Oct. 31, 2019

AR CommitteeBoard of DirectorsPresidentUniServ Staff

No Specific Cost

Board of Directors Liason to Building Reps

Building Reps Engage and Support Building Reps

Year Long Board of Directors $500 plus mileage

Board of Directors will connect with Reps and conduct a 10 minute meeting at their school in the first 6 weeksBoard members will also meet with their Reps at a designated time during the monthly RAs

13



Rep Training –

Provide ongoing training for new and returning reps.

Building Representatives

Engage Fall 2019 AR CommitteePresidentUniServ Staff

TBD but it is included in the AR committee budget adopted for the year

AR Committee has built a program that is a 3 year training cycle. We are in year 3.

Building Blocks Program – YR 3 Building Representatives

Training, accountability and support for Reps

Yearlong AR CommitteePresidentUniServ Staff

TBD by number of completers

AR Committee Budget for FY19 is $10,600. Reps who successfully complete all of the training and work required of this program will receive their FCTA portion only dues refunded back to them. This year we have added a team version to the individual rep Building Blocks program

SPARKS Reignite Past SPARKS Participants

Engagement Oct. 22, 2019

Leadership Development Commiteee

TBD Re-engaging with past SPARKS participants at this Fall event and through a specific newsletter for them throughout the year

SPARKS training for FCTA members.

Members 1-10 years

Engage and grow our leadership pipeline

Spring 2020

Leadership Development CommitteeUniServ DirectorsPresident

$6,000 See Goal G in the Strategic Plan

NEA Leadership Summit Association Leaders and SPARKS

Engage and grow leadership

March 2020

Board of Directors, Reps and former SPARKS Participants

$4000 FCTA sends a couple elected leaders and some up and coming leaders to this training every year

Annual Association Rep Dinner Reps, Officers, BOD, and UD’s

Retain and Engage

May 7, 2020

UniServ Directors, Rep Committee, Membership Committee, and Office Staff

$3,500 To show our appreciation for our Building Reps and Committee Chairs

MSEA Summer Leadership Retreat

Association Leaders and up and coming leaders

Engage and grow leadership

July 2020 President and Board of Directors

$800 FCTA looks at the offerings and tries to send both newer elected leaders and building reps with an eye to expand individual leadership in growth areas for the Association

14

C – Membership Recruitment/Internal Organizing/Member EngagementRecruiting and maintaining membership is a key to building an effective local. Identifying new employees and inviting them to join is paramount as well as approaching non-members on an annual basis to encourage them to join. Effective locals have a continuing membership program.


1. Does the local have a Membership Organizing Committee?2. Does the local train Association Reps on best practices for engaging the members at their

schools regularly?3. Does the local regularly engage newly discovered building leaders in association activities?4. Does the local identify new employees, agency fee payers, and potential members for

association membership and create a plan to follow-up with them?5. Does the local commit funds to membership recruitment & engagement?

6. Does the local have an on-going buddy system to orient new members?7. Does the local encourage new members to become actively involved in the Association?8. Do local leaders visit targeted schools to talk one-on-one with members, fair share payers,

and potential members?9. Does the local have a planned schedule for distribution of local, state, and national materials?

10. Does the local provide opportunities for members to meet together and socialize?

1Beginning

2Developing

3Proficient

4Accomplished

Receives membership forms/materials and distributes them without personal contact.

Has no membership organizing committee.

Has no particular membership plan.

Holds no regular events for membership.

Has no trained leadership network to move the work of the association at the school level.

ARs distribute membership forms/materials personally and asks other members to help them.

Leaders, in conjunction with UD, power map the local.

Develops a minimal membership recruitment & engagement plan in cooperation with the UniServ Director.

Designs a leadership network that incorporates governance and AR’s in moving communications and accomplishing the work of the local.

Local uses power map results to identify school & new leader targets.

ARs establish a membership team to make a personal contact with individuals and to solicit membership; feedback is sought and recorded and shared with the local’s membership organizing committee. Plan has specific activities for members and new hires during first semester of school; feedback from ARs are examined by the local’s membership committee; schools with low membership are targeted.

Utilizes established leadership network to move the work of the association.

Membership teams personally recruit targeted individuals; after feedback is shared with local membership organizing committee, leaders visit schools and work sites.

Has ongoing, yearlong plan that includes specific activities for members, potential members, and new hires; specific data is used to examine progress.

Regularly educates and trains members of AND assesses and modifies the structure and implementation of leadership network

Studies members and potential member concerns and needs; has several events for new hires, continuing members and potential members; personal contact is done before and after events; feedback examined for future events.


