Do

Identify the part(s) of your plan you were able to implement (given the nature of leadership work, your project may actually continue beyond submission of your Capstone Portfolio). 

How successful was your action plan at addressing the challenge?  

Year one of this process was a clear success in several measurable ways as listed above. A significant measure of success however will be the ongoing participation year after year. The action plan currently in place helped identify expectations and establish new norms. We have action items that can be scheduled and repeated each year. This plan does not require current leadership to go on a recruiting frenzy. Instead, year after year these committees and processes are scheduled, planned and are embedded in the culture of KEA. The committees should become self-sustaining because each year  the committee draws on new interest and new members that are ready to simply take the next step in union activism. Year to year leadership growth does not require members to jump into the “deep end” taking on elected positions because there is a vacancy that no one else is able to fill. Year to year leadership growth should ensure that there are many well qualified individuals with experience and there depth of choices to elect the right leader for the right time. 

Which stakeholders and association practice or program were impacted? 

Early Career Teachers:

• Advocacy: Significant proposals for starting salary, workforce housing, years of experience recognition, and professional wage advancement.

• Impact: Despite not settling with the District, members still feel valued by and loyal to the union. (See Evidence: Communication Thank You Examples)

• Evidence: Negotiations proposals content (See Evidence: Communication Negotiations Salary Matrix  Philosophy and Pay Matrix)

Elementary Teachers:

• Increased participation in the advisory committee: ⅓ of committee members now represent Grades K-6.

• Tripled representation at the lead negotiation table.

• Proposals for comp time modifications to allow for flexible use in the K-5 setting. 

• Evidence: Committee membership records, negotiation team composition  (See Evidence: Committee Roster Example)

Specialized Groups (e.g., School Nurses):

• Listened to and addressed through proposals.

• Area for Improvement: Need to increase active representation.

• Evidence: Proposed Nurse Salary Matrix (See Evidence: Nurse Matrix Proposal)

Diversity Representation:

• Challenge: Limited minority representation in applicants and hires.

• Goal: Commitment to staff diversity reflecting community and student body.

Association Practices:

• Reestablished committee makeup procedures.

• Expanded negotiations training: 10 new lead team members alongside 6 veteran members.(See Evidence: Negotiations Priorities Presentation)

• Evidence: Committee structure documents, training participation records  (See Evidence: Committee Roster Example)

• • Networked with State Representative Gardner to assist and advocate for affordable housing projects. Spoke to the city council in advocacy of the project's ability to improve housing options for teachers. Toured model homes with local builder

    1. 1. 1. • Collaborate with strategically selected external partners to effectively increase the scope, outcomes, and vision of the association.

             • Offer solutions to challenges by actively engaging a group of stakeholders with diverse opinions and experiences in solving problems.

What obstacles, if any, did you encounter?  How did you address them?

Observations:

• The plan was designed to avoid obstacles by creating easy entry paths for participation.

• Recognized that plans involving people, communication, and relationships will inevitably face some obstacles.

• Emphasized the importance of consistent messaging and fact-based communication to maintain focus and unity. (See Evidence: Negotiation Update Emails, 5-22 Update and Fact Check, and Communication to counter adversarial power structures.)

Given the outcomes, describe any changes you might make to the Capstone Project’s action plan.

Changes to Consider for the Capstone Project's Action Plan:

1. Enhance Diversity in Representation:

   • While improvements were made in building sites, grade level bands, and job classifications, further efforts are needed.

   • Goal: Ensure all stakeholders have a voice at the table.

2. Implement Targeted Listening Sessions: a. Job Classification Listening Sessions:

   • Purpose: Address specific concerns of different job roles within the union.

   • Implementation: Schedule regular sessions for each job classification.

3. Grade Band Listening Sessions:

   • Purpose: Focus on issues specific to different educational levels.

   • Implementation: Organize sessions for elementary grade levels.

4. Site-Based Listening Sessions:

   • Purpose: Address location-specific concerns and build local engagement.

   • Implementation: Increase frequency and reach of on-site meetings.