Dear Association Representative (AR):

Association Representative (AR) Handbook Index Association Representative (AR) Handbook

Message from REA President

Introduction To A Strong Local

Characteristics of a Strong Local I Components 2 I. Infrastructure 2 a. Association Reps (ARs) 2 b. Communicators 4 c. Association Specialists 5 II. Involvement 5 III. Multi-Dimensional Program 7 IV. Collective Leadership Team 10 V. Interaction With Other Locals 10

Roles/Responsibilities

Primary Roles of ARs 11 1. Communicator 11 2. Deliverer 11 3. Representative 12 4. Decision-maker 12 Specific Functions of ARs 12 I. Gaining Member Involvement 13 Recruiting Volunteers 13 Right Person Concept 15 II. AR As An Advocate/Problem Solver 16 Responding To Members' Problems 20 Association Rep As Watchdog 21 III. Membership Recruiter/Maintainer 22 Why People Join 23 "What Do I Get For My Dues" 24 Overcoming Objections 25 Fair Share - Why 26 IV. Governmental Relations 29

2 Preparing for Effective Representation

Preparing for Effective Representation A. Know Your Members 0 B. Know Your Organization 0 C. DSEA and NEA 1 D. Develop a Plan of Action 2 The "BAT" Team Program Try The 10-Minute Meeting Telephone Chain Apathy Pointers On The Staff Workroom Hassle AR Hints In A Bargaining Year Who's Who In Our Association

Association Programs

Areas of Association Programs A. Protecting Member Rights B. Supporting Member Welfare C. Communicating With The Membership And The Outside 46 D. Promoting Teaching and Working Conditions 47 E. Developing And Implementing Association Policy 47

Appendix

A. One-on-One Meetings B. Building Analyzation Form C. Checklist For Enhancing Effectiveness Of ARs D. Parliamentary Procedures

AR Self Evaluation

Unhealthy/Healthy Characteristics Of Local Association Inside Back Cover

Creed Of The Association Rep Back Cover

3 Dear Association Representative (AR):

Without you, your local association will have great difficulty being successful.

Without a strong local association, your members will not be as effectively represented.

Without you and your local association, the Rutherford Education Association, the Tennessee Education Association and the National Education Association will not be as strong or effective in successfully meeting the needs of the members and public education.

IN SHORT, YOU ARE VERY IMPORTANT!

Your importance to your local, state, and national organizations involves several key areas. Helping to recruit members, a willingness to assist fellow members in need, and taking part in the direction of your association are but a few of the reasons that highlight your value to the association.

We would like to share some insight we have found concerning being an Association Representative (AR).

FIRST - You must work at being an effective AR. It is not an easy job, but with some effort, study and involvement you will succeed.

SECOND - The job will take time. (But, oh, it is so important.)

THIRD - Know what rewards to expect. The rewards will not always be tangible, but they can be very personal. Having a feeling of pride, experiencing excitement, and sensing accomplishment that comes from having a part in a successful action -all will be personal rewards.

The REA-TEA is attempting to make your job easier through the development of this handbook. In addition, your UniServ will be working with your local to assist you, our most important leaders, in carrying out your job.

Thank you for being a very important part of the REA-TEA-NEA. We salute your dedication and commitment.

Sincerely,

Torian J. Hodges-Finch President

4 ASSOCIATION REPRESENTATIVE HANDBOOK

PURPOSE - To provide local Association Representatives* (Building Representatives) with information and tools to help them succeed at being effective representatives and build stronger local associations.

REFERENCE - This handbook can serve as a reference guide for the AR when working with local members, consulting with their TEA UniServ, or when working with any other segment of the Association.

MAKE THE HANDBOOK USEFUL AND HELPFUL. STUDY, DIGEST, AND PRACTICE IT’S CONTENT. IT IS IN YOUR (OUR) SELF-INTEREST!!

*SPECIAL NOTE: What Is An Association Representative {AR)?

With the realization that a person does not represent a building, or an entire faculty, or all of a work area, but rather members of an association, most states and locals are beginning to call their faculty reps or building reps Association Reps. The term “Association Representative” and the acronym “AR” will be used throughout this handbook as representing FRs and BRs.

If NOT NOW THEN WHEN?

5 WHAT IS A LOCAL? WHAT IS ITS FUNCTION?

A local is a group of education employees who have joined together to help each other pursue their common desires. To put it simply, a local is its membership.

The function of the local is to meet the felt needs of its members with a program responsive to those needs. Therefore the local must have a structure that enables member needs to be identified and a leadership capable of organizing and planning programs and actions to successfully meet those needs and desires.

IN UNITY THERE IS STRENGTH!

A basic, primary reason for joining together is the assumption that certain needs can be met through collective action that could not be accomplished alone. The individual first joins with others in the same employer unit to form a local. By affiliation with TEA and NEA, joining is extended to state and national boundaries. The overriding purpose is that such expanded affiliation will produce even greater capacity to meet individual needs.

Strength --effectiveness --through collective action is what the local is all about. The act of joining provides necessary resources. BUT MAXIMUM STRENGTH IS ACHIEVED ONLY WHEN EACH INDIVIDUAL UNDERSTANDS THE FULFILLMENT OF HIS/HER NEEDS DEPENDS UPON EVERYONE DOING A PART, GETTING INVOLVED. Helping members to understand this fundamental premise is one of the greatest challenges to the local president and the ARs. INVOLVEMENT BRINGS OWNERSHIP THAT BRINGS COMMITMENT!

THE MOST IMPORTANT STRUCTURE IN A STRONG LOCAL -- THE ARs!!!

A voluntary organization gains its strength from its grassroots. In local associations that is the membership in the schools or work sites.

Because a local's strength comes from its grassroots (from the members involvement and ownership) the importance of having strong Association Representatives cannot be underestimated. They are the most important group of leaders!

In order to recognize what makes a strong local association, please read the next section on A Strong Local.

6 * PRIMARY ROLES OF EFFECTIVE ARs *

The many faceted tasks of an AR can be summarized into four primary roles.

1. COMMUNICATOR

The AR works directly with building level members and communicates to them, and gains advice/input from them. Personal contact communications is BEST!