We need to continue to record and track our engagements with members/potential members. We shall continue to use our tools more effectively to help us in the process of following-up with members/potential members. Our focus for this upcoming year will be to hold as many one-on-ones as possible with members/potential members especially our new hires. We look for new ways to connect with potential members and members throughout the year.

15

16OUR PLACEMENT ON THE RUBRIC: __4______

C – Membership Recruitment/Internal Organizing/Member Engagement

GOALS: Use the applicable MSEA SMART Goals- Recruit at least 90 percent of new certificated hires - Increase member engagement by providing opportunities for members to connect with the Association- Holding more one on one conversations with members/potential members by training Reps and Board members how to more effectively engage in

this practice- Expand local leaders internal organizing capacity by creating BOD liaisons for each school and creating opportunities for building visits and

engagement- Targeted outreach to potential members with 5 or less years of experience in FCPS



Recruit Activists for New Teacher Luncheon

Association Activists

Engage August 2019 Jen Nguherimo, Justin Heid and Brittany Blankenship

None -To secure volunteers to help with the success of the New Teacher Luncheon

New Employee Processing New hires Recruit and Engage

July and Aug. 2019

Jen Nguherimo, Andrew Macluskie and Missy Dirks

None -Due to the employee access law this is a new opportunity for FCTA to meet new hires prior to the new teacher luncheon

Organize and host the New Teacher Luncheon

New hires Recruit and Engage

August 20, 2019

Christine McGill, Missy Dirks, Brittany Blankenship and other Association Activists

$4,089.53 -To establish relationships with new hires and recruit new hires-Secure contact information for all new hires-Recruit 90% of new hires to the association

New hire recruitment plan New hires Recruit and Engage

By November 2019

Andrew Macluskie & Brittany Blankenship

Minimal -To recruit new hires and to inform building reps of new hires in their specific building-Two-way communication outreach (Board of Directors and Activists)

Potential Member Outreach

New hires in the last 5 years

Recruit and Engage

November 2019

UniServ Directors and officers

TBD Officers and UDs will contact and personally meet as necessary with potential members years 1-5 year who have not yet joined

One-on-One New hire Engagement Conversations

New hires Recruit and Engage

By November 30, 2019

UniServ Directors and Building Reps

Minimal To contact each new hire and hold a one-on-one conversation with each new hire

NEA Member Benefits Spotlight at every Rep Assembly

Members Retain and Engage

All Year UniServ Directors Minimal To highlight and showcase specific NEA Member Benefits to members

Sponsor Annual Member Picnic with FASSE and FCASA

Members/Potential members and their families

Recruit, Retain and Engage

September 13, 2019

Office Manager, Brittany Cramer and Membership Committee

$5,0001 day leave

To increase visibility of FCTA, recruit new hires/new members, and increase Association involvement and Activists

Early Career Educator Members with 1-5 To hear what Fall 2019 Brittany Blankenship, MSEA

17



Listening Tour years of experience (no more than 10)

new educators believe they need from FCTA

Andrew Macluskie with support from Beth Ramey

pays

New Member Postcards New Members and Potential Members

Engage and Recruit

Fall 2019 Building Reps TBD Make a personal contact to welcome new members or encourage new hires to join

Fall Membership Recruitment Drive

Potential members Recruit, Reclaim and Engage

Sept. 1 through Dec. 2019

Andrew Macluskie, Brittany Blankenship, Membership Committee and other Association Activists

Minimal To increase market share and to build capacity in the Association using our AR’s

Incentives for Fall and Spring Membership Recruitment Drives

Association Activists

Recruit, Retain and Engage

Fall Drive and Spring Drive

Andrew Macluskie, Brittany Blankenship, Membership Committee and other Association Activists

$10 per recruit

To increase market share and to build capacity in the Association

Member Recruit/Retention Gatherings

All members Recruit, Retain, and Engage

Oct. 25Nov. 15

Andrew Macluskie, Brittany Blankenship, and Membership Committee

$500 To increase visibility of FCTA and to provide members opportunity to network with others from the county

Member Retention/New York City Bus Trip


Dec. 7 2019Apr. 18 2020

Andrew Macluskie, Brittany Blankenship, and Membership Committee

$50

NEA Member Benefits Open House

All members Retain, and Engage

Winter 2019 Andrew Macluskie, Brittany Cramer and Membership Committee

Minimal To highlight and showcase specific NEA Member Benefits to members

Building Visits Members and potential members

Recruit, Reclaim, Retain, and Engage

Monthly –except January starting in September

Andrew Macluskie, Jen Nguherimo, and Association BOD

$1,000 Each BOD member has schools assigned to them, will conduct 10 minute meetings in their buildings with UD support

One on One’s with members at risk of dropping

Disengaged members

Retain Ongoing Jen NguherimoAndrew MacluskieMelissa Dirks

TBD

Member Retention Paint Night (contact Tina Young)


