Bargaining and Legislative Updates: MSCA

MSCA Faculty and Librarians,

Since I will have served two three year terms on the MTA Board of Directors, I can not serve another term as your representative to the Board-district 45 H.The seat will be vacant.The board meets four times a year (Natick Crown Plaza)Friday evenings and Saturdays.(typically Oct.,Nov./Dec.,Feb.,March).To be a candidate one must E-mail TFitzgerald@massteacher.org and request nomination papers which can be faxed to you,obtain 50 signatures from state college faculty/librarian members and unfortunately ( they can not be faxed back) get the signed papers to MTA by the close of business on March 7.All is not lost if no one makes the deadline. The position will be posted as vacant after the May MTA Annual meeting and no signatures will be required and if there is more than one candidate at that time there will be a election conducted by MTA-ballots will be sent to 45H delegates.Below please find the roles and responsibilities of Board members.

Len Paolillo (MCLA), MTA Director


20.60 Functions, Roles and Responsibilities of the Board of Directors

A major responsibility of every Board member in his/her region is to exercise leadership in interpreting the policies and governing documents of the MTA. It is essential that the MTA Board member and the local leadership confer and communicate frequently. The Board member should be certain that MTA policies and programs are understood at the local level and that the local leadership recognizes its role in implementing such policies and programs.

The roles and responsibilities of MTA Board members can be viewed in seven aspects:

· Overview;
· Bylaw responsibilities (See MTA Bylaws, Article VI, Governance, Section 2B);
· State level responsibilities;
· Board meeting agenda;
· Chain of command;
· Communications; and
· Fiduciary/fiscal concerns.

OVERVIEW OF POLICIES
The following Board policies describe the role of MTA Board members in Association activities, specifically noting responsibilities to:

· Exercise leadership in interpreting MTA policies at the state, local and building levels
· Exercise leadership in advancing a unified agenda
· Be a part of the state leadership team and meet regularly to discuss ways to advance state and national programs
· Have a visible and meaningful role at leadership conferences and delegate assemblies, e.g., the Annual Meeting of Delegates and the Summer Conference
· Meet with other members of the regional leadership team for the purpose of discussing agenda items and any action taken on such items

STATE LEVEL RESPONSIBILITIES
Some ways that MTA Board members fulfill state level responsibilities are to:

· Attend state meetings and conferences; no cost for Board members
· Speak at various meetings within the state on MTA concerns
· Become involved in political action
· Participate in CET’s (Candidate Evaluation Teams)
· Participate in hiring of management/professional staff positions
· Attendance at all MTA Board training sessions should be considered the responsibility of all Board members (Board of Directors: January 1983)

BOARD MEETINGS AND AGENDA
At the Board meetings, the MTA Board members are expected to:

· Act on personnel policy matters
· Assess strategic planning impacts
· Monitor Executive Director-Treasurer’s performance
· Perform fiduciary responsibilities
· Understand risk and liability (personal and professional)
· Understand role as management
· Understand diversity and future demographics
· Act on recommendations for management hires
· Know and support managers, as appropriate

BEFORE AND DURING BOARD MEETINGS
These are suggestions made by the Board of Directors during discussions of Board roles and responsibilities:

· Read and assemble agenda material prior to meetings
· Inform the Executive Director-Treasurer’s office in advance if you will not be present for the meeting
· Plan to stay at the meeting until the final gavel falls
· Attend training programs established for and by the Board
· Be courteous and attentive to speakers
· Maintain the confidentiality of Executive sessions
· Respect organizational deadlines
· Volunteer to mentor newly elected Board members
· Submit expenses in a timely manner (no later than 30 days after the expense has been incurred)
· Establish a method of communication with locals for critical issues
· Ask questions of anyone on the Board

CHAIN OF COMMAND
Problems regarding staff members should be addressed privately with the appropriate division director or regional manager as a first step. If the situation cannot be resolved at that level, then it should be taken up with the Executive Director-Treasurer. Problems regarding specific members, local or state leaders should be addressed privately with the state President.