Why: * To provide information * To receive feedback and information

How: * Face to face, one-on-one meetings * Building Meetings (see 10-minute meeting idea) * Use of communicators * By attending local association Rep meetings * Through providing local leaders with information

Face to face, one-on- one meetings

AR's should meet one-on-one with each member and nonmember. (Remember, each AR should have no more than 20 people to be responsible for!) These meetings should be designed to gather opinions about the local 's efforts and programs, to answer questions, and to generally show the local (the Rep) is concerned about the person and their opinions, concerns and ideas. The meeting should be private, with the AR preparing ahead of time the questions they would use in the meeting. (See Appendix A on one-on-one Meeting)

The Benefits of the one-on-one Meetings are numerous. For the AR, they gain insight as to what the members (or nonmembers) feel and believe. For the local, it will be gaining input on its direction and making the members feel they are involved in the association. For the member (nonmember) they will feel the local is listening and will most probably get involved and support the local and its leaders.

Note: This should be done periodically throughout the school year .It is especially important in the spring when gaining member's ideas for the local's program for next year.

2. DELIVERER OF PEOPLE (and organizer)

The AR recruits and delivers people for the association. They recruit new members and advocate everyone pays their Fair Share! They deliver people to work in the association, because member involvement is very important to the local's success!

How: * The only effective way is one on one personal contact! ! !

For What: * Recruiting recruiters for recruiting members. (See right person concept) * Solicit volunteers for actions and activities * Recruit other AR 's and Communicators

7 Right Person Concept

Any time a person is needed in the building or local to do something, the concept of ”the right person for the right job” should be used. For example, if the job is to recruit members, the recruiter should be matched up to specific individuals based on specific criteria (i.e. friendship, same department, older, etc.) Use of right person concept is in the AR's and local's SELF INTEREST!!!

3. REPRESENTATIVE

The AR should be the official association representative that a member first goes to for assistance with their problems. They are an enforcer and a problem solver. They enforce the contract and they assist members with problems.

The ARs should be the official representative for their members with the administration. They need to develop a working relationship with the administrators that will assist in solving member's problems.

4. DECISION-MAKER

In most locals the ARs are the primary decision making body. They represent the member at the grassroots level, consequently they are best informed to make the key decisions for the local.

If ARs are expected to represent the association with their members, and the members first line to the association is the AR, then the Association Reps (ARs) should be the primary decision makers!

* SPECIFIC FUNCTIONS OF ARs *

Now that we have reviewed the four (4) primary roles of an AR - Communicator, Deliverer of People, Representative, Decision-maker - we need to look at four (4) SPECIFIC FUNCTIONS ARs perform. They are:

i. Gaining Member Involvement ii. Being an Advocate/problem Solver iii. Being a Membership Recruiter/Maintainer iv .Promoting Government Relations/political Action

What follows are some proven methods and helpful hints that will assist ARs in being effective in these areas.

8 I. Gaining Member Involvement

Getting members involved in the association is extremely important. Their involvement brings them ownership. When members have ownership in their association, the association has strength and power. ARs play the most important role in gaining membership involvement!

RECRUITING VOLUNTEERS"

WHY PEOPLE VOLUNTEER

The following are primary reasons why people volunteer. Why did you get involved?

People like to be involved. Studies show that it is basic human nature for people to desire consciously and subconsciously to be a part of activities and events that involve other people.

Issues or Causes. Involvement levels will increase when individuals are presented with an issue or cause with which they can identify.

Friend or Peer Influence. Friends and colleagues have substantial influence in motivating individuals to get involved.

Social Involvement and Reward. Just as some people will get involved because of an issue or cause, others will do so for the social interaction with others. In addition, many people are attracted if there are rewards (i.e., recognition, status, etc.).

Pride and Ego Gratification. Most people take pride in doing something successfully and in belonging to a group that does things successfully.

WHY INVOLVEMENT IS IMPORTANT FOR ASSOCIATIONS

"Involvement Brings Ownership" "Ownership Delivers Commitment & Loyalty" "Commitment and Loyalty Produces Strength & Power"

VOLUNTEERS IN LOCALS -- FOR WHAT?

A. Committees/commissions B. Special jobs in schools (communicators, legislative or grievance reps., etc.) C. Special tasks (membership drives, letter writing, school board elections, etc.) D. Special projects (social events, long-range planning, etc.) E. What About Elected Positions? (association reps, officers)

REMEMBER, INVOLVEMENT DOES NOT HAVE TO BE LONG TERM OR EXTREMELY TIME-CONSUMING. IT MUST BE SOMETHING THAT THE MEMBER SEES AS IMPORTANT AND RECEIVES RECOGNITION FOR DOING!

9 HOW DO YOU GET VOLUNTEERS?

A. Volunteers for What

1. Determine those jobs and activities for which you need volunteers (Remember elected positions that are vacant!)

2. Determine specific responsibilities for each, including the time commitment:

B. Finding Volunteers

1. Form a diverse group of present and past members/leaders to

a. Brainstorm potential names for specific position(s)

b. Develop methods to be used in recruitment of each individual person

2. Review lists of past leaders/ARs/members and records of people who attended past association activities.

3. Request leaders/ARs/members to "NOMINATE" people.

a. Use a form to ask others to nominate those' 'right people' , who could fill a specific position (works well for building/work site positions)

b. Make nomination project look important

4. Leaders must believe that getting people involved is a priority. It must be a "mind-set" that every leader practices every day, every meeting -- at every opportunity!!

C. Approaches in Actual Recruitment of Volunteer

Personal Meeting --By far the best method!

Personal contact is the only effective method to use in enlisting volunteers. A personal, one-to- one meeting will generate far more success than a letter or an announcement put in a mailbox.

Be positive. Be prepared. Be sincere.

Key Points In Approach

1) Use, "We believe you are the right person for this position because….."

2) In your conversation express the reason you believe the individual should want to volunteer (an issue, cause, pride, etc.).

3) Tailor your message to the situation. For a veteran use, “As an experienced association member, your value to the organization is very high. Will you….?” For a rookie use, “we need new people with new ideas in our organization. No experience is necessary, just your enthusiasm, energy and commitment. Will you…..?”

10 Right Person Concept

It is a proven fact in organizational development that local associations are more effective when they carefully place individuals in selected positions or tasks. This concept of the “right person for the right job” is particularly important in positions with responsibilities that impact heavily on the operation of the local - i.e., Executive Board, ARs, committee chairs, specialists (grievance, political action), etc.

HOW TO USE THE RIGHT PERSON CONCEPT

1. What is the position(s) that needs filled? What are the responsibilities? What are the time requirements? What kind of personality would work best?

2. Who are the potential "right people?" Utilizing the collective leadership team to identify potential leaders is the best approach. Whether it is a group of local leaders selecting the bargaining team or leaders in a building searching for anew AR, using a collective approach results in a more objective evaluation of who would be the "right person for the right job."