TBD Andrew Macluskie, Brittany Blankenship and Membership Committee

TBD To increase visibility of FCTA and to provide members opportunity to network with others from the county

Participate in the MSEA Membership Workshop

10/5/19 Membership Committee Chair Selected Membership Committee members

Mileage

Early Enrollment Campaign Potential members Recruit and April 1- end UniServ Directors, Board of Minimal To increase market share and to build

18



Engage of the school year

Directors, Membership Committee and other Association Activists

capacity in the Association

FCTA Unity(American Ed. Week)

All Members Retain Ongoing Andrew Macluskie, Brittany Blankenship and Membership Committee

TBD TBD at Membership Committee Meeting

Strengthen Retiree Committee and encourage their involvement in FCTA governance (RA) and political and social activities.

Retired Engage Ongoing Retiree CommitteePresidentUniServ StaffMembership Committee

$250.00

Increase membership on all committees especially among minority and newer members.

General, Minority and New Members

Engage Ongoing Committee ChairsPresidentUniServ StaffBoard of DirectorsBuilding RepsHuman and Civil Rights Committee

No specific cost

President, Board members and HCR Chair attend Minority Teacher Reception in Fall of 2019Be sure that SPARKS’s attendees are racially, ethnically and gender diverse.Recruit previous SPARKS participants to serve on committees

19

D – Public Relations/CommunicationsDeveloping an effective local does not stop with recruiting new members. Effective communication with the membership must be done on a regular basis. Training opportunities should be utilized by members of the Communications Committee to ensure that information reaches members in a timely and effective manner. In order for this to occur, adequate funds for communicate should be budgeted on an annual basis. Finally, communication also does not stop at the school/work site door. As advocates for public education, locals should conduct an ongoing public relations program in order to promote the local and education as a whole.

Guiding Questions for Discussion1. Does the local have a Communications/PR Committee?2. Has an internal communications network for the local been established?3. Does the local maintain a website and/or social media sites?4. Does the local produce at least a monthly print or digital newsletter?5. Does the local effectively promote association activities to members?

6. Does the local’s budget contain specific funds for communications/public relations activities?

7. Does the local monitor media coverage?8. Does the local speak with area media contacts on education issues?

1Beginning

2Developing

3Proficient

4Accomplished

• No messages in or out.

• Uses 1-2 of the following: webpage, email, newsletters, social media, one-on-one relational meetings.

• Mass communication – everyone gets everything.

• No relationships with the press or only reactive relationships.

• Messages go out, but not received.

• Uses 3-4 of the following: webpage, email, newsletters, social media, one-on-one relational meetings.

• Understands how to differentiate communication, but not implementing it.

• Has relationships with the press; proactively pitches stories.

• President is media trained by MSEA.

• Process exists for two-way strategic communication with membership, including face-to-face conversations.

• 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

• Develops and implements plans with consistent, persuasive, and purposeful messages that consider the unique needs of different constituencies.

• 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


We engage with members through multiple media sources. President is media trained. We engage with the press in an appropriate manner, however we don’t have a full plan. We communication plans around issues and ongoing items are part of various committees planning process.

20OUR PLACEMENT ON THE RUBRIC: ___3_____

D – Public Relations/Communications


GOALS:

Home email addresses for at least 75% of our membership Consistent two way communication with membership Ongoing public relations program to promote our public schools


Purpose Timeline Person(s) Responsible

Budget Comments/Evaluation/Outcome


Who is the target?

Why? Time of year?


Cost involved

What are you looking to accomplish? How are you going to evaluate the success?

Update and monitor all data collecting sources to make sure they request HOME email

General Members

Engagement On going Office Staff and Committee Chairs

none We updated many of our standard forms and documents to already but we need to keep this in mind when we create new items

Maintain FCTA website – including current calendar of events, committee meetings etc.

General Members

Information and engagement

On Going Office Manager www.myfcta.org

Participate in the MSEA training for the new website upgrades

Staff Keep current on technology

Fall 2018 Office Manager, UniServ & President

(webinar version 0)

Use Facebook and Twitter as a member communication and PR tool

Members and public

Information @myfctaFB Frederick County Teachers AssociationWe will continue to use these avenues to provide information on events and promote the positive roll of teachers/public ed in the community

FCTA Unity Campaign “I am FCTA” Members Engagement Fall Board of Directors, Communications/PR Committee

TBD We are still in the early planning stages of this campaign which will be developed this fall. American Education Week will be the big roll out.

