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 At least one AR per building The job must be reasonable and manageable

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

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

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

Strong Infrastructure Communicators 1 for every 3 -5 members

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

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

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

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

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

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

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.

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?

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?

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.

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

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

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

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

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

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

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.

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

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

Committees Ad Hoc Committees: Insurance Budget Scholarship Professional Development Others

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.

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

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

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

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

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

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

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

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.

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!

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

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

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

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

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.

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

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.

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.

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.

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

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.

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.

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