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QUALITY ASSOCIATION STANDARDS

QUALITY ASSOCIATION STANDARDS. ACTE Leadership Training Program Participants: Connie Costley , NYSAFCSE President Barb Mikler -Crandon, NYSAFCSE Past-President Prepared for CTE-TAC, August 2013. Criteria 1 Mission, Goals & objectives. Current, clear and positive

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QUALITY ASSOCIATION STANDARDS

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  1. QUALITY ASSOCIATION STANDARDS ACTE Leadership Training Program Participants: Connie Costley, NYSAFCSE President Barb Mikler-Crandon, NYSAFCSE Past-President Prepared for CTE-TAC, August 2013

  2. Criteria 1Mission, Goals & objectives • Current, clear and positive • Articulated in its strategic plan (long range plan) • Show how it plans to achieve its general and specific objectives in the future

  3. MISSION STATEMENT • “The mission of Family & Consumer Sciences Education is to prepare students for family life, work life, and careers in Family & Consumer Sciences by providing opportunities to develop the knowledge, skills, attitudes, and behaviors needed for…”continued in more detail on our website

  4. MISSION, continued… • IS YOUR ORGANIZATION MISSION STATEMENT CURRENT, CLEAR & POSITIVE? • WHERE CAN IT BE FOUND? • ARE YOUR MEMBERS FAMILIAR WITH IT?

  5. NYSAFCSE “PURPOSES” (Goals & Objectives) The purposes of NYSAFCSE, as outlined in the constitution, are: • to provide an organization for official representation of family and consumer science teachers; • to unify interest and efforts in strengthening the program of family and consumer sciences in education in the schools and colleges of New York State; ….continued in more detail on our website

  6. Goals & Objectives • Does your organization have a clearly stated purpose? • Does your organization have clear goals & objectives? • How current are they? Is it time for an update?

  7. STRATEGIC PLANNING • 1. The strategic plan sets goals and measurable objectives to address identified critical issues for the next 3-5 years. • 2. The plan integrates all the organization's activities around a focused mission.

  8. STRATEGIC PLANNING • 3. The plan prioritizes the agency goals and develops timelines for their accomplishments. • 4. Strategies have been developed that clearly describe the approach or method for attaining goals and resolving specific issues.

  9. STRATEGIC PLANNING • NYSAFCSE does not have a formal strategic plan at this time. We have begun this process with an organizational assessment tool that we have adapted for our use. • DOES YOUR ORGANIZATION HAVE A WELL DEFINED STRATEGIC PLAN?

  10. Criteria 2Governing Body, Officers, Directors • Rotation of Officers present in NYSAFCSE constitution/handbook • Does your organization have a clear rotation of officers? Where is this rotation stated? • What are the benefits of rotating officers? What are the barriers?

  11. Criteria 2Governing Body, Officers, Directors • Roles of Officers are clearly defined and functioning present in NYSAFCSE handbook • are the roles of your officers clearly defined? • All responsibilities for each office spelled out? Perhaps on a timeline?

  12. Criteria 2Governing Body, Officers, Directors • Formal orientation procedures are in place • how do you prepare your new officers for their new roles? ~ Officers sign an “contract?” Source for example: www.OneStreet.org ~How to rejuvenate board membership? • “DITTO” all of the above for a paid association director • what procedures exist for your director?

  13. Criteria 2Governing Body, Officers, Directors • Actea has a director • Benefits of having a paid director…. • Is it time for nysacte to have one?

  14. Criteria 3Organizational Structure & Documents • Must have articles of incorporation/association and bylaws • WHERE are these papers located right now? • Associations are chartered by the board of regents ~

  15. Criteria 3Organizational Structure & Documents • Pertinent documents are periodically reviewed • when was your constitution and bylaws last updated? • What is the process for making changes?

  16. Criteria 3Organizational Structure & Documents • Association’s organizational design and operations are in keeping with the constitution and bylaws • is your organization actually following its own constitution and bylaws? If not, what needs to change?

  17. Criteria 4Programs, Services and Activities • Evidence that these meet members/group’s needs • How do you know you are meeting the needs of your membership? Time for a survey? • Programs, Services and Activities are formally planned, funded, coordinated, implemented, maintained & evaluated • part of your strategic plan? Work plan?

  18. Criteria 4Programs, Services and Activities • Sufficient human resources to implement, maintain and evaluate these • Who is doing all the work? Delegating? • How can we encourage members to be more actively involved in the organization at all levels ?