3. How do you get the right person to say yes?

Who asks the person is important. It should be someone who has influence with the person being asked. The president may not be the right person to ask. It may be the vice president, a member of the executive committee, or a past leader.

How they are asked is important. "I don't suppose you would want to be an AR, would you?” is automatically set up for defeat. Instead, the request should be positive, pointing out that: the individual was selected because he/she was the right person; the position is important; and the responsibilities include... This should be followed by a sincere, personal request to take the position.

Using the team approach increases your chances for success. Two leaders respected by the person to be asked will generally yield a positive result!

In Summary: Volunteers dedicated to meeting the needs and concerns of school employees built our organization. All of us benefit from high involvement levels and from members who are motivated to achieve association goals. Remember, involvement brings ownership and success. It breeds new leaders and increases membership. It is vital to the continued success of our organization.

11 Responding Quickly and Effectively to a Member's Problem

In the first few minutes or hours following an incident that poses a threatening outcome for a member, the association rep should be prepared to do the following:

The first stage of an incident is often filled with trauma that hinders clear thinking. Therefore, it is vital that members be warned against taking precipitous and potentially unwise action. Warn members --

 Not to make spontaneous responses to charges brought against them  Not to appear at any accusatory hearing (including a meeting with an administrator) unless accompanied by association representatives  Not to attempt to defend themselves alone  Not to accept "an opportunity to resign"  Not to agree to any proposals, whether orally or in writing  Not to submit any written statement to administrators or school directors  Not to refuse to carry out an order of an administrator, even though doing so would violate the contract.

Advise affected members --

 To write down immediately everything that happened -- a narrative including time, date, location, names of involved persons, witnesses, and actual words spoken.  To get advice early from association representatives -- not to “wait and see what happens"  To keep copies of all correspondence and papers relating to the situation

Note Many a career has been damaged as the result of a member's failure to pay early heed to one of these cautions.

12 III. MEMBERSHIP RECRUITER/MAINTAINER

As an Association Representative, your primary role is that of a vital link -- the person who is the first source of information for the members or the first person who gets the complaints.

In effect, you are “The Association” in the minds of the members, and your reputation as a person the members can trust and believe is often enough to get employees to join or maintain their membership.

However, most Association Representatives feel more comfortable if they have a fairly well structured picture in their minds as to how the association functions and where the dues go. This section of your handbook is designed to give you a few thoughts on membership and the relating dues.

Remember, in every section of this booklet, ideas and information concerning member recruitment is provided, for example, look under the Program Section for ideas. Refer to each of these areas for MORE in recruiting your nonmembers and keeping your present members.

 MEMBERSHIP IS: Doing for yourself what you cannot do by yourself.

 MEMBERSHIP IS: An investment in your future. It is not a purchase or a donation.

 MEMBERSHIP IS: Intended to be for long-ranged benefits - not sporadic or short termed.

 MEMBERSHIP IS: What creates strength and organizational effectiveness.

 REMEMBER THAT: No benefits and rights held by our members were given freely by school boards or politicians with Association activity.

 REMEMBER THAT: Benefits and rights enjoyed by members are in constant need of the protection of Association activity.

 REMEMBER THAT: No benefits, rights or conditions sought by members will be given freely by school boards or politicians without the pressure of organizational activity.

NOTE: You may wish to periodically share these statements with your members and nonmembers.

13 WHY PEOPLE JOIN

As a result of analyses done at the national level and in several states, here are chief reasons why people join the Association:

1. Somebody Asked. The asking should be by the right persons. Remember, you may not be the "right person." Their close friend maybe.

2. Peer Acceptance. There is a general tendency for most people to want to be part of the established organization. "It's the thing to do."

3. Protection and Professionalism. Members want an organization that fights to protect and enhance their careers.

4. Force of Habit. Once members sign up, they tend to stay in the Association and continue their membership until retirement. This usually indicates a generally high level satisfaction with the Association. There is a danger that we may take this membership for granted.

5. An Understanding of the Association's Goals and Programs. Most of our leaders would fall into this category.

6. An Opportunity to Purchase an Association Special Service. Some people join the Association primarily to buy one of the many insurance programs provided through membership. These programs are good selling points, but they do little to build a commitment to the organization.

7. Fair Share. Hard core nonmember holdouts eventually join when faced with paying a Fair Share fee almost equal to the dues! Has your local made the bargaining of Fair Share a priority?

14 WHAT DO I GET FOR MY DUES"

There is one question that we seem to hear quite often when we try to enroll some nonmembers, i.e., "what do I get for my dues?"

This question cannot and should not be answered as if the member is purchasing a consumable commodity. Membership in the association is not a purchase. Dues are the member's share of the costs of implementing the Association's programs which protect and advance his/her interests as an employee."

"What do I get for my dues?" can be tactfully answered by referring the member to the basic core of the Association's programs.

1. Protecting his/her employment rights 2. Supporting his/her economic welfare 3. Promoting and safeguarding better teaching and working conditions 4. Lobbying for legislative support of the schools (money for salaries, benefits) 5. Generating support for public education and the work being done

“What do I get for my dues” must be balanced against similar questions if they were to be raised in other parallel situations, for example: QUESTION RESPONSE

What do I get for my life insurance premiums? An estate for my relatives when I die.

What do I get for my home insurance premiums? Nothing, unless my home bums down or if I suffer some other covered loss. What do I get for my automobile insurance premiums? Nothing, unless I have an accident.

Who do I get for my dues? Literally thousands of volunteers and professionals working on my behalf at all levels of government to protect my job, to increase my salary and fringe benefits, to protect my retirement system, to make my views known at all levels, to make my job more rewarding as an occupational choice, in short -- CAREER INSURANCE.

15 OVERCOMING OBJECTIONS

I can't afford it. You can't afford not to join - and now. The Association has contributed continuously to winning benefits already reflected in your paycheck. Bank draft deduction provides an affordable pay-as-you-go dues payment plan. We don't accept "can't afford it" from school board negotiators. Why should we be any less firm with those who benefit directly from salary boosts and other benefits we are winning?

I don't agree with a lot of things that the Association does. Okay! That's your privilege. But can you honestly say that you never disagree with actions of your State Legislature or Congress? Nonetheless, you don't drop your citizenship, give up your voting franchise, and refuse to pay your taxes. Representative government - in organizations as well as nations - depends on people who "pay their dues" and who participate in decision-making. If you don't agree with some direction the Association is taking, join up, become active, and work to change its course.

