Download - VEA Reorganization Plan
The VEA Strategic Engagement
Using Our Collective KnowledgeFor Long-Term Planning
Addressing the Immediate
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• Resolving the capacity and effectiveness of the field management system
• Resolving the challenge of declining membership in UniServ Councils
• Developing capacity for leadership training and professional development
• Committing to a process for long-term decision making within a strategic framework
What the cynics fail to understand is that the ground has shifted beneath them, that the stale political arguments that have consumed us for so long, no longer apply. —President Barack Obama in his Inaugural Address
Dec
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8 VE
A Re
trea
tCharged with using our best thinking from VEA
stakeholders to resolve short term problems and propose a long-term process for decision making.
Driving Factors
• Short-and long-term goals of the VEA• Bold but practical use of current best practices• Utilization of individual talents and expertise• Limited governance impact• Work within current financial environment• Make as many people happy as possible based upon VEA’s
goals for success and growth and causing as few disruptions in professional and personal lives as possible
• Flexible and focused• VEA Board preliminary draft of Core Values
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Change is great…You go first!
Revised Management Structure
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Beblon Parks, DirectorHampton Field ManagerDirector of Leadership
Development
Ken ReinshuttleNOVA Field Manager ,
FEA Ex. Director
JoAnn KarshCentral Field Manager Membership, Research
Betty LambdinSW Field Manager ,
Director Professional Dev.
Bill Johnson, Director Communications
Brenda CloydBusiness and Finance
Rob Jones, DirectorGovernment Relations,Research, Retirement
Legal Dena Rosenkrantz
Milton Brown
Office of Teaching And LearningBetty Lambdin
Office of GovernmentRelations and Public PolicyRobley Jones
Office of Legal Counsel
Dena RosenkrantzMilton Brown
Office of Human and Financial Resources
Brenda Cloyd
Office of Strategic Programs
Ken Reinshuttle
Office of Communications,
Marketing and TechnologyBill Johnson
Office of FieldSupport and
Member OrganizingJoAnn Karsh
Office of FieldSupport, Staff
Development and Minority Engagement
Beblon Parks
Office of The PresidentKitty Boitnott
Office of The Executive Director
Bob Whitehead
Office of Teaching and Learning• Strategic Objectives
– Review objectives contained in the current VEA budget.
– VEA to become the preeminent source for professional development, best practices and theory
– Maintain a rigorous comprehensive leadership training program for members
• Program responsibilities– Development of professional in-
service programs for professional and ESP members via statewide, regional and cadre delivery
– Student VEA program– NBCT advancement– SVEA/NBCT mentoring and
counseling– WLT/MLT– Development of specific strategic
plan
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Office of Government Relations and Public Policy
• Strategic Objectives– Coordinate VEA legislative objectives.– Elect friends of public education at
local, state and national level – Create a culture of political activity
within the VEA.– Advocate for sufficient resources to
provide a great school for every Virginia student.
– Secure economic security for VEA members, active and retired.
– To provide training to VEA members regarding educational and administrative issues and policy.
– Advocate for meaningful education reform initiatives
• Program responsibilities– Coordination of VEA lobbying
effort– Advancement of public policy
with the Board of Education and other governmental entities
– Research to support education advocates on the state and local levels
– Monitor the VRS Board of Trustees
– VEA Retired– Political organizing through
member engagement
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Office of Legal Counsel
Strategic Objectives• To protect the public school employment rights of Association Members• To enhance the employment rights, benefits and conditions of public school
employees through Association representation, membership, and programs.
• To provide advice, counsel and representation to VEA
Program Responsibilities• Advise, counsel, and inform Association Members regarding legal rights and
responsibilities in public school employment, educational license, retirement and related matters
• Represent Association Members before school board, social service, Virginia Board of Education, Virginia Employment Commission, Virginia Retirement System and in other venues in matters relating to public school employment
• Advise, counsel and inform Association Staff and Attorneys representing VEA Members
• Advise, counsel and represent the Virginia Education Association • Administer Unified Legal Service Program/Dushane Fund • Administer Educators Employment Liability Insurance• Administer Attorney Referral Program • Administer Association Professional Liability Insurance• Provide resources to and consult with VEA Programs including Membership,
Teaching and Learning, Staff Development, Communications • Provide resources to and consult with VEA Committees including Legislative and
Resolutions• Review bills submitted in the General Assembly for impact on Members, lobby and
testify at request of Government Relations
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StaffingSenior Attorney: Dena Rosenkrantz
Staff Attorney: Milton BrownAdministrative Assistant: Ann Robinson
Special Assignments•Liaison to Professional Rights and Responsibilities Commission •Committee liaison to Credentials Committee•Serve as or assist General Counsel at Delegate Assembly
Office of Human and Financial Resources
Strategic Objectives• Restructure 2009-10 budget to
reflect Division changes• Centralize and maintain personnel
records• Create VEA Disaster plan• Create Personnel Manual
Program Responsibilities• To assist the Budget Committee in the research and development
of a VEA budget which provides for the implementation of the goals of the VEA and the delivery of the appropriate services to VEA members throughout the state.
