Increasing FCPE Fundraising & Member Engagement : Research , Analysis & Recommendations

1. Increasing FCPE Fundraising & Member Engagement : Research, Analysis & Recommendations November 2012 A Special Report by

2. 2 Project Overview How does OEA grow FCPE immediately and over the long-term?

3. 3 Project Overview June July August Fall / Winter Assess Members, Leaders & Staff Analyze Data & Compile Findings Begin Executing New Strategies

4. 4 60 staff & member interviews 1,013 completed surveys from email blast

5. 5 Current State of FCPE 2012 $486,005 raised 10.9% participation

6. 6 Current State of FCPE

7. 7 Current State of FCPE • 7locals contributed $10,000 + each in FCPE funds last year. • Gahanna Jefferson, Worthington, Columbus, Westerville, South Western, Hilliard & Dublin • Significantly above-average participation rates • Average contribution rates slightly higher than statewide average • 5 locals have participation rates between 70% and 90%. • Circleville (CENTRAL) – 90% • Belpre (SEOEA) – 84% • Canfield (NEOEA) – 82% • Cardinal (NEOEA) – 82% • Struthers (NEOEA) – 70% • There are several dozen • medium performing locals • from all over the state. More than 500 locals, in every part of the state, are low or no performing (<5%).

8. 8 • FCPE Findings

9. 9 A Note on Findings Some findings will be painful – for they indict past and current actions by OEA and its leadership Some findings will seem unfair and biased – missing OEA management’s side of the story WE AGREE. But in large organizations, perception is reality – no matter what’s been done to remedy it The majority of this report is solutions-focused– How to overcome hurdles to success, construct new path forward & engage more members

10. 10 Top Findings re: FCPE – the good • OPPORTUNITIES • Chance to strengthen OEA’s relevancy in the lives of members • FCPE drives continue to grow and develop the organizing culture of OEA • There is excitement about strengthening FCPE • Current political climate provides numerous teachable moments • STRENGTHS • Smart, politically savvy staff and leaders at all levels • Committed team that understands the link between politics and public education • Dysfunction surrounding FCPE fundraising is reparable • OEA excels at crisis management

11. 11 Top Findings re: FCPE – the bad • WEAKNESSES • Loss of momentum, energy & activism after a crisis • Unclear and too many priorities • Lack of ownership throughout organization • No institutionalized support or knowledge sharing • Staff and many local leaders do not know local statistics • Disconnect between management and grassroots • THREATS • Downward spiral of membership losses and diminishing political power • Unrelenting attacks on public education • Organization’s larger political vision not widely known by staff and members • Failure to boost political organizing capacity • Frustration from FCPE “false starts” & lack of follow through

12. 12

13. 13 Challenges Overview • Organizational Priority • Ownership and Accountability • Planning • Marketing • Political Strategy and Vision

14. 14 One: Organizational Priority FCPE Not Prioritized • Staff and local leaders do not receive support or resources for FCPE drives at the level they do for other organizational priorities (e.g. Senate Bill 5). • The actions (or in-action), of top statewide governance and staff management do not make it clear that FCPE is an explicit organizational priority. FCPE Not Widely Understood • At least half of the membership doesn’t contribute to FCPE or even know what it is.

15. 15 “FCPE is an organizational priority.” 94% of OEA staff believe this statement to be FALSE 18% 32% 50% 47% of OEA members surveyed DO NOT contribute to FCPE 31% of OEA members surveyed cannot accurately define FCPE

16. 16 Quotes from Staff & Members “Members and staff are always given mixed signals about what is an organizational priority.” ~Member “Everyone says FCPE is a priority, but there aren’t actions to back it up.” ~Member “FCPE has never been a focus at staff meetings, professional development workshops or leadership academies.” ~Member “There are no champions for FCPE at the leadership level.” ~Member “FCPE and political action are compartmentalized and never seen as important as bargaining.” ~Member “To make something a priority, something else needs to NOT be a priority. Leadership tries to please everyone, so we can’t move forward.” ~Staff

17. 17 Two: Ownership & Accountability FCPE Driven by Local Personalities • FCPE fundraising at the local level happens only if individual member leaders make it a priority. Lack of Ownership Throughout OEA • One staff member in GR is officially responsible for FCPE - in addition to an already daunting workload. This person lacks the ability to enforce FCPE fundraising. • There must be ownership throughout the organization in order to achieve fundraising success.

