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
 Articulated
in its strategic plan
(long range plan)
 Show
how it plans to achieve its
general and specific objectives in
the future
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
MISSION, CONTINUED…
 IS
YOUR ORGANIZATION
MISSION STATEMENT CURRENT,
CLEAR & POSITIVE?
 WHERE
 ARE
CAN IT BE FOUND?
YOUR MEMBERS FAMILIAR
WITH IT?
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
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?
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.
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.
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?
CRITERIA 2
GOVERNING 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?
ARE THE BARRIERS?
WHAT
CRITERIA 2
GOVERNING 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?
A TIMELINE?
PERHAPS ON
CRITERIA 2
GOVERNING 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?
CRITERIA 2
GOVERNING BODY, OFFICERS,
DIRECTORS
ACTEA HAS A DIRECTOR
BENEFITS OF HAVING A PAID
DIRECTOR….
IS IT TIME FOR NYSACTE TO HAVE
ONE?
CRITERIA 3
ORGANIZATIONAL 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
~
CRITERIA 3
ORGANIZATIONAL STRUCTURE &
DOCUMENTS
 Pertinent
documents are periodically
reviewed
 WHEN WAS YOUR CONSTITUTION AND
BYLAWS LAST UPDATED?
WHAT IS THE PROCESS FOR MAKING
CHANGES?
CRITERIA 3
ORGANIZATIONAL 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?
CRITERIA 4
PROGRAMS, 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?

CRITERIA 4
PROGRAMS, 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 ?
CRITERIA 5
FINANCIAL PLANNING & REPORTING
CRITERIA 5
FINANCIAL 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
CRITERIA 5
FINANCIAL PLANNING & REPORTING
 Evidence
of fiscal controls, a fulldisclosure reporting system and an
annual audit
 IS YOUR TREASURER BONDED?
 DO YOU HAVE AN ANNUAL AUDIT?
 DOES YOUR ORGANIZATION INVEST FUNDS?
CRITERIA 5
FINANCIAL 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
CRITERIA 5
FINANCIAL 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
CRITERIA 5
FINANCIAL 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 wellinformed decisions


Communication is key

Volunteer leaders and staff need to make sure that they
completely understand one another when discussing
financial matters
CRITERIA 5
FINANCIAL 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
CRITERIA 5
FINANCIAL 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.
CRITERIA 6
MEMBERSHIP 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?
CRITERIA 6
MEMBERSHIP DEVELOPMENT &
RETENTION
Awareness
Renewal
Interdependence
Recruitment
Engagement
CRITERIA 6
MEMBERSHIP DEVELOPMENT &
RETENTION

AWARENESS
Do prospective members know who you
are?

RECRUITMENT What
is your process of getting a
prospect to “try” your association?

ENGAGEMENT

INTERDEPENDENCE

RENEWAL
What is the process of creating a
second interaction with your member?
Does your member see your
organization vital to his teaching success,
livelihood?
– How successful is your renewal rate? Is
the member engaged enough to want to renew?
CRITERIA 7
COMMUNICATION
 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?
CRITERIA 7
COMMUNICATION
 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?
CRITERIA 7
COMMUNICATION
 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?
CRITERIA 8
PUBLIC 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
CRITERIA 8
PUBLIC 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
CRITERIA 8
PUBLIC 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
CRITERIA 8
PUBLIC 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
CRITERIA 8
PUBLIC 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!
CRITERIA 8
PUBLIC 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?
CRITERIA 9
ASSOCIATION 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