• To provide an accounting system for VEA and VEA-PAC • To administer the banking and investment activities of the VEA• To monitor all activities that relate to the VEA Charter, Constitution
and Bylaws of the Association• To provide assistance to local affiliates on issues related to
governing documents and financial matters• To monitor and provide assistance on employment issues of all staff• To maintain centralized personnel records• To administer the hiring procedure for all levels of VEA employment• To plan and implement the delivery of an annual VEA Delegate
Assembly and coordination of VEA's participation in the NEA Representative Assembly
• To plan and implement the officer and at-large elections of the VEA• Coordinate logistics of VEA conferences, workshops and meetings
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Office of Strategic Programs
Strategic Objectives• Establish new budget structure to
reflect this office• Obtain collective bargaining for
public school employees• Establish due process rights for all
public school employees• Attain national average salary for
public school teachers• Attain living wage for Education
Support Professionals
Program Responsibilities• Coordinate activities in accordance
with the approved VEA collective bargaining plan
• Conduct the VEA Compensation Conference
• Coordinate alternative compensation packages
• Coordinate statewide ESP living wage campaigns
• Fairfax Executive Director • Develop specific strategic plan
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Office of Communications, Marketing and Technology
Strategic Objectives• To advise VEA on development and delivery of
messages that position VEA as a dynamic force for improving public education and the professional lives of those who serve public education.
• To support VEA’s goals of improving membership, competitive professional compensation for members, and reinforcing organizational infrastructure.
• To identify, recommend, maintain and use modern technology to meet the communications needs of VEA and its members.
• To maximize membership value through development and promotion of economic programs in conjunction with NEA Member Benefits.
Program Responsibilities• Branding and Marketing• Newsletters, Journal• Web design and content• Media Relations, Press Releases• Membership materials• NEA Member Benefits with VEA
enhancements• Technology support• Development of specific strategic
plan
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Office of Field Support andMember Organizing
Strategic Objectives• Review objectives contained in the
current VEA budget. • % market share for professional staff
and % market share of education support professional employees within 5 years
• Achieve % strategic plan development in local associations within 3 years
Program Responsibilities• Coordination of self-directed team
activities and strategic plan for two VEA regions
• Program design for self-directed region teams to implement local strategic planning around power organizing
• I&A system data and training• Local and region based research• Research support for Program Offices• Development of specific strategic
plan
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Office of Field Support, Staff Development and Minority Engagement
Strategic Objectives• Provide rigorous staff orientation and
mentoring program• Team building as the culture of the
VEA in staff and governance• Advancement of minority inclusion
and influence in the VEA• Comprehensive staff training to
include ongoing diversity, skill-based and technical training
Program Responsibilities• Staff orientation and mentoring
program• HQ and professional staff meetings as
per the current structure• Team building training of HQ staff
and region self-directed teams• Coordination of self-directed team
activities and strategic plan for two VEA regions
• Staff training records• Governance to staff leadership
transition plans, orientation and training coordination
• Development of specific strategic plan
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Office of the President
Strategic Objectives• As determined by VEA governing
documents and VEA Board
Program Responsibilities• Scheduling governance meetings and
logistics• New officer orientation and transition• Development of specific strategic
plan
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Staffing
• President: Kitty Boitnott– Administrative Assistant – Sandra
Melvin
Special Assignments• As determined by the President
HQ Office Manager
Strategic Objectives• Maintenance of HQ• System for production staff• Oversight of HQ assignments
Program Responsibilities• Executive Assistant to Executive
Director• Reception desk • Production area• Building and Grounds• Development of specific strategic
plan • VEA elections
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StaffingOffice Manager– Patsy Coppins
• William Brooks• William Jones II• Antoine Whitley
Special Assignments• Liaison to VEA Elections Committee
Field Support and Structure • Maintain the current four VEA region structure. Minor boundary changes
may be warranted to equalize staff and service pressures while maintaining current UniServ Council boundaries if possible.
• Reduce field management staff from 4 to 2, focus role clarification from supervisory based to coaching, counseling and resource allocation
• Establish each region as a self-directed team• Creation of a UniServ Coordinator from existing staff for each region. • UniServ Coordinator to develop, with team, a Region Service Delivery Plan
(RSDP) along with governance input. • Commit to a 80%/20% as local support and member advocacy/ VEA
specific specializations with RSDP defining goals and activities within the region.