There isn't any real reason for me to join - after all, any salary or employment benefits negotiated locally by the Association or enacted into law with state and national support will be mine anyhow. That's partly true. But do you really want to be identified as a free loader? And there are membership benefits you can't obtain as a nonmember. If you should be unfortunate enough to receive a dismissal notice, or be subjected to a credential revocation process, for example - then it would be too late to obtain legal assistance.

I have my own attorney. If I ever get in trouble, I'II use my attorney. By all means, do. But you and your attorney may be able to save yourselves a lot of time and effort by using the expertise of staff that has specific knowledge about school law and procedures probably related to your problem. And don't forget, you'll have to pay your attorney. By applying to the NEA DuShane Fund, you may get help in paying those legal costs.

I don't believe in joining anything. I respect your right to your own beliefs, but is it true that you are opposed to all organized groups? Don't you belong to any credit union? Do you purchase any insurance? Do you contribute to any charities? If all school employees refused to band together, we wouldn't have any security - no guaranteed sick leave, no liability protection, no tenure rights, no fringe benefits, and no federal aid - the legal protections gained by the Association. Joining with others whose interests coincide is the way to get things done in our American society. If everybody said, "I don't join anything," we'd still be paying tax on all that tea in Boston Harbor.

I don't have a voice in what the Association does. Yes, you do - if you want one. You can make your voice heard every time your local takes action. You also have direct representation at the state and national levels through the representatives you elect.

Can You Think Of Others You Should Prepare For??

IV. Governmental Relations and Political Action

One of the most difficult, but yet most important roles an AR must do is one of political organizing. But, if we remember the following, we can understand why it is so important.

Every decision in education is somehow connected to politics. From contract negotiations, to class size, to working conditions rules, to funding from the state to local districts, all are controlled by political forces.

What Is The AR's Role?

1. To help educate the members about the importance of their involvement in the political world. - About their actually working to get friends elected - About the importance of the joining and contributing to Political action groups that support public educators and students.

2. To recruit members to get involved (How - Recruiting people to work campaigns, attend political functions, serve on local's Government Relations/political Action Committee)

3. To organize members to lobby elected officials (How - Letter writing, be a local 's contact to a legislator or school board member, etc.)

Since every decision in education is political, We can't afford to not be involved.

ARs can (and must) make the difference!!

17 PREPARING FOR * EFFECTIVE REPRESENTATION *

The key to being a successful Association Representative (AR) is PREPARATION. How well you know your members, the structure and operation of the local association, your basic responsibilities, available resources, are all important factors in determining your effectiveness.

Preparation alone will not guarantee success. But preparation coupled with a sincere belief in the value of the organization will help you provide the leadership that is needed and expected.

A. KNOW YOUR MEMBERS

An effective Association Representative (AR) must know the people he or she represents. The more you know about each individual member, the more effective you can be in representing his/her needs and interests. (Remember, no Association Representative (AR) can be expected to represent more than 10 members.)

It is important that a file be established for each member you represent which provides valuable information for yourself and the association. This file should be permanent so that it can be used in succeeding years by future AR ' s.

The file should include, but not be limited to:

1. Name, address, phone numbers 2. Date of employment, types of certification 3. Previous association involvement (positions held, activities involved in, etc.)

IMPORTANT: Not only do you need to know your members, but you also need to know your nonmembers! If you are going to fulfill a major requirement of a strong local association, you will need to have 100% membership. Certain information is critical in preparing to convince nonmembers to join. This includes:

 Reasons given for not joining;  Whether the nonmember had ever been a member (if yes, the reason for quitting);  Who would be the right person to try to convince the nonmember to join;  What things the association does that might interest the potential member in joining;  What information/materials are needed to approach the nonmember about joining.

18 B: KNOW YOUR ORGANIZATION

1. The members govern.

The United Profession - local, state and national associations - is a representative democracy unlike other employee organizations. Each member, during the course of a school year will be called upon to elect:

 Local association officers  Delegates to TEA Representative Assembly  Delegates to NEA Representative Assembly

The governing bodies listed above establish policies and direction for their respective levels of the association. All elected representatives and officers are directly accountable to the members they represent.

2. Local association structure

Each local association must have a constitution/set of bylaws, adopted by the membership, which dictates how the local is structured. The structures will vary slightly from local to local, but all constitutions should conform to TEA and NEA Constitutions and Bylaws.

C. TEA and NEA

Policies and programs that affect the members and the education profession are found at all three levels of the organization. Only through the understanding of the structure and operation of each level can an AR be effective in stimulating member interest, representing member concerns, and fulfilling member needs.

1. TEA

With a membership of over 44,000 the TEA represents teachers, educational staff professionals, high education members and students. The TEA is governed by an Executive board, a Governance Board, and the Representative Assembly. The members elect the individuals who make up these bodies.

Members' dues to TEA and NEA pay for full-time professional UniServ staff that work directly with local associations. The UniServ Director is the contact for local associations seeking services or advice from TEA. AR's should work through their local president to acquire direct services from the UniServ.

In addition to UniServ staff TEA has other professional and support staff who work for members and locals. They exist in the areas of legislative/political action, internal/external communications, business services, membership recruitment/records, and organizational management.

19 2. NEA

Membership in the NEA is over 3.2 million members, made up of all the state and other related affiliates.

The NEA is governed by people elected from each state by the members. The NEA Board of Directors has over 100 members (FEA has six members). The annual Representative Assembly held in July is made up of 9,000 delegates elected by local members who determine the direction and policy of the NEA.

Various staff departments are organized on the national level to provide services to the state and local affiliates. Primary among these are: government relations and political action; instruction; training; special services; member rights; research; and legal services.

In addition, NEA provides financial grants to FEA to support many of its programs for members. NEA also has six (6) regional offices that provide full-time staff for work directly in the state affiliates.

Special Note: It is clear that TEA and NEA are governed by people elected by the members. What the FEA or NEA does ( or does not do) is determined by the people elected by the members.

Members who drop their association membership because of action(s) or lack of action on particular things should consider that they had some control of what happened or didn't happen. Dropping out doesn't solve the problem! (AR's may wish to ask these members if they drop their citizenship when the government or their representative does something they disagree with, or do they try to change the government or representative by voting and getting involved!!)

D. DEVELOP A PLAN OF ACTION

Preparing to be an effective Association Representative (AR) includes study, training and developing a plan of action for your members. As you prepare your plan of action, keep in mind the ideas/activities below.

1. Start to prepare before school begins if at all possible.

a. Inform your principal (or supervisor) of your position. b. Review member and nonmember lists and select your membership recruiters based on the right person for the right job. c. Get someone to handle the bulletin boards. d. Prepare for opening meetings. e. Contact, or get someone to contact, all new employees. This initial contact, offering advice or help, could make membership recruitment easier.

