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). 

I successfully initiated a conversation within my union about how we can improve communication and engagement. I did this by meeting with KEA leadership, particularly the president and vice president, to discuss strategies for strengthening member connections. I also distributed a survey to gather member feedback and consulted a previous survey used by the negotiations team that highlighted association communication needs. While the formation of a Communications Committee is still in its very early stages, it is now a clear priority for us to focus on post-contract negotiations and as we prepare for the next round of bargaining in Fall 2025. This work will need to continue beyond the Capstone Portfolio to ensure long-term success and sustainability.

In addition, I collaborated with KEA member Cody Hoon to create a call-to-action video encouraging participation in the “Save Our Students” Day of Action (Artifact #3). This event, organized by the Montana Federation of Public Employees (MFPE), brought together educators and community members from across the state to rally on the steps of the Montana State Capitol on President’s Day. I ensured our union leadership had the correct link for members to sign up and participate in the action (Artifact #5).  The rally emphasized collective action on critical issues such as school funding, workplace rights, and protecting public education from privatization efforts. Members from Kalispell joined others in wearing red, making signs, and showing solidarity during floor sessions and conversations with legislators.

To amplify our efforts, I also created a celebratory social media post (Artifact #4) that was distributed to our members and posted on the MFPE social pages, highlighting the success of the rally and the collective power of union members coming together for a shared cause. These communication pieces not only mobilized members but also helped strengthen the sense of connection and pride within our local association.

Which stakeholders and association practice or program were impacted? How do you know (site evidence)? 

Stakeholders impacted include KEA leadership, who helped me shift my focus toward creating a Communications Committee, and union members, who have expressed interest in improved communication through survey feedback. For example, survey results showed that members prioritize timely updates and more inclusive representation in communication efforts (Artifacts #1 and #2 located under the Learn tab). These findings will be used to shape the committee’s focus and strategies. 

How were your four chosen competencies used in the implementation of your project? 

• Communication: I used clear and concise messaging to gather feedback, ensuring members felt heard.  I also communicated with various members in person regarding the project.

• Interpersonal Effectiveness: Building trust and fostering collaboration were essential in engaging diverse stakeholders and ensuring shared ownership of the project.  I did this primarily by participating on the negotiations team and as a building representative.  I'd take time to deliver in-person updates and continue conversing about how best to reach our members and keep engagement high.

• Association Leadership: I am working with KEA leadership to create the committee and align the committee’s goals with the union’s broader mission. 

• Cultural Competence: I am prioritizing inclusivity by actively seeking input from underrepresented groups within the union and focusing on communication strategies to reflect diverse member needs.

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

One major obstacle was member apathy, as many members did not respond to the survey I created. Another challenge stemmed from time constraints due to the pressing work of contract negotiations. These challenges were likely a direct result of union leaders and members focusing their energy on working toward and ratifying a Collective Bargaining Agreement. Essentially, the union needed to wait until the contract was ratified before having the time or capacity to prioritize the formation of a Communications Committee. 

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

The primary change I would make to the action plan is to better account for the time constraints and resource limitations caused by working without a contract and the stress of ongoing negotiations with the district administration. These challenges made it difficult for me to fully dedicate my energy to this project. In hindsight, I probably would have waited for a non-negotiations year before joining TLI which would have allowed for more flexibility, prioritizing foundational work like gathering feedback and building leadership support during less stressful times.