21

E – NegotiationsMembers 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 Discussion1. Does the local survey members for bargaining interests?2. Does the local use MSEA Bargaining Goals to develop proposals?3. Does the local establish short- and long-term salary goals?4. Does the local provide ongoing training in negotiations and contract maintenance?5. Does the local analyze the district budget to develop proposals and make comparisons to other settlements?6. Does the local maintain notes for each bargaining session?7. Does the local participate in MSEA’s Coordinated Bargaining Council?

1Beginning

2Developing

3Proficient

4Accomplished

• Only one-way communication from bargaining team to members occurs.

• Leadership obtains copy of goals and shares with bargaining team.

• Bargaining and contract maintenance teams (grievance committee) have neither trained in a long time nor utilized theory to drive decisions about salary schedules.

• Leadership and bargaining team is educated on salary schedule theory and develops compensation goals.

• Leadership creates an internal organizing committee to share written communications around bargaining.

• Local establishes a standing

• Local sends out electronic bargaining survey to members and does little or no communication back out to members regarding the results.

• Bargaining team engages in discussion with UniServ Director for deeper understanding of goals.

• Bargaining and contract maintenance teams do some training, and have a basic understanding of salary schedule theory.

• Leadership formally adopts compensation goals.

Leadership develops an internal organizer for each building.

• External community organizing

• Electronic survey distribution coincides with building meetings to promote participation in the survey and then shares results.

• Goals are incorporated into proposals.

• Bargaining and contract maintenance teams do joint training and have a good understanding of salary schedule theory.

• Membership is educated on salary schedule theory and adopts goals.

• Internal organizer shares strategic information with members in their building through ten minute meetings or one on one conversations.

• External organizing committee engages parents and organizations in one on one conversations about educational issues and

• Local surveys members via electronic survey, building meetings, and one-on-ones then shares out results and how the survey results were used to draft proposals.

• Goals are incorporated into proposals and shared with membership.

• Bargaining and contract maintenance teams do joint trainings for veteran and new members and communicate regularly; salary schedule theory drives salary schedule decisions.

• Membership establishes a compensation policy that guides local decision-making.

• Members engage by taking strategic action in support of the bargaining process.

• Local is seen as a leader in the community among parents and organizations; the

22

external organizing committee that plans community events.

• Local has a very limited understanding of the district budget and financial condition of the district or relies solely on MSEA staff for an understanding.

• 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.

committee plans and carries out community events during bargaining.

• Local has an understanding of the district budget and financials, however does not use it to develop salary proposals.

• Local assigned two team members to take notes; notes are 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.

hosts community events to create the association’s visibility in the community year-round.

• Local analyzes the budget and financials to develop salary proposals.

• Local has a plan to archive minutes of bargaining sessions; and notes are used to inform issues during grievance representation or follow up bargaining.

• 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.

community seeks its opinion on educational issues.

• Local team works with UniServ Director to analyze the district budget and financial information to develop salary and other financial proposals to create support with members.

Bargaining team review notes from prior negotiations before developing new proposals in future contract negotiations.

• Local 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.


Increased our engagement opportunities with members for input into the process holding focus groups in addition to the surveys. We engage community organizations especially in regards to the budget at the county level and support for funding our contract. We will continue to work to engage more members of FCTA and the community in this process.

23

OUR PLACEMENT ON THE RUBRIC: ___4_____

E – NegotiationsAction Planning Form

GOALS: Utilize that data to inform the priorities of our membership for the negotiations process for this full contract year. Engage members to participate and support the process. Secure funding for the goals identified by members. Ensure the contract ratification process follows the Association bylaws.

-




Member Engagement on Negotiations

Entire membership

Engagement in the fact this will be a full contract year

By Oct. 172019

Board of DirectorsChief Negotiator, Jen NguherimoPresident, Missy Dirks

Mileage for BoD

This is a full contract year so we are starting with including highlights from last year and a quick survey on importance of different negotiations topics will be distributed and collected at that meeting

“2 Cents” Surveys Entire Membership

Feedback on negotiations topics

Fall 2019 Negotiations CommitteeChief Negotiator and President

We have a subscription to Surveymonkey and mailchimp

Take information gleaned from the engagement piece of the 10 min meeting to create a couple 1 topic flash surveys that will help inform the full negotiations survey

Negotiations Survey Entire Membership

Specific Feedback on negotiations topics and data for Negotiation Team

Fall 2019 Negotiations CommitteeChief Negotiator and President

We have a subscription to Surveymonkey and mailchimp

Using previous flash surveys to craft a survey that will give us the best information to negotiate on behalf of members

Pre-negotiations Session FCPS Staff To facilitate problem solving in advance of formal negotiations

Fall 2019 Chief Negotiator and President

None We will also use this time with the BoE Chief Negotiator(s) to plan out negotiations timelines

Negotiations Committee Meetings

Full Negotiations Committee

To analyze feedback from members and salary data

Fall 2019 Negotiations CommitteePresident Chief Negotiator

N/A To develop bargaining priorities to recommend to the Board of DirectorsAnalyze and develop surveys

24




Negotiations Process Negotiations Team

To negotiate a tentative agreement to present to members

Prior to the end of May.

