Context

I am entering my fourth year as an educator. This was also my third career and my first experience in education, following two other professional paths. My diverse career background has provided me with transferable skills in communication, organization, and leadership, which were instrumental in my role. I taught English at Glacier High School in Kalispell School District #5, and I was a member of the Kalispell Education Association's negotiations team. Labor rights were a passion of mine, and I actively represented my union at local, state, and national conferences. I planned to run for the union secretary position when it opened for candidates in Spring 2025, aiming to further contribute to the advancement of educator rights.

Kalispell School District #5 resided in a town with a population of nearly 30,000 people. Glacier High School was a Class AA school with approximately 1,400 students. The district was predominantly white (90.4%), with the remaining population consisting of African Americans, Hispanics, American Indians, Asians, and individuals identifying as two or more races. Understanding this demographic information was essential as it helped tailor communication strategies within the district, ensuring that all voices were represented in union efforts.

Kalispell faced significant financial challenges that impacted both educators and the community. The district operated under a $1.7 million budget deficit for the 2024-25 school year, making it difficult to increase teacher salaries or avoid cuts. Additionally, the average rent in Kalispell was around $1,957, making it increasingly hard for teachers to live in the community they served (Flathead Beacon).

These financial pressures were further complicated by the fact that Kalispell voters had not passed a high school levy since 2007, which led to greater reliance on state funding and difficult budget decisions (Flathead Beacon). As a result, there was an urgent need for the Kalispell Education Association (KEA) to advocate for fair pay and better working conditions, especially given that Montana ranked last in the country for teacher pay. I was happy to report that the KEA recognized the need and made fair pay a top priority during the last contract negotiations. After nearly 280 days of negotiations, we successfully secured a pay increase that raised the starting salary for teachers in our district to the average for the state. The new contract included a 13% increase to the base and a 2.5% increase at the top end of the salary matrix for the 2024-25 school year. A first-year teacher with a bachelor’s degree was now paid $43,375, up from $38,385. For the 2025-26 school year, the contract included a 10% increase to the base and a 2.11% increase at the top. A first-year teacher with a bachelor’s degree will earn $47,713. The average salary increase across all experience levels was 4.64%, which translates to $2,795 (The Daily Interlake).

Due to this significant need and my passion for labor rights, my capstone project focused on enhancing communication within our local union and encouraging union members to take more active roles in advocating for their rights. The work is not done, and union voices must continue to be heard by local school boards, city councils, county commissioners, and the Montana state legislature, particularly because 2025-2026 is the year the interim committee is conducting the Decennial School Interim Funding Study. Working with KEA leadership, I helped organize a communications committee.

Union communications committees play a crucial role in keeping members informed, engaged, and connected. The vision is for committee members to manage internal communications like newsletters, emails, and social media to share updates, promote events, and provide resources to members. They also handle media relations, publicize union initiatives, and build community support. The committee supports campaigns by creating advocacy and mobilization materials while fostering two-way communication through surveys and feedback channels. It is also important for the committee to develop educational resources, maintain consistent branding, and share success stories to strengthen the union's identity. Ultimately, a communications committee enhances transparency, trust, and collective action within the union.

Foundational Competency

Collaborate Purposefully: Fostering Inclusivity and Effective Communication

This project grew out of a commitment to purposeful collaboration and focused on recognizing the differences among cultural groups within the union while fostering an inclusive environment where members could work toward common goals. The communications committee's goal is to engage in self-assessment and reflection to adjust practices that best serve a diverse membership. By creating structured and consistent opportunities for members to share their unique knowledge and perspectives, the committee will helop strengthen collective efforts, ensure equitable representation, and keep members informed. My hope is that this initiative will develop tools and strategies to address challenges such as resistance or misunderstandings and build alliances to advocate for systemic improvements in labor conditions and education policy. At its core, it is my goal for the committee to serve as a bridge, bringing members together to achieve shared goals through trust, transparency, and mutual respect.

Overarching Competencies

Overarching Competency #1: Communication

As I’ve worked on this project, I’ve focused on building stronger lines of communication within the union. I’ve met regularly with our vice president and other members to plan the best steps for establishing a communications committee. We’ve brainstormed ways to better connect with members through emails, meetings, social media, and even social gatherings to strengthen our sense of community. I also sent out a survey and reviewed past union data to better understand member needs and how to address them effectively. Serving on the negotiations team this year taught me how to tailor messaging so it’s clear and accessible to everyone, no matter their level of engagement. By modeling two-way communication, I hope to create a culture where members feel informed and encouraged to share their feedback and ideas.

Overarching Competency #2: Interpersonal Effectiveness

Like so many worthwhile ventures, building relationships has been at the heart of this work. Through conversations with union leadership and members, I’ve focused on understanding their perspectives and building consensus around the need for a communications committee. I’ve drawn on survey feedback and data from past union initiatives to ensure decisions are grounded in member concerns. Practicing active listening has helped me guide the project in a way that meets the group’s needs. It’s been rewarding to see positive feedback and support for this initiative. Serving on the negotiations team and working on this project has strengthened my ability to collaborate with diverse groups and address challenges in ways that foster trust and cooperation. Moving forward, my goal is to bring people together and help us work toward common goals that benefit union members, our community, and our students.

Foundational Competency: Diversity, Equity, and Cultural Competence - Explore and Challenge Inequity

Throughout this project, I have worked to ensure that union communication strategies are inclusive and reflective of the diverse needs within our membership. Recognizing that certain groups—such as elementary staff and newer members—often felt disconnected, I made it a priority to seek their input through surveys and in-person conversations. These efforts helped surface gaps in representation and informed the early planning stages of the communications committee. I also reflected on my own perspectives and privileges, using this self-awareness to foster a more equitable approach to outreach. By amplifying underrepresented voices, I hope to create a union culture where all members feel seen, heard, and valued as part of our collective efforts.

Leadership Pathway Competency: Association Leadership - Organizing and Advocacy

This project has deepened my understanding of how effective organizing and advocacy can strengthen a union’s ability to create meaningful change. I collaborated closely with KEA leadership to design a communications committee that aligns with our mission and promotes sustainable practices for member engagement. From creating a call-to-action video to supporting statewide efforts like the “Save Our Students” rally, I have sought to empower members to take an active role in advocating for their profession. By focusing on building partnerships, fostering solidarity, and encouraging participation, I hope to leave a foundation that will sustain our union’s growth and amplify its collective voice for years to come.

Reflection on Bias, Privilege, and Diversity

Awareness of my own biases, privilege, and personal values has been crucial in shaping this capstone project. Taking implicit bias tests confirmed that my commitment to equity aligns with my passion for creating inclusive environments, but it also reminded me to reflect on how my background might influence my decisions. This self-awareness has pushed me to seek feedback and stay focused on serving the needs of all union members—not just a subset.

Working with people from different cultures, experiences, and perspectives has been central to this project. While Kalispell’s community may be less diverse, our union represents a wide range of voices and concerns. Through discussions and surveys, I’ve worked to capture this variety and ensure the communications committee reflects and respects those differences. By fostering inclusivity, I aim to create a space where every member feels valued and heard.

Throughout this process, I’ve collaborated with union leadership and members at different levels of engagement. These shared learning experiences have broadened my understanding of leadership as something rooted in empathy, adaptability, and partnership. I’ve seen how collaboration and active listening can strengthen collective efforts. As I move forward in the TLI process, I hope to keep growing as a leader who focuses less on directing and more on creating opportunities for shared success.

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