18. 18 Ownership & Accountability FCPE-Related Job Description • Local Presidents Run FCPE drive or recruit member-leader to run FCPE drive No consequence for not running a drive Unclear expectations “…advice & professional assistance to members & local associations in all areas (may specialize in one or more): g. Assists locals in state and national political action programs” • Labor Relations Consultants No mention of soliciting contributions or training local leaders to do so (1.) screening and endorsing candidates; (2.) collecting and dispersing funds for endorsed candidates; and (3.) establishing and maintaining communications with elected officials No mention of marketing FCPE to members OEA-FCPE State Council No mention of FCPE fundraising planning Gov. Relations Lack of authority over field staff and members to enforce FCPE drives “Assists in the planning, coordinating, and organizing of FCPE programs.”

19. 19 “Have you [member] been asked to increase your FCPE contribution…” 8% 25% 6% 37% 67% 57% 60% of members interviewed do not believe there is real leadership or accountability for FCPE 100% of staff interviewed do not feel responsible for fundraising or enforcing others to fundraise for FCPE 100% of staff interviewed believe there is no ownership or accountability for FCPE fundraising

20. 20 Quotes from Staff & Members “I’ve been on the state FCPE council for decades and made it through all the different studies and initiatives related to FCPE. Everything breaks down around implementation, and no one is held accountable.” ~Member “Field staff can set their own priorities so if FCPE is not a personal priority, it doesn’t happen.” ~Member “Local leaders have 100% control over FCPE. The culture makes it so they are the boss. It’s difficult to push FCPE as an LRC when local presidents push back.” ~Staff “Leaders and staff worry about people getting mad if they ask for ‘dirty money’, so they don’t do it.” ~Staff “FCPE has always relied on personalities – mainly LRCs and local presidents– but personality-based programs are not sustainable.” ~Member

21. 21 Three: Planning No Written Plans • There are no formal written statewide or regional FCPE organizing plans. • Staff is not required to write detailed plans. Not Data-Driven • There are no organization-wide, data-driven FCPE fundraising goals. No Collaborative Planning • A collaborative planning process that includes governance, management, staff and members does not exist at any level.

22. 22 Quotes from Staff & Members “There is a lot of talk about statewide planning for FCPE but nothing ever actually happens. Setting benchmarks and sharing best practices would be really effective.” ~Member “There is much less member involvement in decision-making than in the past. Currently decisions are made internally, and then we are told what to do. It would be nice to be involved in FCPE planning and goal setting.” ~Member “I’ve received FCPE data for my local one time in six years... I would like to get it yearly so I can use it to target people.” ~Member “OEA doesn’t ever give local leaders a specific plan with dates, metrics and accountability measures included, and that’s exactly what we need.” ~Member

23. 23 Four: Marketing Minimal Marketing Materials • OEA lacks a clear FCPE marketing strategy. • OEA does not directly solicit membersor hold a regular statewide drive. • OEA does not have updated talking points/materials that staff and member leaders can use to inspire FCPE contributions (including how FCPE money is spent). No/Low Expectations • Beyond packet distribution and RAs, there is no expectation of staff and member leaders to market FCPE.

24. 24 How well does OEA communicate how FCPE money is spent? How well does OEA train members on how to ask for FCPE contributions? % % No Opinion Extremely Well Extremely Well OK Poorly Extremely Poorly Poorly Well OK No Opinion Well Extremely Poorly 74% of members who explained why they didn’t give to FCPE said they did not know what it is or how the money is allocated 80% of members believe they need more effective talking points and tools to deliver them (e.g. videos, toolkits, etc.) 96% of staff said OEA should provide staff & member leaders with more effective talking points & tools

25. 25 Quotes from Staff & Members “There hasn’t been a concerted effort by OEA to debunk the conservative talking points with push back or pivot points of our own.” ~Staff “OEA is so disorganized and not consistent in terms of FCPE. There’s a different handout in every district, and there is not a clear message about its larger political vision.” ~Member “I’ve worked at OEA for over 20 years and I don’t even feel comfortable or equipped to explain FCPE.” ~Staff “FCPE materials don’t evoke emotion. Members are resistant to canned presentations and emotionless pleas for more money.” ~Member “I’ve been involved in local leadership for four years, and I can’t explain FCPE to members or answer their questions because I’m not sure.” ~Member

26. 26 Five: Political Strategy & Vision FCPE Not Linked to Larger Political Vision • Staff, member leaders and general membership feel disconnected from the organizational political strategy and are unable to articulate OEA’s short- and long-term vision. • They are unsure of how FCPE fits into the bigger, organizational picture.