2. Determine how you will communicate with your members. (mailboxes are just for informers, please. Use personal communications.)

 *See BAT Team concept in this section.  *See 10-minute meeting concept in this section. 20 3. Make sure each member knows you and understands that you are the person to see concerning problems and concerns. Staff members should know how and when to contact you.

4. Make the point that the association is a democratic organization in which they have a voice, through you, to promote group action on issues and problems with which they are concerned.

5. Have someone close to you tell you frankly how members are receiving you. Try to determine through this feedback what are your strong and weak points.

6. Communicate on a face-to-face basis. (personal contact...the only way!)

7. Plan to involve interested members in assisting you to make contacts, prepare bulletin boards, arrange meetings, etc.

 *See Gaining Member Involvement in Role/Responsibilities Section.  *See BAT Team concept in this Section.  *See Curing Apathy in this Section.

REMEMBER: The most important factor in your plan of action is YOU!

Important: The next few pages provide AR's with some basic information about BAT Team, 10- minute meetings, telephone chains, apathy, work room hassles, hints in a bargaining year, and a Who's Who Form. Knowing, understanding, and using these proven techniques assist the AR in being successful.

21 EFFECTIVE BUILDING/WORKSITE STRUCTURE THE "BAT" TEAM PROGRAM

Every AR should establish a structure in their building (worksite) that makes the local effective in representing the members.

Key goals of an effective building structure are: personal communications; high involvement; and knowledgeable representatives.

The Building Action Team (BAT) concept encompasses each of these. Basically the BAT team is: 1) Association Reps (building reps. etc.); 2) communicators; and 3) program specialists.

Association Reps: Each school should have the ratio of elected representatives per member as small as possible. One representative for each ten (10) members is as large as the ratio should be to be effective. This ensures: more personal representation; it spreads out the work; it gets more people involved; and it builds an AR system that produces future leaders.

Each representative should have a specific group of members they represent. Ten (10) members in a certain hallway or a grade level or a department are examples of ways to divide up the constituency.

Communicators: Each representative should have at least one communicator. The communicator's primary job is to personally pass out newsletters and other information or materials.

The members they service should be once again determined according to hallways, grade levels or departments to ensure quick access and delivery.

Note: The use of communicators: relieves the AR’s of some tasks; provides personal service to members; gets more people involved; and offers experience to possible future ARs.

Specialists: Each local may wish to create program specialists in all of their schools. A good example would be grievance specialist or legislative/political action specialist.

The primary responsibility of the specialist is to carry out important program functions that will assist the ARs, the local association and the members.

Note: Once again, this position provides more service to members, increases involvement, and makes the service to members more visible.

Remember, a strong local association is characterized by high involvement, especially at the building/work site level, which will provide the strength to achieve its goals!

22 AR: Try a 10-Minute Building Meeting

Association representatives who hold regular building meetings - especially in difficult times - have the best shot at strengthening membership rapport.

"But they won't stay for a building meeting," you complain. "They say they're too busy.”

Try promising a 10-minute building meeting -timed by the clock. You have to rule with an "iron hand and few words”, but you can do it.

Below is a sample announcement of the 10-minute meeting and a sample agenda to distribute at the start of each one. See the guide for planning such a meeting on the back.

Of course, it's easier for the association representative to vote in Rep Council by merely "sensing" the opinions of members, but have you really done anything to build member consensus?

Ask members their opinions on association matters. Let them have a voice and the feeling that their opinions count in the decision-making process.

Note on the sample agenda that members still have the opportunity to "let off steam" through the tear-off on the bottom. The association representative can then talk on an individual basis to those who write down their concerns.

Make association meetings snappy and business like. Try the 10-minute meeting. SAMPLE ANNOUNCEMENT SAMPLE AGENDA

10-MINUTE ASSOCIATION MEETING AGENDA Wednesday, March 28 198_ Association Meeting Schmidlap Middle School (10 minutes. You don't believe it? Then bring along March 28, 198_ your stopwatch.) A. What was discussed at Rep Council or executive We're negotiating this year -- and it will be YOUR committee last time? (2 minutes) contract. The Association is determined to keep YOU informed. Association leaders need YOUR ideas. . B. We need your opinions on ______. Your views will be presented at the next Rep Remember - only 10 minutes Council meeting. (4 minutes)

We begin at ______sharp. (time) C. Latest developments on the problem of ______(3 minutes) We meet at ______. (place) D. An Association victory you should be proud of. We wind up at ______sharp. (time) (1 minute)

Time's up! We told you we could do it in 10 minutes! Honest, it really is a 10-minute meeting on Don't forget to leave your questions and suggestions at Wednesday. If you're a doubter, come and time us! the door.

We'd like to have a meeting about ______

Name______

23 Planning An Effective 10-Minute Meeting

See sample agenda on preceding page.

Time Agenda Category Topic Rationale 2 minutes: A. Current Issues Update Brief review of major topics We're keeping members informed. (minutes 1-2) discussed at last month's Rep We try to reduce the back room assembly meeting attitude so often prevalent during negotiations. Keeping members informed is not a matter of how much they are told. Rather, it's a matter of feeling that leaders are working to inform the members. Personal contact prevents rumors from "hurting" staff morale or Association credibility.

4 minutes: B. Our Hot Issue Here is a current issue. We need This reinforces in members' minds (minutes 3-6) your ideas before we go to the next that their opinions are actively Rep assembly meeting. sought and presented to the assembly meeting.

3 minutes: C. What's on Your Mind? Reviews of a current issue that This may be the most important (minutes 7 concerns members ill this building. issue to come up at Rep Assembly. -9) Members need to feel that the Association is conscious of their needs. Often just talking about a problem gives considerable relief.

1 minute: D. A Success or Problem We're having some success in this Praise. Encourage. Nourish the (minute 10) area, or, we're Optimistic in this members. Develop a spirit of area - thanks to YOUR efforts. optimism. An "all is lost" attitude Keep up the good work culminates in "I give up." Low morale kills support for Association goals, especially during a prolonged impasse or crisis. Personal contact builds confidence.

Or We are having a problem in this Level with your team. Obtain their area. We need your help in dealing creative ideas in approaching the with this. problem. Ask them to think of solutions between now and the next 10-minute meeting.

"Times up! We told you we could do it in 10 minutes! Don't forget to leave your questions and suggestions at the door."

