Member Driven:

1. Conduct focus groups regularly to gather feedback and suggestions from members on initiatives, events, and improvements. These groups will be member driven and will be supportive.

2. Establish a new member advisory committee to provide direct input and guidance on key decisions and strategic directions.

3. Within 60 days set up town halls in each region with an open invitation for all to come, meet me and ask questions. Create online forums or platforms where members can openly discuss ideas, concerns, and collaborate on projects.

Accountability:

1. Implement clear performance metrics and key performance indicators (KPIs) for each team and individual, aligning them with organizational goals.

2. Use the financial audit to identify gaps and create financial safeguards based on those gaps.

3. Establish an independent role within OPSEU that is arms length from the President’s office. This role would ensure political decision with members and staff is neutralized and create a safe haven for whistle blowers.

Transparency:

1. Share financial reports 3x a year, and share key decision-making processes openly with members to foster trust and ensure transparency. I will bring forth a motion to record board meetings for posting on a member page for those that can’t attend.

2. Develop a communication strategy that emphasizes honesty and openness, addressing both successes and challenges openly and promptly. I pledge to return every call and email and answer hard questions.

3. Encourage a true open-door policy where members and staff can voice concerns or questions freely, and ensure timely responses and resolutions. I will make sure there is communication that goes out to all members when we are contemplating decisions or have a course of action. This will include regular updates about any and all actions taken to date.

Growth

Growing the union means having enough staff and capacity to ensure good, predictable servicing and local capacity building.

Planning

Long-term financial planning and fostering excellent staff relations. Looking within the labor movement for ideas instead of relying on outside corporate consultants. Building internal strategic planning rather than contracting out the organizational essence of the union.

Bargaining

Sectoral bargaining and establishing a true network for better contacts. Strategic planning to include interest arbitration options for dispute resolution in right-to-strike collective agreements. Centralized strategic bargaining to prevent locals from negotiating alone.

Media Relations

Consistent media relations focused on building the images of frontline and sector leaders, rather than emphasizing the president's or vice president's image.

Inflation Protection

Inflation protection for strike pay and a plan to increase support to locals to either enhance strike pay or create sectoral top-ups within 200 days in office.

Financial Policies

Implement new financial policies that are theft and fraud-proof, inclusive of whistleblower protection, completed by a third party with a board committee within 100 days in office.

Fraud Prevention

Collaborate with OFL, NUPGE, and CLC to develop a union recovery plan for fraud prevention and whistleblower protection. The labor movement must take the lead, and our efforts will transform the labor movement while learning from our past.

Member Investment

Allocate regional education budgets to train and retain 1000 activists annually. Establish a long-term plan to achieve 25% member engagement in real-time surveys and audits. Engaged members who believe in the cause are crucial. Knowledge, education, and active engagement build legacies, not just career activists. Firm believers and membership buy-in are needed to change opinions on defunding public services.

Budget

Plan budget lines for savings in benefits for national dental and pharmaceutical care programs to ensure that funds go into collective agreements rather than employers' pockets.

Cost-of-living

Create a provincial sector-wide plan for cost-of-living adjustment programs to put money into members' pockets more quickly, avoiding constant negotiations.

Surveillance

A comprehensive policy prohibiting the use of electronic surveillance on our leadership, union activists and staff members.⁠

Burnout Support

Develop a comprehensive plan inclusive of union-supported Employee Assistance Program (EAP) for addressing activist burnout and providing real supports and recognition that this work constitutes labor. Unions must acknowledge and address activist burnout and work-life balance issues for local sector and all leaders. It is unsustainable for activists to work for free, take massive risks, and expect employer plans to cover union-related issues.