27. 27 72% of staff interviewed do not believe there currently is an organizational culture at OEA conducive to political & grassroots organizing 63% of members interviewed perceive a political disconnect between leadership and general membership 5% 24% 48% 12% 23% 16% 72%

28. 28 Quotes from Staff & Members “There is no ongoing political or organizing effort. OEA has kept things from getting worse…but we have nothing positive to show for all our work. This is the political reality in which we operate, and it makes everything very challenging.” ~Staff “12 years ago OEA was supposed to move from a service delivery model to an organizing model...but it hasn’t really happened.” ~Staff “OEA hasn’t found the right vehicle to engage people so they’re creating super members – people who are outgoing, very involved… Everyone else is apathetic and just expects the super members to do it all, including FCPE. This is not sustainable.” ~Member “I would love to be able to stand up in front of members and say ‘this is what OEA’s plan is and this is where FCPE money goes’. Without talking points or a clear message to deliver I wouldn’t feel confident doing that, and I’m not going to just make something up.” ~Member

29. 29 Recommendations: Overview

30. 30 FCPE Practices of High-Performing Locals President makes FCPE top priority • New teachers asked to sign up for min $1 per pay at the same time they get membership materials • Incentives for members who contribute and for locals that run drives • President recruits member to run annual FCPE drive • Utilizes taking points, hand outs, PowerPoint presentation, and/or video to convey the importance of contributing to FCPE • Members can contribute to FCPE through payroll deductions • Receives FCPE data and uses it to set goals • At least one member is on Board of Directors or FCPE council and shares info about OEA’s political activity • 1st ask made by President or FCPE Chair in group setting; 2nd ask made by building reps to targeted individuals • Creates fundraising plan in advance and assigns goals to building reps or other askers

31. 31 Moving Forward: Overcoming the Hurdles

32. 32 Moving Forward: Three Guiding Principles Make and show that FCPE is an OEA priority. OEA officers and management must believe and communicate that FCPE is a top organizational priority. The leaders must reinforce its importance consistently in words and actions so that it is perceived as a top priority by staff and members. Create an inclusive FCPE planning process. Staff and member leaders must be included in a bottom-up and top-down FCPE planning process and the development of goals. Develop a clear, compelling FCPE message. OEA must develop and communicate a simple, credible political vision and message about FCPE that everyone at every level can get behind.

33. 33 Recommendations: Short-Term

34. 34 Short-Term Recommendations Make and show that FCPE is an OEA priority. 1. Email a thank you letter - signed by officers - to all staff & members thanking those who participated in the interview/ survey - include the top-line findings. 2. Make the executive summary available to everyone on staff, all District Presidents, the FCPE State Council, Board of Directors and any interested local member-leaders. 3. Lead by example. Each officer should champion FCPE at every chance in their remarks, appearances and communications, as well as max out/give significantly to FCPE.

35. 35 Short-Term Recommendations Create an inclusive FCPE planning process. 1. Execute initial planning process to review statewide FCPE data and develop plan of attack for raising more funds this winter: a. Process must include District Presidents, RDs, GR staff, and at least one officer. b. Process itself is important. Don’t overthink– start with small, achievable goals. EXAMPLE This winter each DP and LRC could target a group of no or low performing locals to help raise more funds. This will begin to build an organizing planning culture that increases FCPE fundraising and shifts the way OEA plans and executes FCPE fundraising.

36. 36 Short-Term Recommendations Create an inclusive FCPE planning process. RDs share FCPE data and general strategy with LRCs, who use the information to create plans that include specific local targets, fundraising/participation goals, and actions required to achieve their goals. 3. Engage FCPE State Council members in executing the plan. Send building-by-building data to every District and Local President so they can target their asking and set goals based on actual numbers.