COMMUNICATIONS
MTA Board members have significant responsibility for facilitating communication between and among various groups of the MTA family. In order to make informed decisions, Board members must be aware of the needs and desires of local affiliates as well as those of members. Through continuing contact with affiliates and members, Board members gain knowledge of state and local issues and concerns that serve as the basis for Board action.

Conversely, Board members must represent the MTA to affiliates and members and must assume responsibility for facilitating their understanding and encourage their support for the positions and policies of the Association. Some ways to communicate with your locals are:

· Speak at local association meetings about MTA programs and materials
· Bring member and local affiliate concerns to the Board
· Establish a regular method of communication with your local leaders before and/or after Board meetings: written notes or newsletters; telephone calls; personal meetings; fax memos;
· Consider inviting a local president to a Board meeting for the weekend
· Make use of the Executive Committee member; stay in contact
· Try to visit a Board meeting for each local

FIDUCIARY / FISCAL RESPONSIBILITIES
The Board of Directors has specific responsibilities relative to the finances of the organization, many of which are included in the Bylaws (see Article VI, Section 2 which follows).

Board of Directors:
December 1994 Amended: June 1997

ARTICLE VI GOVERNANCE:
EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS

Section 2
B. DUTIES

It shall be the duty of the Board to:

(1) Have control of the affairs of the Association, except when the delegates are in session.
(2) Carry forward such measures as will best coordinate the work of the affiliate associations.
(3) Create committees to perform such duties as may be assigned to them.
(4) Establish policies governing all committees including the length of service of committee members.
(5) Enter into an employment agreement with the Executive Director-Treasurer and other employees not included elsewhere in these Bylaws.
(6) Determine the compensation of the Executive Director-Treasurer and other employees not included elsewhere in these Bylaws.
(7) Act on the recommendation of the Executive Committee for:

· Establishment of new and/or additional positions within the Executive Staff, and
· Appointments to Executive Staff as provided in Section 1B(2)c above.

8) Be the bargaining agent in negotiations with employees of the Association, and approved personnel policies.
(9) Create, regulate, and terminate any MTA health and welfare plans, as appropriate under declarations of trust and the laws governing such plans.
(10) Exercise the following duties in matters of real estate in the name of and for the purposes of the Association:

a. Acquire, hold, sell, convey, lease, exchange, transfer or otherwise dispose of real estate.
b. Mortgage, pledge, encumber or create a security interest in any or all of its real property, or any interest therein, wherever situation.
c. Issue mortgage loans, including construction loans, without limitation as to the amounts for the same upon security of such real estate.
d. Contract with others for maintenance and operation.
e. Rent to others space not needed for the Association’s use.
f. Organize a corporation wholly owned by the Association which shall hold in trust any real estate acquired and administer same. g. Perform and acts customarily involved in the ownership of property. h. Authorize the expenditure of available funds of the Association for these purposes.
The Board may delegate to the Executive Director-Treasurer the authority described in Section 2B(10) a-h above or any portion thereof, including, but not limited to, the power to sign leases and contract for maintenance.

(11) Direct the expenditure of such funds as may be required to carry on the work of the Association.
(12) Recommend the annual dues of active members and the budget of the Association to the Annual Meeting of Delegates for its approval.
(13) Have appellate jurisdiction to review the procedure followed by the Executive Committee in accordance with Article XI, Section 1, “Discipline and Disaffiliation.”
(14) Establish the procedures for the nomination and election of NEA Directors and alternate NEA Director which shall comply with the provisions of the NEA Constitution and Bylaws.
(15) Establish the procedures for the election for regional ethnic minority delegates to the Annual Meeting of Delegates.
(16) Establish the procedures for the election of NEA Convention delegates and successor delegates, which shall: · Be based on electoral regions, · Include statewide delegates, and · Be in compliance with the NEA Constitution and Bylaws.
(17) Ensure that the MTA is an equal opportunity employer.
(18) Establish dues for MTA-Retired Life Members.
(19) Elect an Interim Statewide Retired District Director.
(20) Approve the division of the statewide-retired district to provide for the election of a second Statewide Retired District Director.
(21) Designate an interim NEA Director.
(22) Approve the designation of newly-affiliated locals to vote within specific regions and districts. 144215


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2/29/08