Negotiations Team To negotiate a beneficial salary and benefits package for all members

Possible member actions in support of negotiations

Members, BoE, Elected Officials at the County and State level

Negotiations Committee and the Board of Directors

As negotiations and the budget season progress the Board and Negotiations Committee will determine whether to recommend actions in support of the process

25

F – Government Relations & Political ActionThe collective voice of MSEA represents, arguably, the most influential voting group in Maryland. Effective locals recognize the potential impact MSEA can have the local, state, and national levels. Advocating for public education is not without cost, however. As a result, locals must develop and maintain an ongoing program to encourage members to participate as both organized people and

organized money.

Guiding Questions for Discussion1. Does the local communicate with members regarding current state and national

legislative matters?2. Does the local inform members about their role in the political process?3. Does the local participate in lobbying activities in Annapolis and at home?4. Does the local run an annual PAC drive?5. Does the local communicate recommended candidates to the membership?

6.

Does the local participate in and provide workers for all recommended races?

7. Does the local communicate the links between political action and educational policy-making to members?

8. Does the local recruit potential school board members who are advocates for public education?

9. Does the local regularly attend school board meetings?10. Is political action part of the local’s long-range plan?

26

OUR PLACEMENT ON THE RUBRIC: ____4____

Reflection/Rationale/Notes: We work collaboratively with our sister affiliates FASSE and FCASA on this part of our strategic plan. We will continue to work on the strengthening our engagement with members and the community even further than we have in the past.

1Beginning

2Developing

3Proficient

4Accomplished

• 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 least 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 local’s legislative and political action programs and are aware of office-holders’ 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

GOALS:

Support the FCTA/MSEA/NEA recommended candidates in the 2020 Primary Election with a focus on the Board of Education Races. Increase member involvement in volunteer activities for the election as well as lobbying at the local and state level. Increase our effectiveness in using data to help increase our volunteer base and more effectively connect the right volunteer to the right task

MSEA SMART Goal: Increase the percentage of members making payroll deduction to PAC contributions by 2 percent of membership



Maintain an active GR committee with members from all 3 Frederick affiliates

FCTA/FCASA/FASSE members

Engage members and the community

Ongoing PresidentBoard of Directors

None With the loss of our GR Co-chairs and several members the summer and early fall will be the key rebuilding times

Kirwan Commission Community Conversations

Association Members and the Community at-large


Oct. 28 and Nov. 14, 2019

GR Committee,GO Team Members and Board of Directors

MSEA Budgeted

Turnout participants for this important conversation about public schools and state funding of them.

Establish a strong network of members who will actively participate as election volunteers and advocates with elected officials

All members:New hires VeteransRetirees

Engagement General Election and Legislative Session

GR CommitteePresidentUniServsBoard of DirectorsBuilding Reps

TBD We need foster the understanding of our members in connections between the conditions of their employment and political action

Implement the GR Committee’s action plan for the Primary Election.

All members:New hires VeteransRetirees

Elect pro-public education candidates to the majority of the seats at the county and state level

Fall- April 2020

GR CommitteePresidentUniServsBoard of DirectorsBuilding Reps

With MSEA Staff Support

GR Budget:$8,000

PAC:$14,059 as of 7/31/19

The action plan includes recruitment and engagement goals involving multiple activities for involvement of members. Including the endorsement process for 3 Board of Education seats. In addition to the communication outreach to members and the community.

Conduct voter registration for new teachers and current members who are not registered to vote

Unregistered members

Increase the number of members registered to vote increases member voice in the

New Teacher Luncheon:Aug. 20

Member Picnic:

GR CommitteeMembership CommitteeOffice Staff

No cost

25



process Sept. 13Restart the Republican caucus with new leader

Conservative members

To engage the roughly 40% of our membership registered Republican

Ongoing Jen Nguherimo, GR committee and Hayden Duke

250 dues

$250 PAC funds for R dinner

26

G – Professional Issues

Strong locals advocate for quality for all school professions, and promote the association’s role in advancing education transformation, school environments, and student learning. We build capacity for continual improvement and learning and show educational leadership. Strong locals understand their role in student learning and leading our professions, and advocate for policies and strategies that positively impact those roles by analyzing and applying research, policies, and trends to their advocacy work.