24 Telephone Chain

Use the association telephone chain to get messages to your members quickly. Phone chains are especially effective when the association has emergency information or instructions that cannot be communicated in other ways. Build your chain to include association representatives in strategic spots. Don't rely on district "snow closing" lists.

1. Develop the chain to reach all association members. Messages should proceed from the leadership via the association representative network to the membership.

2. Since the president is often concentrating on other aspects of association activities, another association leader should be selected to begin the phone chain.

3. Set up the chain so that people make no more than five phone calls. If the local's ARs only represent 10 members, with the AR's communicators helping, all members can be contacted in a very short period of time!

4. During a local crisis it is not always easy to reach certain members. For example during a negotiations crisis, you may be unable to contact negotiating team members. Design your telephone chain so that it works around their activities. Establish a separate team to notify these individuals.

5. Keep phone chain messages simple. Limit messages to announcements, instructions or directions. Avoid complicated explanations.

6. Periodically test the chain to be sure that telephone numbers are accurate. Remind members to update their numbers if they move. Some members hold second jobs. Include these telephone numbers so that they receive important messages.

7. Keep your chain going. Let team members know what to do if they can't reach the person they are supposed to call. Should they leave a message with another family member? Should they call others on the list? Establish a procedure when forming the telephone chain.

8. Update your telephone chain adding new members and making necessary changes for those on leave. Delete people who no longer work in your district. Reissue revised lists periodically.

25 APATHY: THAT'S OUR PROBLEM!

Are you sure that's your problem? Maybe some of your members want to help. Do you have any idea as to the skills, interests or special talents of your members?

Try conducting a survey… You may be surprised by the results and your members may be surprised as to the ways in which they can help. Below is a sample. Design it to fit your local and building. (Remember; don't stuff it in a mailbox. Have your communicators distribute and collect it!)

Sample Survey

______Education Association

WE NEED YOU - INVOLVEMENT MAKES A DIFFERENCE

NAME SCHOOL HOME PHONE NO. HOURS CAN BE REACHED

Number in order of preference, i.e., 1,2,3, the three tasks that you would perform as your “participating share” for your association.

____1. Writing. (newspaper articles, interschool communications, etc.) ____2. Typing. ____3. Attending monthly school board meeting. ____4. Stuffing envelopes ____5. Representing association at county meetings, state meetings, etc. ____6. Researching. (data to be used in negotiations) ____7. Compiling statistics. ____8. Telephoning. (primarily to remind citizens to vote) ____9. Driving citizens to polls. ____10. Disseminating information door to door to citizens. ____11. Collecting. (surveying members for information, etc.) ____12. Picking up or delivering materials from school to school. ____13. Designing and making posters. ____14. Taking pictures. (for newsletter, etc.) ____15. Speaking at public forums, etc. ____16. Shopping for gifts. ____17. Miscellaneous.

26 Please check those positions below that you might consider filling.

____1. Association Representative (AR) (represent 10 members in building/worksite) ____2. Communicator (work with AR to pass out newsletter/messages, etc.) ____3. Grievance committee ____4. Public Relations committee ____5. Legislative/Political Action committee ____6. Membership committee ____7. PECCA committee ____8. Budget committee ____9. Human Relations committee ____10. Instruction committee ____11. ______(Other)

Are you a member of any fraternal, political or professional organization in the community? If so, please indicate and note any offices you hold.

1. ______2. ______3. ______

Do you personally know any state legislator(s) or school board member(s)? If yes, please list their name(s) below.

1. ______2. ______3. ______

27 Modify as Needed Who's Who in our Association

TITLE NAME ADDRESS School Phone Home Phone President S: H: Vice President S: H: Secretary S: H: Treasurer S: H: S: H: COMMITTEE CHAIRPERSONS

Government Relations/ S: Political Action Chair: H: Negotiation Chair: S: H: Grievance Chair: S: H: Newsletter/PR Chair: S: H: Other (Fill in Titles) S: H: S: H: S: H: S: H:

28 THE ASSOCIATION'S PROGRAMS

AREAS OF ASSOCIATION PROGRAMS

A. Protecting Member Rights B. Supporting Member Welfare 1. Organizational 2. Individual (Special Services) C. Maintaining the Association' s Public Image and Communicating with the Membership D. Promoting Professional Teaching and Working Conditions E. Developing Association Policy

PROTECTING MEMBER RIGHTS

One of the prime objectives of the TEA-NEA is to protect the member's civil and employment rights. Here is some Association services designed to accomplish the protection of member rights:

 Contract Enforcement. Grievance Processing. The TEA assists its locals in maintaining up- to-date approaches in protecting negotiated contracts through a grievance procedure (which should end in binding arbitration). The Association provides staff to help locals prepare grievances and train its grievance reps/committee.

 Legal Protection. Members of the TEA are assured of legal protection including the costs of having a lawyer for most all employment-related cases including suspension and the protection of tenure. In cooperation with the NEA and its DuShane Defense Fund, TEA pays approved legal costs in such employment-related cases.

 Professional Liability. With a $1,000,000 liability insurance coming with their membership, TEA members can feel more protected against lawsuits filed against them by students and parents.

 Job Security. TEA maintains a constant watch on the Legislature and on the school boards association to head off any attempts to deprive school personnel of due process rights.

 Minority Rights. TEA assists members in their efforts to fight racial or sex discrimination in their employment.

 Employee Evaluation. TEA assists local associations and its members in coping with employee evaluations by conducting workshops to keep members up to date on all developments in this critical area

29 SUPPORTING MEMBER WELFARE

The TEA devotes a great deal of its resources to helping its members improve their economic well-being. A member's economic welfare and fringe benefits are vital to career success. The FEA provides the following services to its members and locals:

The FEA maintains a staff of full-time UniServ Directors and Organizers who are trained and qualified to assist locals in all phases of collective conferencing. TEA UniServ provide the following negotiations assistance to locals:

1. Training of local negotiators. 2. Proposal preparation assistance 3. At-the-table assistance 4. Bargaining strategy and tactics 5. Budget analysis

The TEA retained lawyer to keep abreast of legal developments and advises the officers and staff on changing directions in bargaining, and new tactics and approaches of school board negotiators

. RETIREMENT PENSIONS

TEA lobbyists work continuously to protect the retirement system from unfavorable legislation and to increase benefits

. SCHOOL REVENUE LOBBYING

With more and more school funding coming from BEP state funding, TEA must (and does) place top priority in its Political Action/legislative program. TEA is very much aware of the direct relationship between the revenue available for the schools and the economic security and well being of its members. Therefore, a major part of the TEA's efforts is to convince the Legislature, Governor and the State Board of Education to support measures that will maintain and increase the state's support of local school systems.