37. 37 Short-Term Recommendations Develop a clear, compelling FCPE message. Develop no more than a 1-2 sentence description of the organization’s larger political vision and FCPE’s role in making this vision a reality. Orchestrate a communications blitz to spread this message widely to staff and members. Do an initial cut on the FCPE tool kit so that it can be used this year or at least in 2013. Draw from local leaders and staff members’ best practices and existing materials.

38. 38 Possible FCPE Tool Kit Items 2. A short, informative and inspirational video 1. Simple, effective talking points

39. 39 Possible FCPE Tool Kit Items 4. A handout that dispels the common myths about OEA’s political vision, FCPE money, and dues. 3. A PowerPoint presentation with simple script that can be given to all local presidents and used for training.

40. 40 Possible FCPE Tool Kit Items 6. Personal stories about how FCPE has directly impacted public policy and positively affected educators’ lives 5. Testimonials from politicians who needed OEA’s help to get elected

41. 41 Possible FCPE Tool Kit Items 7. A best practices guide with suggestions from local presidents on how to run successful FCPE drives. 8. A chart that illustrates how FCPE money is allocated

42. 42 Recommendations: Long-Term

43. 43 Long-Term RecommendationsThree Possible Approaches Incremental Growth Annual Statewide Drive Full Reorganization

44. 44 Incremental Growth RATIONALE • In addition to its current FCPE activities, OEA places a special focus on increasing participation and contribution rates among a targeted set of locals each year. • This is an incremental way to increase FCPE contributions.

45. 45 Incremental Growth • This step-by-step approach is more manageable with existing personnel (including GR staff, RDs and LRCs). • Staff and leaders are given specific targeting, guidance and support. • Findings can be shared. MAJOR PROS • Members aren’t inspired by small, incremental plans. • It may be seen as “yet another” short term fix that will fall flat like past FCPE initiatives. MAJOR CONS

46. 46 Incremental Growth KEY ACTIONS • Start collaborative district FPCE planning committees with staff & governance • and have them develop and execute a district plan to grow FCPE participation in a certain set of targeted no/low performing locals. • The goal of these plans should be guided by OEA officers and management • HQ should give parameters, suggestions and support. • After the first year, all targeted locals should have run an FCPE drive • and increased their participation and hit the fundraising goal that was set out in the planning process. • The second year plan should seek to build on year one • by continuing to provide support to the targeted locals from the first year, but staff and governance should add a new set of targeted locals to engage in running, or running a stronger, FCPE drive.

47. 47 Annual Statewide Drive RATIONALE • Start running an annual statewide FCPE campaign drive that occurs over a single month’s time. • Informed by a written plan with clear goals, all members of staff and leadership at all levels are part of this effort. • Drive features trainings, rallies, deadlines, and direct solicitation of members by OEA and locals.

48. 48 Annual Statewide Drive • Plays to OEA's strengths of running short-term campaigns. • Allows staff to resume their normal duties afterwards. • Continues to shift the culture, leading to more money being raised and more members participating. MAJOR PROS • Requires the entire organization's focus & effort, meaning less time spent on other work. MAJOR CONS

49. 49 Annual Statewide Drive KEY ACTIONS • The planning process should determine specific goals • e.g. getting zero performers to run a drive, getting 1-5% participating locals to triple their participation—and then build upwards to determine what district and state goals are for each annual drive. • Astandardized training with a toolkit of materials should be produced • and trainings put on around the state before the drive. Local leaders should be tapped as trainers, alongside GR staff, LRCs and officers. • Annual FCPE drive should be integrated into all OEA activities year-round • through constant discussion and making materials and trainings available. • OEA should put together a plan to directly solicit members • by phone, email and/or snail mail to boost the number of members who sign up or increase their contribution during the time period of the drive.

50. 50 Full Reorganization RATIONALE • OEA truly shifts from a “service model” to an “organizing model.” • New model changes OEA staff work to ongoing organizing efforts with leaders and within locals. • New model gives local leaders significant FCPE support. • OEA staff move into true consultant roles for contract enforcement and bargaining.