  19. Criteria 5Financial Planning & Reporting

  20. Criteria 5Financial Planning & Reporting TGFT… Thank Goodness for an EXCELLENT Treasurer!!!! • Must relate to strategic plan and programming • Association must have realistic plans for developing income and controlling expenses/costs

  21. Criteria 5Financial Planning & Reporting • Evidence of fiscal controls, a full-disclosure reporting system and an annual audit • Is your treasurer bonded? • Do you have an annual audit? • Does your organization invest funds?

  22. Criteria 5Financial Planning & Reporting • Cash Flow Worksheet monthly, quarterly • Record Keeping – documents required by the IRS to be retained…. • Permanently • 11 years • 5 years • 3 years • Statement of Activity of nonprofit organizations

  23. Criteria 5Financial Planning & Reporting Tax Requirements, Filing • A copy of the tax return should be circulated to all board members prior to filing • All board members have a fiduciary responsibility in the accuracy of the return

  24. Criteria 5Financial Planning & Reporting FINANCIAL ROLES OF ASSOCIATION LEADERS • Understand the association’s underlying finances • An association leader must have a comprehensive, detailed understanding of the organization’s finances at all times • Volunteer leaders need to make sure that they are getting enough details in the financial reports to make well-informed decisions • Communication is key • Volunteer leaders and staff need to make sure that they completely understand one another when discussing financial matters

  25. Criteria 5Financial Planning & Reporting FINANCIAL ROLES OF ASSOCIATION LEADERS • Open and review all monthly bank statements and/or conduct spontaneous reviews online • The preparer of the bank reconciliation(s) should be independent of the cash receipts/disbursement functions • Back-up computer files at least daily • Store these off premises and/or in fire-proof safes

  26. Criteria 5Financial Planning & Reporting FINANCIAL ROLES OF ASSOCIATION LEADERS • Stay involved in the accounting process on an ongoing basis • At minimum, obtain financial reports monthly • Review actual operational results against budget • Obtain explanations for significant, unusual or unexpected variances.

  27. Criteria 6Membership Development & Retention THREE CHEERS FOR YOUR MEMBERSHIP CHAIR !!!!! • Current membership/potential membership ratio is reasonable • Effective & continuing program of membership retention & recruitment • How does the role of area coordinator or other local “officers” support this?

  28. Criteria 6Membership Development & Retention

  29. Criteria 6Membership Development & Retention • AWARENESSDo prospective members know who you are? • RECRUITMENT What is your process of getting a prospect to “try” your association? • ENGAGEMENTWhat is the process of creating a second interaction with your member? • INTERDEPENDENCEDoes your member see your organization vital to his teaching success, livelihood? • RENEWAL – How successful is your renewal rate? Is the member engaged enough to want to renew?

  30. Criteria 7COMMUNICATION • External Communication • How do you communicate with the general public? Social media…. • Is your message being heard in the way it should be? • What does your “PR” tool kit look like? Is it being used? Is it effective?

  31. Criteria 7COMMUNICATION • Internal Communication • How do you communicate among your officers? Your board? Your members? • Does everyone know how to use your method of choice? Is everyone engaged?

  32. Criteria 7COMMUNICATION • Utilize technology as appropriate • Website; communicates strategic plan • Use of e-mail • Social Media • Is your organization tech savvy? are your members? Are you leaving anyone behind?

  33. Criteria 8Public Policy • A list of clearly defined issues develop legislative priorities annually • Adequate funding for a public policy program • Successful in gaining access to key decision makers • Success in achieving its goals

  34. Criteria 8Public Policy • How to be a Better CTE Advocate? • Watch for bills in the NYS legislature that are CTE-related and make contact with legislators • Align yourself with related advocacy groups Example for NYSAFCSE: (http://nyscarcc.org/index.php ) New York State Child Advocacy Resource and Consultation Center

  35. Criteria 8Public Policy How to be a Better CTE Advocate? • Familiarize yourself with who is in leadership of different committees, such as Education or Appropriations; don’t forget about their staff members! • Attend events where your legislator is scheduled to appear – county fair; town meetings

  36. Criteria 8Public Policy How to be a Better CTE Advocate? • Invite your legislator into your classroom for an event or presentation • Always follow up with a letter or e-mail of appreciation

  37. Criteria 8Public Policy How to be a Better CTE Advocate? • Don’t forget about local school board members, local and state organizations • Invite these groups to include a line of support for CTE education in their own policy statements • Spread the message widely!

  38. Criteria 8Public Policy ? Do you know your legislator? ? What are his/her areas of interest? ? Does your legislator know your name? ? Do you feel comfortable calling your legislator to ask for help? ? Would your legislator call you for information about [FACS] related things?

  39. Criteria 9Association Operations For associations that have a paid staff…. Have in place a workforce and systems to effectively operate the organization Have a strategic plan and meet quarterly to look at it

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