SPECIAL SERVICES

The Association's large membership on the state and national level enables it to provide low cost economic services for its members.

We have listed many of the programs and, where applicable, have provided the phone number from where information or brochures can be received. Make certain in your request that you identify yourself as a FEA member.

30 NEA Member Benefits

DUES-TAB A no-cost life insurance benefit is provided for all Active, Educational Support, Staff, Reserve, as well as Life members who are actively employed in the field of education. Up to $25,000 of life insurance coverage is provided once you have certified. 1-800-637-4636

LIFE INSURANCE Underwritten by The Prudential Insurance Company, NEA Life provides up to $200,000 of scheduled term life insurance coverage and includes spouse and dependents coverage. No medical exam is required for this coverage. Annual Bonus Coverage provides an additional $100 of free insurance to accumulate yearly until retirement or age 62, up to a maximum of $2,500. 1-800-637-4636

GUARANTEED ISSUE LIFE PLAN Underwritten by the Prudential Insurance Company, this plan is offered exclusively to NEA Retired Members 55 or over. Coverage is guaranteed and no medical exam is required. 1-800- 637-4636

ACCIDENTAL DEATH AND DISMEMBERMENT INSURANCE Get 24-hour, worldwide protection of up to $130,000 in benefits, for about a nickel a day. Members cannot be turned down for this coverage. 1-800-637-4636

MEMBERCARE SUPPLEMENTAL HEALT INSURANCE PLANS A portfolio of health insurance plans that supplement your existing insurance protection offered through work or Medicare. 1-800-637-4636

UNIFIED CREDIT CARD PROGRAM NEA 's gold MasterCard offers a low 15.5% interest rate and no annual fee for the first year. There's an even lower 14.5% rate for the portion of your average daily balance over $2,500! 1-800-637-4636

NEA TRAVEL PROGRAM NEA Travel offers a wide selection of cruises, tours, trips and flight-only packages. Economy, superior or deluxe accommodations are available in a price range to suit any budget. Expand your horizons with NEA Travel. 1-800-637-4636

UNIFIED BOOK PROGRAM The NEA/Literary Guild and NEA/Doubleday Book Clubs offer up to a 40% discount on publishers' edition full Iength hardcover books. 1-800-637-4636.

NEA'S PHARMACY SERVICE The NEA' s Pharmacy Service offers discounts on name brand prescription and nonprescription items, as well as health and beauty aids. Shop from the convenience and privacy of home. 1-800-637-4636

NEA CAR RENTAL PROGRAM The NEA Car Rental Program offers discounts on Hertz rental cars at all participating U .S. and overseas locations when you use your NEA/Hertz discount card or the NEA/Hertz #1 Club Card. 1-800-637-4636

31 COMMUNICATING WITH THE MEMBERSHIP AND THE OUTSIDE

The TEA believes that good communications are vital to the strength of the organization and to furthering the interests of school employees and public education.

INTERNAL COMMUNICATIONS - TEA's Communications Division publishes the TEAch, a monthly newspaper. The publication keeps members informed about Association policy decision, local association accomplishments, trends in education, and points of view of the Association officers.

Membership materials that explain Association activities, programs and benefits to both members and nonmembers are provided to locals by the Membership Division.

The NEA Today is a monthly tabloid published by NEA for all members providing news and feature stories to keep members up to date on issues, opinions and developments around the country.

And the NEA Now is a national newsletter for all association leaders with news and information concerning organizational development.

EXTERNAL COMMUNICATIONS -The TEA Communications Department is in touch with state and national news reporters providing information and setting up news conferences and other media events concerning Association activities.

MAJOR MEETINS

TEA Representative Assembly - The Representative Assembly is a decision-making body that meets annually to set direction for the Association. Any member may run for a delegate position and, if elected, represent his/her local at the Assembly. Any member who is not a delegate may attend as an observer.

Summer Leadership Academy - Held in June, this conference offers an opportunity to Association leaders to participate in one of the several training schools like Legislative/Political Action, Evaluation Grievance training, Emerging Leaders, Bargaining and Presidents - and a variety of seminars on most all aspects of Association activity.

NEA Representative Assembly - This decision making body, the largest of its kind in the world, meets annually in July. Any member may be elected by their peers to be voting delegates.

PROMOTING PROFESSIONAL TEACHING AND WORKING CONDITIONS

CERTIFICATION - TEA works with the legislature, State Board of Education, and the Department of Public Instruction, to protect members’ certification rights and improve the quality of public education. .

EVALUATIONS - TEA provides assistance to locals and members in this critical area so important to school employees.

PROFESSIONAL IMPROVEMENT - Through conferences and workshops held locally, statewide and nationally, the Association provides members opportunities to improve their skills and knowledge. 32 RESEARCH - The TEA Research Office, along with NEA's Research Division, prepares research data to assist in bargaining and legislative/political action, and maintains information in such areas as class size, accountability, etc. Working through the UniServ Directors, locals can request this assistance.

GOVERNMENTAL AGENCIES - Both the TEA and NEA utilize to the fullest their full-time professional staff to monitor and protect members' needs with governmental bodies. This includes the State Board of Education, Department of Public Instruction, Retirement System, U.S. Department of Education and any other agency that deals with professional concerns of members.

DEVELOPING AND IMPLEMENTING ASSOCIATION POLICY

THE MEMBERSHIP - In most local associations, the membership is the highest governing body. They ratify contracts and elect people to represent them in decision-making.

In the TEA (state) and NEA (national), the membership elects those people who make the decisions affecting both organizations.

LOCALS - In most local associations, members elect representatives (Association Reps) and officers who make up a representative council or assembly. This body guides and directs the local to meet its members' needs.

TEA Representative Assembly and the NEA Representative Assembly are made up of people elected by the members, provides the direction for both organizations.

Between meetings of the Representative Assembly, the TEA Governance Board that consists of people elected by the local members guides and directs the policy for the Association.

OFFICERS - Officers of the local association are charged with carrying out the decisions of the members and the Association Rep Assembly.

OFFICERS TEA and NEA - Both state and national organizations have three officers who are charged with leading the associations. They are the President, Vice-President, and Executive Director

STAFF TEA employs a Exectutive Director who directs the activity of all Association staff. Association staff is charged with advising elected leaders and with implementing the decisions and programs. The staff includes:

33 Appendix C CHECKLIST FOR ENHANCING EFFECTIVENESS OF ASSOCIATION REPS

The association representative (or building representative or faculty representative) is the most important link between local leaders and the members they serve.

