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BUILDING A STRONG LOCAL

BUILDING A STRONG LOCAL. New Presidents Training July 31, 2009. What’s in a strong local?. Infrastructure Multi-dimensional program Collective leadership team Interacts with other locals. Strong Infrastructure. The Association representative Ratio of ARs to members: 1:10

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BUILDING A STRONG LOCAL

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  1. BUILDING A STRONG LOCAL New Presidents Training July 31, 2009

  2. What’s in a strong local? • Infrastructure • Multi-dimensional program • Collective leadership team • Interacts with other locals

  3. Strong Infrastructure • The Association representative • Ratio of ARs to members: 1:10 • At least one AR per building • The job must be reasonable and manageable

  4. Strong Infrastructure • The Association Representative should: • Be trained • Have a budget • Be given recognition • Be equipped with a calendar of events • Have access to committee activities

  5. Strong Infrastructure • The Association Representative Job: • Work with designated members to keep them informed/get their input • Deliver members for jobs and activities in the local

  6. Strong Infrastructure • The Association Representative Job: • Assist members with problems • Establish a working relationship with administration

  7. Strong Infrastructure • Communicators • 1 for every 3 -5 members

  8. Strong Infrastructure • Communicators Role: • Distributes materials and messages for the ARs • Retrieves materials from members • Reminds members of upcoming events

  9. Strong Infrastructure • Why use communicators? • Provides direct personal service to members • Relieves AR from doing the task • Gets people involved • Fosters new leaders

  10. Strong Infrastructure • Association Specialists • Members with specific skills and responsibilities who are trained to assist members in those areas

  11. Strong Infrastructure • Association Specialists • Bargaining • Grievance • Political Action • Insurance • Social functions • Public Relations (internal and external)

  12. Strong Infrastructure • Involvement • No involvement = no ownership • No ownership = no commitment or loyalty • No commitment or loyalty = no strength and no power

  13. Strong Infrastructure • Involvement is characterized by: • Jobs that are needed and seen as important • Involvement of as many members as possible • A belief in the local that every member must be involved in some way

  14. Strong Infrastructure • Involvement is characterized by: • Recognition of involvement is demonstrated • Leaders involve minorities • Leaders involve members with special interests • Leaders reach out to members who have never been asked to be involved.

  15. Strong Infrastructure • “Right person for the right job” concept • What is the position that needs filled? • What are the responsibilities? • What are the time requirements? • What kind of personality would work best?

  16. Strong Infrastructure • “Right person for the right job” concept • Who are the potential “right people?” • How do you get the right person to say yes?

  17. Multi-Dimensional Program • Local program must reflect diverse needs and interests of members and Association. • Consider State and National issues in program. • Members must be involved in developing the Association program.

  18. Multi-Dimensional Program • Leaders development of survey/timeline • Every member survey • Preparing the tentative program • Program of the members • Implementation and communications • Evaluating for future planning

  19. Collective Leadership Team • Leadership team includes officers, ARs, committee chairs • Team implements and monitors multi-dimensional program

  20. Collective Leadership Team • Allows the organization to develop • Stays in constant communication with membership

  21. Interaction with other locals • Locals who network with other locals expand their base of information and influence. • Presidents’ meetings • Bargaining roundtables • Training sessions • Region Council meetings • Social activities • Political activities

  22. Other components of a strong local • Tools to diagnose and analyze your local • Analyze your local’s strength • Analyze individual buildings or work sites

  23. Other components of a strong local • Use One-on-One meetings to: • Gather members’ opinions and information • Demonstrate the local’s interest in what members believe • Develop member ownership in the local

  24. Committees • The president, or his/her designee, should make personal, face-to-face invitations to committee appointments. • Make sure prospective committee members know what their task is so they know when it will be completed.

  25. Committees • Standing committees should have staggering terms for continuity. • A president with a highly functioning committee structure will be a successful president.

  26. Committees • Standing Committees: • Executive • Membership • Negotiations • Grievance • Communication • Elections • Political Action • Constitution and Bylaws • Social

  27. Committees • Ad Hoc Committees: • Insurance • Budget • Scholarship • Professional Development • Others

  28. Membership Recruitment • The membership drive doesn’t end once a new member has joined the Association. • A successful organization provides sufficient activities to maintain member interest.

  29. Membership Recruitment • Maintain several active committees to work for the members, and staff them with different people. • Member involvement creates ownership of the Association.

  30. Membership Recruitment • Provide training to the membership that is relative to their jobs and job security. • Grievance Procedure • Just Cause • Sick Leave • Vacation • Insurance • Professional Development

  31. Membership Recruitment • Provide training to the membership that is relative to their rights under the law. • TRS • IMRF • SURS • FMLA • CDL • IELRA • Wage Payment Act

  32. Membership Recruitment • Provide training to the membership that is relative to Organizational Development. • Communications • Officer Training • Association or Building Representative Training

  33. Membership Recruitment • Schedule activities for fun and business. • Executive Board meetings • General Membership meetings • Welcome to the New Work Year party • Thank Goodness It’s Friday parties • Thanksgiving or other holiday party • Member Appreciation Dinner • Year Ending party/Spring Fling

  34. Membership Recruitment • Develop organization assessment plans: • Formal Assessment Plan – taken once a year • Informal Assessment Plan – done sporadically throughout the year • General Assessment Plan – done by the Executive Committee

  35. Roles of the Officers • Each officer should have specific duties and roles. • Incoming officers should be trained on their roles and responsibilities.

  36. Roles of the President • The President has the primary responsibility to make the Association work. • The President must seek volunteers. • The President is the supreme advocate for members and for employees of the bargaining unit.

  37. Roles of the President • The President must create a relationship with employees, administrators, the Board of Education and the public. • The President is the coordinator and leader; he/she should NOT attempt to do all of the work alone!

  38. President Do’s • Be accessible to members • Be inclusive of all members • Be humble • Be the chief advocate for your members

  39. President Do’s • Encourage all groups to participate in Association activities • Provide training • Promote membership

  40. President Don'ts • Be on a power trip • Procrastinate • Limit member involvement • Do everything yourself

  41. President Don'ts • Allow yourself to be manipulated • Let personal problems interfere with your advocacy

  42. Roles of the Vice-President • The vice-president is more than just a stand-in or possible successor for the president. • Specific duties will vary from local to local.

  43. Roles of the Vice-President • Some locals give the vice-president primary responsibility for membership promotion and for chairing the membership committee.

  44. Roles of the Secretary • Accuracy and follow-through are the two most important characteristics of a good secretary. • The role of the secretary is indispensable; sadly, this is often not recognized by the general membership.

  45. Roles of the Treasurer • A good treasurer has many more duties other than to handle the money and keep accounts. • Responsibilities of the Treasurer grow and the members realize the advantages of adequate finances and planned budgets.

  46. Local Elections • Each local must hold elections for local officers. • Some by-laws also call for the election of the bargaining team. • Elections must be held in accordance with local by-laws.

  47. Local Elections • The role your UniServ Director may play in local elections is very limited.

  48. Association Dues • Member’s dues include dues for the National Education Association (NEA), the Illinois Education Association (IEA) and local dues. • IEA dues are set at the IEA RA.

  49. Association Dues • Local dues should include $3 per member per year that is earmarked for arbitration expenses. (Required if local ever needs to receive arbitration reimbursement from IEA.) • Locals should base their dues on local projects, trainings and other expenses they expect during the school year.

  50. Association Dues • Creating the local calendar and local program before building the budget will allow the local to adequately budget for all activities.

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