Accountability Builds trust
Every time we put on the uniform we are expected to perform to the highest standards. Just as accountability is demanded of us, we should demand accountability from our association.
Since its formation, the accountability for all aspects of ACPA’s expanding activities rests squarely on the shoulders of the MEC, a heavy burden for any volunteer board to bear. The MEC is ultimately responsible for contract enforcement, bargaining with the company, overall fiduciary responsibility and risk management, directing the CEO and the business unit, curating a strategic plan, directing committee activities and resolving internal conflicts within the board.
Despite recent overhauls to our constitution, we believe the implementation of the governance model still lacks sufficient definition of roles, responsibilities and clear boundaries. The MEC does not currently use a strategic plan to guide objectives and measure success. Furthermore, there continues to be limited tools and training available to help the MEC/LEC members manage their workload, keeping them from focusing on overall strategy. The combined result has been a negative impact on overall effectiveness, and a growing lack of trust from the membership.
“When accountability is present, people keep their eyes on a very clear prize. They know what they are working toward and how they are going to get there.”
Henry J. Evans
HOW WE BUILD ACCOUNTABILITY?
Build a strategic plan: No pilot takes off without a flight plan, and no association should operate without a strategic plan– all of our association’s activities should flow from a plan with real membership support.
Enforce the contract: Our leaders need to be flying the line to actually understand how the collective agreement is being implemented. Equally, our association needs stronger processes to engage pilots on contract issues, identify trends, conduct follow-up and most importantly report back to the membership on resolutions.
Train our current leaders and mentor future ones: Expand the opportunities for union leaders to complete regular training, ensuring elected representatives have the proper tools to do the job we elect them to do. Engage the nominating committee to identify and develop strong leaders who can meet tomorrow's challenges.
Bolster MEC oversight: Empower the governance committee with a mandate and the resources to refine our policies and ensure good governance and constitutional compliance at the board level. A review of committee activities under the MEC should be completed to ensure alignment with the strategic plan and channel efficient use of dues dollars.
Rethink being an independent association: The autonomy that comes with being an independent association also comes with the responsibility of proper accountability in order to maintain the trust of a pilot group. We should consider joining a larger pilot union suited to the size and scope of our collective agreement and the needs and expectations of our pilot group.