Branch Rejuvenation- What does it mean? Why are we doing it?
Our sector and our Association have been positioned over the last two years for a fundamental transformation. As the College of Early Childhood Educators (CECE) matures in its implementation, and as the full day early learning program implementation progresses, the obligations of professionalization and labour force organization will radically impact our community. Full day early learning is presenting challenges to the existing child care system model, which is primarily operated through community child care programs. Navigating these sectoral changes requires a united effort at both the provincial and local community levels. The AECEO is stepping up to this challenge!.
Our Strategic Planning Initiative told us that to remain a relevant leader in the sector we need to transform and revitalize our organization, to grow membership and reach, to build community capacity and voice and to strengthen learning and development.
Branch Rejuvenation is one of the main components towards meeting these goals. It will:
- Grow our membership and reach by making our branches more accessible for smaller and more focused volunteer engagement and making more branches possible.
- Transform and revitalize our organization and provide more value to ECEs in local communities by freeing up branch leadership capacity through a reduction in administrative and governance burden. We see branch members playing a more vital leadership role in working with local partners to manage change and inform public policy makers. A unified, united voice speaks louder and more powerfully. This will significantly increase our sector capacity for influencing change.
- Allow the AECEO to become recognized as the provider of choice for local accredited professional learning for ECEs by developing and overseeing a learning framework that meets accreditation criteria.
WHAT DO WE FACE?
Our strongest differentiators remain:
- Province-wide local branch network
- Professions’ commitment to children and families
Our challenges are:
- Perception of limited engagement, presence and visibility in community at some local levels. Need to deliver greater value to spur membership growth.
- Structural inefficiencies for cost effective local branch operation.
- Absence of well developed learning framework for accredited professional learning at local level.
This is a time for change. As we adapt to this new beginning, we need sector and community resiliency and we need to ensure our identity and relevancy as a professional association. This is what the Branch Rejuvenation initiative will do!
Current Situation
Our role and viability is under stress as CECE matures in its implementation.
- Is there still a need for a province-wide professional association for early childhood educators? We have had a resounding YES from our membership but we need to transform and revitalize our organization:
- Membership revenues diminished by 50% ($130 to $65)
- $150 mandatory registration at CECE represents a challenge for us in getting new memberships. Existing non-engaged members questioning value of membership renewal
- There is declining activity and volunteer participation from Branches
- Closure of our equivalency service diminishing our role
- Competition from other strong P.D. offerings for ECEs very likely from well funded professional organizations
Challenges
- Structural inefficiencies for cost effective local operation.
- Absence of well developed learning framework for accredited professional learning at local level
- Perception of limited engagement, presence and visibility in community at some local levels. Need to deliver greater value to spur membership growth
Addressing the challenge in this new state of reduced membership income?
- Simplify local branch configuration
- Reduce local overhead obligation
- Create a structure for effective local activism
- Construct support framework to ensure ability to deliver locally, accredited professional learning
- Provide means to target limited $ where they have biggest local impact
What might this look like?
- The business aspect of running a branch would no longer be the responsibility of the branch. The focus would be on the facilitation of meetings, liaising and communicating with Provincial Office and membership as well as gathering information on professional development needs locally.
- Branches would consist of 1-2 Chairs (Co-Chairs) elected by membership annually. One AGM and two membership meetings would also be necessary. Branch Chairs/Co-Chairs will recruit volunteer members to ad-hoc committees for each event or initiative that is undertaken locally.
- The percentage that is taken from every individual membership would be allocated to a “Branch Trust Account” and branches would receive money as need for professional development and activities as requested. Provincial Office staff would be responsible for working closely with branches on site selection, marketing, registration and most importantly there would be a program committee overseeing professional development content.
The following strategic imperatives are critical for our revitalization and growth
STRENGTHEN LEARNING AND DEVELOPMENT
- Become recognized as the provider of choice for accredited professional learning for ECEs:
IMPROVE RECRUITMENT AND RETENTION
- Increase access, recruitment and retention of ECEs to the profession:
GROW MEMBERSHIP AND REACH
- Grow membership and provide value to ECEs in local communities:
BUILD CAPACITY AND VOICE
- Build sector capacity through strategic relationships with external stakeholders
AECEO BRANCH REJUVENATION INITIATIVE
Frequently Asked Questions
I have no active branch in my community. What does this initiative mean for me?
Vastly simplified branch requirements mean that it will be much easier to establish a branch in your community.
No financial statements. No bank account management. Simple branch structure. A learning framework to ensure ability to deliver accredited professional development locally. Dedicated Provincial Office staff responsible for working closely with branches on such things as site selection, marketing, registration, and community collaboration. Provincial Office staff would also take the responsibility for signing contracts, paying for services rendered, collection of fees and various other financial tasks as they occur.
What does this mean for branch operations?
One General Meeting and two membership meetings annually. Election of chair/co-chairs annually. Any event initiative would strike an ad-hoc committee with volunteer members and have support of the Provincial Office to execute events and professional learning opportunities. Business aspect of running a branch would no longer be the responsibility of the branch. Makes it easier for the branch volunteers to focus on the facilitation of meetings, liaising and communicating with the broader local community and membership as well as gathering information on professional development needs locally.
We have an active operating branch. How will this impact the finances available for our events and our autonomy?
The percentage that is taken from every individual membership would be allocated to a central “Branch Trust Account” and branches would receive money as needed for professional development and other activities. This will provide means for the AECEO and the community to target funds where they have biggest local impact and the greatest local engagement. It will allow branches to undertake all of the community engagement they currently accomplish but with more stable financial resources support and professional oversight without the burden of business operations.
How will this structure ensure accredited professional development locally?
A learning framework will be developed for our community and a program committee will oversee all professional development content to ensure satisfaction of accreditation criteria.
What is the time line for implementing this initiative and how can I provide you with my ideas and feedback?
The Plan of Action below provides a timeline. We encourage your feedback. We have created a specific email for “Rejuvenation Initiative Feedback” – rejuve@aeceo.ca
We expect to continue this dialogue and provide you with regular updates through the duration of our effort.
| PLAN OF ACTION | |
| Introduce branch rejuvenation initiative | June ’11 AGM |
| Draft proposal for new Branch configuration and organization (via eLink, eBrochure, website) | Fall ‘11 |
| Feedback from community | Fall ‘ 11 |
| Final proposal | Fall ‘11 |
| Prepare by-law motions | Dec ‘11 |
| Amend bylaws | June ‘12 AGM |
| Local preparation and implementation | 2012/2013 |
For further information, please contact : Eduarda Sousa
Email: rejuve@aeceo.ca
Telephone: (416) 487-3157 ext. 24, Toll Free 1-866-932-3236