• Assigned UniServ staff to each region on a 1400:1 regional average
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Current Field StructureBetty Lambdin
SW Field Manager , Director Professional Dev.
SW Virginia # 21 UniServMarlowe
1675 Members
Cumberland Mt. # 12 UniServ
Roberts, McClanahan1785 Membership
New River # 31 UniServ
Leitch2011 Members
VEA District # 41 UniServ
Wood1332 Members
VEA Commonwealth # 51 UniServ
Emery1371 Members
Valley District # 61 UniServOlivares
1684 Members
Piedmont # 131 UniServ
Daniel1260 Members
Skyline # 211 UniServ
Deck1750 Members
Beblon Parks, DirectorHampton Field ManagerDirector of Leadership
Development
Chesapeake # 231 UniServ
Smith1722 Members
Colonial District # 193 UniServ
Medas, Jeffries, Marsh3400 Members
Tidewater # 221 UniServPittman
1660 Members
Ken ReinshuttleNOVA Field Manager ,
FEA Ex. Director
12 UniServ1 Organization Spec.
FEA support professionals4 Offices
16,377 Members815 square miles
Beblon Parks, DirectorHampton Field Manager
Leadership
8 UniServ1 support professional
5 Offices9,991 Members
3,765 square miles
JoAnn KarshCentral Field Manager Membership, Research
13 UniServ2 Organization Spec.
4 support professionals8 Offices
16,771 Members20,771 square miles
Betty LambdinSW Field Manager ,
Director Professional Dev.
9 UniServ1 support professional
8 Offices12,868 Members
17,474 square miles
Virginia Beach # 242 UniServ
Brown, Dorn2073 Members
Norfolk, Accomack, Northampton # 201 UniServ
George1118 Members
NOVA # 72 UniServ
Staib, Clark3024 Members
Mountain View # 25Spotsylvania
1 UniServGlover
1451 Members
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25 field offices, Richmond HQ, 42 UniServ Staff in field, 1 ESP Organizer
Numbers correspond to VEA local associations
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Revised Field Organization Structure
Office of FieldSupport and
Member OrganizingJoAnn Karsh
Office of FieldSupport, Staff
Development and Minority Engagement
Beblon Parks
UniServ CoordinatorRegion TBD
UniServ CoordinatorRegion TBD
UniServ CoordinatorRegion TBD
UniServ CoordinatorRegion TBD
Region Team
Region Team
Region Team
Region Team
UniServ Council Team(recommended)
UniServ Council Team(recommended)
UniServ Council Team(recommended)
UniServ Council Team(recommended)
RSDP development as a consultant partnership
Impact on UniServ Directors• 80% of assignment devoted to local advocacy as per current assignments.
Core Assignment• No change in local association assignments unless determined by RSDP.• 20% of assignment devoted to VEA specific statewide program initiatives
(similar to current lobby cadre system). Specialization• No job duties outside the current scope of UniServ job description.• Specialist assignments determined by region self-directed team on a
voluntary basis or assigned. All specializations must be covered.• Reassign ESP staff liaison with ESP Committee
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“What is required of us now is a new era of responsibility—a recognition, on the part of every American, that we have duties to ourselves, our nation and the world, duties that we do not grudgingly accept but rather seize gladly, firm in the knowledge that there is nothing so satisfying to the spirit, so defining of our character than giving our all to a difficult task.”—President Barack Obama in his Inaugural Address
Specializations1. Teaching and Learning (Office of Teaching and Learning) max 2/region2. Membership organizing (Office of Field Support/Organizing) max 3/region3. Staff development and team building, Minority and Diversity (Office of Field
Support/Staff Development and Minority Engagement) max 2/region4. Government relations and public policy (Office of Government Relations and
Public Policy) max 3/region5. Communications and marketing (Office of Communications, Marketing and
Technology) max 2/region6. Technology (Office of Communications, marketing and Technology) max 1/region7. Strategic Programs (Office of Strategic Programs) max 2/region8. UniServ Coordinator (Offices of Field Support) max 1/region
Opt out on specialist selection in favor of 60/40 potential. RSDP can accommodate individuals selecting not more than two specializations in favor of having a 100% individual in core activities.
In the event a region does not contain a sufficient number of UniServ Directors the specializations 5 and 6 can be combined at 10% each.
Specializations can be rotated on an annual basis.Cadres such as VEAT will be conducted with volunteers as per current practice.
