MSTA Board of Directors

MSTA BOARD OF DIRECTORS

ELIGIBILITY

Directors must be Professional Educator members with fully paid dues.  At least one director from each region must be a classroom teacher.

TERMS

Director’s terms will be three years.  No director may serve more than two consecutive three-year terms plus a partial term to fill a vacancy, if any.  Directors take office in November.

COMPOSITION

As of November 2011, the Board has 19 directors, 4 officers elected by the membership and 15 directors elected from their regions.  One of the non-officer directors is elected by the Board to serve as the treasurer.

TIME COMMITMENT

The Board meets in January, March, May and September at the MSTA Headquarters in Columbia.  Generally these meetings take place on the first Saturday of the month and last from 8:30 a.m. until 1 p.m.  Occasionally there are commitments for the Friday evening prior to the regular meeting.  The Board also attends the MSTA Annual Convention with meetings on Wednesday and Friday.  Attendance is expected at all meetings except for rare circumstances.

EXPENSES

MSTA reimburses Directors for costs incurred while performing MSTA required duties.  This includes mileage, food (if not otherwise provided) and lodging.  Lodging is generally direct-billed to the Association.  Lodging and other travel arrangements are coordinated through Carina Hrdina at headquarters.  MSTA will not reimburse for travel companions.

ROLE

Broadly speaking, the Board sets the overall policies of the Association, looking at the big picture and planning for the future.  Staff is charged with implementing policies and creating procedures to manage and administer the policies.  Financial Reserves Policy, Anti-Discrimination Policy and Investment Policy are all examples of recent Board Policy making decisions.  Staff procedures would include vacation approved, implementation of programs and hiring staff.

 

The role of the Board of Directors can be separated into ten categories:

  1. Determine the Association’s mission and purpose.  It is the Board’s responsibility to create and review a statement of mission and purpose that articulates the organization’s goals, means and primary constituents served.  A mission statement should serve as a guide to planning and decision making by Board and staff, volunteer activities and priorities.
  2. Select the Chief Executive.  Not only must the Board select the new Chief Executive when there is an opening, but they must also reach a consensus on the responsibilities he or she will have.
  3. Provide proper financial oversight.  The Board must assist in the preparation of the annual budget, approve the annual budget and ensure proper financial controls are in place.
  4. Ensure adequate resources.  This is a large responsibility in organizations that rely on fundraising and donations.  It also includes making sure the revenues are stable and reliable for the long term and looking for alternative revenue sources.
  5. Ensure legal and ethical integrity and maintain accountability.  By being diligent in its responsibilities, the Board can protect the organization from legal action, promote a safe and ethical working environment and safeguard the organization’s integrity.  This is accomplished by implementing and following policies, as well as the Articles and Bylaws of the Association.
  6. Ensure effective organizational planning.  Strategic planning translated the mission and vision into goals and objectives.  Regular strategic planning looks at the mission, assumptions about the future, programs and services, membership development, staffing and financial position to set the direction of the organization.
  7. Recruit and orient new Board members and assess Board performance.  It is important to orient new Board members not only to the Board and the related responsibilities, but also to the organization.  Many new Board members are not familiar with all the organization has to offer and how it is structured.  In addition, regular assessment by the Board of its role and the direction of the organization can provide additional insight into the future of the organization.
  8. Enhance the Association’s public standing.  Board members serve as the organization’s ambassadors with government leaders, members, media and the public.  Board members should be able to articulate the organization’s mission, accomplishments and goals to the public and help to garner support from their local community.
  9. Determine, monitor, and strengthen the Association’s programs and services.  The Board is responsible for determining which programs are consistent with the organization’s mission and to monitor their effectiveness.
  10. Support the Chief Executive and assess his or her performance.  The Board should ensure that the Chief Executive has the Board support he or she needs to further the goals of the organization.  A regular review of the Chief Executive’s performance helps to provide feedback and a focused direction for the organization.

REGIONAL RESPONSIBILITIES FOR MSTA BOARD OF DIRECTOR

  1. Provide candy basket at state convention for region delegates.
  1. Contact state committee representatives for reports for Assembly of Delegates/Open Hearing.
  1. Appoint state committee assignments as vacancies arise.
  1. Give reports to region from state Board meetings.
  1. Represent region at regional and state events.