1. Does the local utilize professional cohorts to analyze educational & professional trends?2. Does the local drive collaborative decision-making on key professional issues?3. Does the local research educational & professional trends to determine their advocacy priorities?4. Does the local take an active role in promoting the integrity of the professions?

1Beginning

2Developing

3Proficient

4Accomplished

• Local governance understands the value of continuous learning and improvement in our professions.

• Local governance understands the historic, current, and emerging role that the association plays in our professions.

• Local governance understands the policies and strategies that impact our professions and student learning and effectively communicates this with the membership.

• Local governance understands that research, policies, and trends impact public education and communicates this to the membership.

• Local governance communicates professional development opportunities to the membership.

• Local governance provides PD to membership in order to educate them on importance of the role of the association in student learning and leading our professions.

• Local governance and other association leaders forge alliances and agreements that positively impact our professions and student learning.

• Local governance provides forums and/or PD on research, policies and trends that impact public education.

• Local governance advocates for meaningful development inside our professions by identifying emerging leaders and energizing members and our diverse set of educational stakeholders.

• Local governance and other association leaders identify and promote own members’ credentials and expertise, ensuring association leadership of our professions.

• Association leaders and members actively participate in focus groups and other forums to lend insight, voice and action to local and state decision making regarding issues that impact our professions.

• Local governance collaborates with our diverse group of stakeholders to conduct, evaluate and communicate education research and practices.

• Local governance and leaders build a culture of professionalism that illustrates the association’s commitment to continuous learning—i.e. professional cohorts assist governance in training members to further their professions.

• Local governance along with other association leaders help drive collaborative decision making and policy on our key professional issues.

• Local governance and other association leaders help to lead the professions by anticipating challenges and putting in place proactive strategies.

• Locals drive effective policy content based on deep understanding of research.


27

OUR PLACEMENT ON THE RUBRIC: ___3____

G – Professional Issues


GOALS:

Continue and further develop committees which reflect the professional needs of our teachers and their students Recruit new members who wish to address previously unidentified professional issues within FCPS and FCTA, and provide them with the means

necessary to affect appropriate change concerning those professional issues. Actively engage in influencing the decision-making process for educators within the county.




Who is the target? Why? Time of year? Who are the main people responsible to lead this piece?

Cost involved


Identify specific professional issues which affect our students and educators

FCTA members To advance public education

Ongoing Issue dependent, and split between the Professional Issues, Leadership Development and Human and Civil Rights committees

TBD Identify the specific issues we would like to improve and advocate for within our school community

DAP – Diversity Ambassadors Program

Ethnic Minority Members/Potential members

To increase involvement and a sense of community to help retain our ethnic minority teachers

Ongoing Human and Civil Rights Committee

$1600 Continue the program we started 4 years ago with the help of 2 consecutive MSEA IEO grants

Support the implementation of Restorative Practices within FCPS

Members/Potential Members

To provide teachers and administrators with the tools to meet the needs of students

Ongoing Human and Civil Rights Committee

$2,000 FCTA is working in partnership with FCASA and FCPS to provide training opportunities for members of both organization in restorative practice by school and feeder pattern. We are working to expand this work and to include more FASSE members.

Provide members an avenue for exploration of specific professional issues

Members Provide members with means to

Ongoing Relevant committees that may include Joint FCPS/FCTA Education

N/A Engage members who wish to address previously unidentified professional issues within FCPS and FCTA, and provide them the

28



articulate, develop and resolve previously unidentified professional issues

Reform Council,Human and Civil Rights,Leadership Development,Teacher Evaluation Workgroup

means necessary to affect appropriate change concerning those professional issues

Hood College Aspiring Educators Training

Student Members Engage and recruit

TBD – 3 or more sessions

Leadership Development Committee

$100 Created a partnership with Hood Colleges chapter of student members of MSEA/NEA to select topic to present on (classroom management/stress management)

FCTA Edcamp Members/Aspiring Educators/Potential members

Engage and recruit

January 11, 2020


$500 Last year the committee was able to get donations and grants to cover 95% of the cost of the event.

Recruit Members to participate in MSEA JumpStart

Members Engage Fall and Spring


$550 Support members who are working toward National Board Certification by paying for their JumpStart participation

29

H – Fiscal Accountability & Business Management

Effective financial management helps to accomplish the goals of the association. Managing budget development, promoting financial integrity of the association, and utilizing data to analyze trends and inform decision-making are all key components of this work.

Guiding Questions for Discussion1. Does the local create and adopt a budget each year, in accordance with the process in its Constitution and Bylaws?2. Does the local regularly communicate internal budget information to the membership?3. Does the local undergo a yearly financial audit?4. Are the goals of the local reflected in the budget’s financial priorities?

1Beginning

2Developing

3Proficient

4Accomplished

• Understands business, planning, and budgeting process.