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Role of UniServ Coordinator
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• Coordinator of self-directed Region UniServ Team• Development and oversight of Region Strategic Service Delivery Plan• Coordination of UniServ activity schedules• Oversight of field offices, resources, budgets• Liaison with UniServ Council Chairs
1400:1 Impact with UniServ Staff
• NOVA: Currently 12 UniServ and 1 Organizational Specialist (ESP). The 1400:1 ratio will not result in a change in staff.
• Central: Currently 13 UniServ. Both the 1200:1 and 1400:1 ratios will result in the reduction of one staff member pending August 31, 2009 membership numbers.
• Hampton Roads: Currently 8 UniServ. The 1200:1 ratio will reduce staff by 2 UniServ Directors. The 1400:1 regional average will reduce one UniServ Director pending August 31, 2009 membership numbers.
• Southwest: Currently 9 UniServ Directors. The 1400:1 ratio will not result in a change in staff.
Lessons From The NEA “Matrix” Experience
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Program Program Program Program Program Program Program Program Program ProgramLocalAdvocacyLocalAdvocacyLocalAdvocacyLocalAdvocacyLocalAdvocacyLocalAdvocacyLocalAdvocacy
Training
Legal Issue Mem
bership
Budget Crisis
HELP
Lobbying
Region Service Delivery Plan (RSDP)
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• Construction of region strategic objectives and action plan with emphasis on visibility and accessibility with quality control assessment. Set of norms, behaviors and competencies to establish reputation for value, enjoyable culture, and nimble infrastructure.
• List of region offices, office procedures, hours and emergency contact information such as a call or help center
• Team meeting frequency (per month) with purpose, coordination and procedures outlined
• Clarification of roles and duties with governance leaders including any full-and part-time released presidents along with standardized office procedures.
• Office consolidation option with work from home for those servicing locals greater than XX miles from the closest office
• System to track and report UniServ Director specialization activities• Complaint procedure: Office of Field Support, HR, Exec.• Anticipated resource needs for consideration by VEA Budget Committee• Staffing, Specialization and Core Assignments and back-up coverage• Hiring: Offices of Field Support, Team of UniServ and UniServ Council Chairs, HR
Proposed Changes to UniServ Program Administrative Guidelines
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• Change ratio of UniServ field Directors from 1200 members to each UniServ Unit to 1400 average members to each UniServ region UniServ Director
• Recommendations to consolidate offices and Councils for financial security and efficiency of service
• Include RSDP• Restructure UniServ interview panel from specific UniServ Council to regional team of
UniServ Directors and UniServ Council Chairs with Office of Field Support• Review provisions for cell phone, laptop, and work from home criteria• Explore the potential of creating a region team of Council Chairs to consult with the staff
self -directed team with RSDP development and feedback• Clarify UniServ Director roles• Recommend office procedures and policies• VEA District appropriation guidelines (currently $700/$300) with potential incentive for
shared offices
Advantages Of Regional Structure
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• Regional average of members to staff eliminates isolated staff reductions such as Virginia Beach, Colonial and Dominion
• Structure enables VEA to adequately address the current capacity problems regarding professional development, comprehensive leadership training, collective bargaining, obtaining average national salary and ESP living wage
• RSDP potentially equalizes work load, sensitive to traffic patterns, geographic size, work sites and member/non-member density
• Greater flexibility and response time with self-directed teams• Increased specialization of services and delivery to local leaders and members• Greater focus on regional strategic goals• Clarification of staff and governance roles and job responsibilities• Focus of management from supervisory to coaching counseling and resource allocation• Team focus and function for collegial support and collaboration• Return to the “cadre” potential for program delivery
Potential Barriers
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• Self-directed teams may lack sufficient training and team experience• Prior to transition each team will receive training on teambuilding, decision making and conflict
resolution from Office of Field Support
• Resistance to having more than one UniServ Director in a UniServ Council or local.• A team of UniServ Directors creates greater flexibility, faster response time and provides for
specialization of activities beyond our current capacity.
• Physical presence in local office may be diminished• Refocused to greater physical presence in local work sites
• Potential for increased travel expenses• Greater use of web and teleconferencing
• UniServ Council focus potentially diminished• Utilization of greater diversity on staff and lower volatility with membership numbers and staff attrition
• Resistance to change• The environment is changing and VEA must change to remain relevant and viable
Long-Term Strategic Planning
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• Creation of a non-binding advisory group to the VEA Board to oversee progress with the VEA Strategic Plan• Initial development of Mission, Vision, Core Values• Recommendation of Strategic goals, action plan and timelines• Consideration of representatives from all stakeholders groups within
the VEA• Identification of key strategic issues• Coordination with the NEA State Comprehensive Grant
2007 Tecker Consultants, LLC