If the association rep fails, that link is lost - and loss of members is certain to follow.

This checklist is designed to help local leaders provide association reps the support they need in order to succeed. The membership recruitment committee can provide a vital service by monitoring all aspects of local support to association reps and drawing attention to any need for improvement.

___1. Association representative (AR) has been elected. (Ideal ratio is 1 AR to 10 members)

___2. In schools that elect more than one AR, each AR has an identified constituency that elected him/her only, and to which he/she is accountable.

___3. Local has a list of all ARs including name, school or department, work address and phone, home address, home phone, and times available to phone(s).

___4. Local conducts AR workshop early in school year, including training in:

___How to work with their 10 members ___Delivery members for jobs/tasks (Involvement) ___How to assist members with problems ___How to establish relationship with building' s administrators

___5. Each AR has been provided a list of all unit members in his/her area, showing which are Association members, which are members of competing organizations, which are nonmembers.

___6. Local has completed and tested a telephone tree of all ARs permitting it to communicate a brief message to all schools or departments within three hours.

___7. Each AR has completed and tested a telephone tree of all ARs permitting it to communicate a brief message to all schools or departments within three hours.

___8. Each AR has recruited one person for every five unit members in the association, to serve as a "news network," or communicator, enabling transmission of a brief message to all association members within 2-3 hours, during the working day.

___9. Local regularly provides AR with inside information about important developments in the district and Association, so rep can achieve status with members as a reliable news source.

___10. Local regularly provides AR with posters, cartoons, bulletins, and other bulletin board materials as well as suggestions for creating and maintaining an attention-getting Association bulletin board.

___11. AR maintains an attractive, attention-getting, up-to-date bulletin board, with the Association logo prominently featured. 34 ___12. AR regularly conducts brief, efficient Association meetings in school to impart information and obtain members' input.

___13. AR encourages informal discussions of Association business, especially regarding contract development, bargaining, interpretations of contract, how to file a grievance, etc. -in staff lunchroom and lounge.

___14. Local keeps records of AR's attendance at meetings, response to local requests, etc., to assure that each rep is functioning effectively.

___15. Local has a task force of experiences, effective reps who contact those who don't attend meetings or who have difficulty with the job - to ascertain reasons and offer assistance.

___16. Local has a means of replacing ARs who are unable or unwilling to do the job well.

___17. Local regularly provides all ARs with support, including prompt response to requests for information, ready assistance when asked, visits of Association leaders to schools and up-to- date information.

___18. Local provides all ARs rewards and recognition for their efforts, including:

___ Refreshments at council meetings, ___ At least two good meals per year, ___ Listing of reps in the Association directory, ___ Rep's name and photo displayed on staff bulletin board, ___ Telephone tree coordination, attendance at meetings, etc.

___19. Local president and other leaders make conscientious effort to get to know all ARs personally, and to phone or write each of them often, complimenting them on their work, and seeking their ideas.

___20. If the district is a large one, the local encourages reps to get to know each other, by providing name tags at rep council meetings, seating reps by geographic areas at council meetings so they can break into caucuses as needed, and organizing cluster meetings of ARs within a given area.

___21. Except where there is a separate grievance rep in each faculty, an AR surfaces grievances and processes them through the first level

___22. AR acts as spokesperson for the staff in reporting Association concerns to both the administration and to the local

___23. Where issues that are unresolvable through the grievance process arise in a school, an AR acts as leader in organizing the Association to resolve the issues.

___24. Local encourages promising ARs to develop their leadership skills and to advance in the Association ranks (to committee chairperson, executive board member, officer, state committee, delegate to TEA and NEA conventions, etc.)

35 AR SELF EVALUATION

You have learned to be an effective AIR when.

 Members come to you several times each week with questions.

 You have a "sense" of things not being right in the building.

 The principal comes to you with questions or problems.

 You can accurately predict a vote on a given issue in your building.

 You have learned to "keep your cool" in the midst of any hassle -- Regardless of the heat that may have been generated.

You are a key link in Building A Strong Association. If you master the two important areas of establishing a two-way communication system and delivering people to the Association, you will be able to answer YES in the Self Evaluation!!

36 Some Characteristics of Unhealthy and Healthy Associations

How Does Your Local Rate - Healthy or Unhealthy?

Unhealthy

1. Members have little ownership in Association' s goals and objectives.

2. There is little involvement. Nobody volunteers. People complain, but do nothing.

3. Officers try to control as many decisions as possible. They make decisions with inadequate information and advice. People complain about decisions made, but do little else.

4. Officers feel alone in trying to get things done. Somehow actions, orders and procedures, don't get carried out as intended.

5. The judgment of people like Association Reps (ARs) is not respected or utilized.

6. Communications channels are poorly developed, untrusted, and don't work!

7. Feedback is avoided.

Healthy

1. Goals/objectives of local are widely shared (owned) by members.

2. Involvement and collaboration is apparent. Members readily offer to help. Volunteers system for identification is in place. Volunteers feel important and are "thanked" for their efforts.

3. Decision-making has as much input from as many people as possible. Decisions are made on information and strategy, not on emotion. Members feel local's decisions are done with their interests in mind.

4. There is a noticeable sense of team play in planning, performance, etc. -- in short, a sharing of responsibilities. (Especially with the Reps!)

5. When there is a crisis, the members quickly band together in work until the crisis departs.

6. Members/leaders easily receive information and feel "in the know."

7. Constant evaluation and review of programs is routine and made by as many as possible.

37 Creed of the Association Rep (AR)

I believe --

That even when I am certain I know the consensus of the members in my building on a particular issue, I can reinforce their satisfaction and feeling of involvement if I regularly ask their opinions

Those members become followers when they feel involved and supported, that the surest way to discourage members from becoming followers is to shoot them down with indifference.

That the members' day-to-day existence provides almost no evidence of positive feedback; that praise is a rare event in working; that from one week to the next I may be the only source of encouragement to members in my building; that my few words of praise and support could make a difference I will never realize.

That in a negotiations year especially, ARs are the most important element in the drive for a contract; that regardless of the highly developed skills of the negotiation team, the association effort will fail or stop short of member expectations unless ARs use their skills to generate member involvement and unity.

That as long as members approach me, sincerely wanting answers, I will never hear a "stupid" question.

That I can probably not succeed in my role as organizer of a widely diverse mix of human beings unless I have fun doing it

That I do not develop a follower by making him a loser in a debate.

That my own opinion of what is just or who is "right" has no bearing on my responsibility to ensure that members receive every right to which they are entitled.