• Understands the fiduciary requirements and demonstrates integrity in financial transactions.

Understands the importance of recognizing data and implementing into budget.

• Understands the importance of fiscal responsibility.

Ensures all officers and board members are trained on their fiduciary responsibilities.

• Accomplishes the goals of the association by strengthening its fiscal health.

• Recognizes implications of union and educational trends on decision-making.

Ensures business policies reflect financial best practices.

Has financial records and financial practices professionally audited at least every other year.

Increases association resources and infrastructure to accomplish strategic objectives.

Builds support for strategic objectives through membership awareness.

Uses strategic planning and the development of outcome based goals to create budgets and increase investments.

Uses results from professional audit to inform and modify future bookkeeping and financial practices. Makes a good faith effort to correct any negative findings from the professional audit.

Increases budget sustainability.

Utilizes business trends and data analysis to make decisions that maximize goals, plans, and strategies for growth.

REFLECTION/RATIONALE/NOTES:Historically, FCTA has had high standards for accounting and budgeting. We use our strategic plan to drive budget planning and operating decisions. We have a budgeting process that involves members, committees, Board of Directors and the Representative Assembly. Our accounting processes are managed by our office manager, Treasurer and outside accountant. We have been audited for agency by a separate independent auditor and will continue to have an independent auditor do a annual financial review.

30

OUR PLACEMENT ON THE RUBRIC: ___4_____

H – Fiscal Accountability & Business Management

Use this section to set internal operations goals (e.g., set a realistic balanced budget, purchase and begin using QuickBooks to better manage Local finances, upgrade the photocopy machine, etc)


GOALS: Maintain the high level accountability in our business practices (double signed checks, outside accountant for monthly reports & independent auditor)




Who is the target?

Why? Time of year?


Cost involved


Monthly treasurer’s reports are prepared by the office manager and accountant and presented at the Board of Directors meetings and Representative Assemblies.

Building Reps and Board of Directors

Transparency and fiscal responsibility

Monthly Office ManagerTreasurerAccountant

$2,195 The cost also includes the accounts preparations of TAX form 990 other financial reports

Develop and adopt a balanced budget based on our strategic plan and goals

Members Fiscal responsibility

Jan-May TreasurerBudget CommitteeBoard of Directors Rep Assembly

$200

Maintain the accountability system of reimbursement requests being signed by the committee chairs/president

Committees Fiscal Responsibility

Ongoing Committee ChairsPresidentOffice Manager

Maintain the accountability system of requiring all checks and expense

Board and Reps Fiscal responsibility

Ongoing TreasurerPresident Office Manager

31



vouchers to be prepared by the office manager and signed by both the treasurer and presidentMonitor and review all leases and equipment

Fiscal Responsibility

Ongoing Office ManagerTreasurer PresidentBoard of Directors

We want to make sure our leases and equipment are functioning how we need them to at the most fiscally responsible cost.

Maintain adequate reserves for capital improvements, crisis fund and arbitration

Members Fiscal Responsibility

Annual Budgeting Process

TreasurerBudget CommitteeBoard of Directors Rep Assembly

Financial Review with an Independent Auditor

Fiscal responsibility

Fall 2019 Office ManagerTreasurer

$2500

32

I – Community Engagement

A strong local builds meaningful community partnerships in order to engage the community around issues supporting student learning and to act as a collective, compelling advocate for the organization’s goals. Locals engage in community service activities and mobilize to strengthen external relationships.

Guiding Questions for Discussion1. Does the local seek and maintain strategic relationships with community organizations identified in a community power mapping exercise?2. Does the local conduct regular community service activities?3. Does the local communicate with parent and other groups about educational policy and school climate?4. Does the local convene community stakeholders when discussing student learning?5. Does the local participate in the creation and implementation of a collaborative organizing & mobilization plan with community groups?

1Beginning

2Developing

3Proficient

4Accomplished

• Has no community engagement for advocacy activities.

• Has no partnerships with community organizations.

• Has no community engagement around student learning issues.

• Has no student, family, or community service activities.

• Connects association messages with various audiences with diverse points of view.

• Power maps the community. Uses that information to identify community organizations to engage. Engages different and diverse organizations in the community to identify common issues.

• Researches advocacy issues to better understand content and share key messages with community.

• Does one event per year that benefits students. No publicity involving the event.

• Builds coalitions by forging relationships with audiences.

Collaborates with different and diverse community organizations, and educates them on key issues.

• Creates and implements an advocacy engagement plan that supports student learning and leading the professions.

• Schedules and publicizes a few events a year. Success of events are communicated to memberships, administration, and school board.

• Unites disparate audiences around a common message to work cohesively and move a common agenda.

• Transforms relationship with the community organizations to harness the power of collective action.

• Organizes a collaborative mobilization plan around shared interests of union, educational communities, and legislative bodies.

• Has a community service committee that schedules and participates in multiple service events a year; solicits members, non-members, and community leader participation.

REFLECTION/RATIONALE/NOTES:This work is long term work that we struggle with capacity to engage in consistently. Last year we tried to help get a new community coalition called Fred4Ed up and running and it has collapsed (due to everyone’s time constraints and personality conflicts). We have some members who work with and meet with community groups but continue to struggle with all the other more urgent issues on everyone’s plate taking priority. However, it still remains a long term goal of the association.

33

OUR PLACEMENT ON THE RUBRIC: _____2___

I – Community EngagementAction Planning Form

GOALS:

Identify possible coalition partners; seek coalition through issues as well as larger group goals; seek common ground even with unlikely allies Explore community support/resources to support our members Continue to develop meaningful coalitions with educationally friendly groups



Continue to engage in coalition building alliances with community groups including: PTA, RISE, Centro Hispano, Eliminating the Achievement Gap, United Way, FCC, Chamber of Commerce, SHIP, etc.

Members and the community

Engagement and benefit to public schools

Ongoing Committees such as Human and Civil Rights, Association Reps and Government Relations

TBD Need to establish member contacts for each potential community partner and maintain up to date base of such groups and contacts.

Read Across America Event in Downtown Frederick

Members/Media Specialist and children in the community

Engagement/Recruit

March 7, 2020


$500 Members are given an opportunity to give back to the community and hand out books to our community. The educators also receive an FCTA shirt to help spread the word of our association.

Kirwan Commission Community Conversations



Oct. 28 and Nov. 14, 2019

GR Committee, Kirwan Commission Community Conversations


Establish informal Parent Create a Ongoing Missy and Jen, Minima There several parent activists 34



coalition in support of increased school funding

activists that are dissatisfied with school funding

network of activists who will attend hearings and lobby elected officials to increase funding to public schools.

other leaders who wish to become point people.

l

$200 for coffee etc.

stepping into the void left by a dysfunctional PTA. We would like to coordinate and increase our network of concerned parent activists to support school funding increases. Ideally, we will have at least 10 parents per hearing speaking to the need generally fir increased school funding.

J – Representation

Guiding Questions for Discussion1. Does the local have a Grievance Committee to deal with contract violations?

1Beginning

2Developing

3Proficient

4Accomplished

• Contract maintenance teams (grievance committee) have neither trained in a long time nor utilized theory to drive decisions about salary schedules.

• Local does not have a grievance committee; members are aware of the grievance procedures in the NA; ARs report contract violations to the UniServ directors.

• Contract maintenance team does some training.

• Local has a grievance committee; yet the UniServ directors are consulted prior to any action; local provides training at rep meetings; rep reports concerns at monthly rep meetings.

• Local actively works to resolve grievances at every step of the grievance process. ARs are versed in

• Bargaining and contract maintenance teams do joint training.

• Local has a functioning grievance committee with a chair who works with UniServ directors to address lower level building concerns; ARs identify member advocates for follow up training.

• Local has a grievance policy that includes the decision-making process around representation, binding arbitration, etc., and includes information about the process

• Bargaining and contract maintenance teams do joint trainings for veteran and new members and communicate regularly.

• Local has a grievance committee and chair and a grievance rep in each site as part of the team of ARs at each site; a grievance rep at each site is responsible for moving grievances at the informal level; local consults with UniServ Director before reducing a grievance to writing.

• Members see the value of the grievance 35

• Local has a minimal internal grievance policy.

the process and can advise and connect members with the grievance committee.

in association publications.

process as the method for settling disagreements and knows how the internal process for engaging the grievance committee works.


The decision to not a have a grievance committee in FCTA has be revisited and upheld by the Board of Directors. We do not file many formal grievances so they believe this would not be worth putting time and resources into at this time.

36

OUR PLACEMENT ON THE RUBRIC: ___1____

J- Representation


GOALS:

-




Who is the target?

Why? Time of year?


Cost involved


37

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 - __C________________________________________________

#2 - __F________________________________________________

#3 - __B________________________________________________

#4 - __E________________________________________________

#5 - __I________________________________________________

#6 - __D________________________________________________

#7 - __G________________________________________________

#8 - __A________________________________________________

#9 - __H_______________________________________________

#10 - __J_______________________________________________

Submitted by: Melissa Dirks

Date:________________________________

38

Letter Category RubricRating

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

mceanea.orgmceanea.org/.../sites/11/2019/09/2019-2020-fcta-strate… · web view2019 – 2020...

Documents