What We’ve Accomplished: Under my leadership, we have successfully launched new member engagement initiatives that have strengthened our community and significantly increased participation in union activities. From expanding our communication channels to hosting more inclusive events, we’ve made it easier for members to connect, voice their concerns, and actively participate in shaping our union’s direction.

Future Goals: I am committed to taking our engagement efforts to the next level by developing a comprehensive digital engagement platform that will serve as a central hub for all members. This platform will provide easy access to union updates, event registrations, and direct channels for feedback, allowing members to stay informed and involved regardless of their location or schedule. Additionally, I plan to expand opportunities for direct member input through virtual town halls, interactive surveys, and dedicated forums on specific issues. My goal is to ensure that every member feels not only heard but empowered to contribute to the union’s success. By fostering a more connected and engaged membership, we will strengthen our collective power and drive meaningful change together.

What We’ve Accomplished: Our strength as a union comes from our members, and growing our membership is essential for amplifying our collective voice and bargaining power. While we’ve made significant strides in engagement and outreach, there is still untapped potential within our community.

Future Goals: One of my top priorities is the Million Dollar Membership Campaign, a bold initiative aimed at expanding our membership base significantly. This campaign will focus on innovative recruitment strategies, member retention, and demonstrating the value of union membership. By investing in this effort, we not only aim to increase our financial resources but also strengthen our ability to negotiate better contracts, advocate for our members, and support our long-term goals, including ambitious initiatives like the 32-hour workweek.

What We’ve Accomplished: Recognizing the unique challenges faced by corrections employees, I spearheaded the development of the Colleague Support Network (CSN). This initiative is designed to provide targeted peer support, crisis intervention, and access to resources tailored to the high-stress environments corrections employees operate in. The Board’s unanimous approval to fund the CSN with $100,000 for 2024 and an additional $100,000 for 2025 underscores its critical importance.

Future Goals: The CSN aims to foster resilience, enhance well-being, and reduce turnover among corrections staff by creating a supportive network that understands their specific needs. As we move forward, I will focus on implementing and expanding the CSN pilot, ensuring it becomes a sustainable, integral component of our support services. We will continually evaluate and adapt the network based on member feedback, ensuring it effectively addresses the evolving challenges faced by our corrections employees. By investing in the mental and emotional health of our members, we are not just improving individual outcomes but strengthening the entire union.

What We’ve Accomplished: We’ve opened the dialogue on the potential of a 32-hour workweek without a reduction in pay, recognizing both the benefits and the concerns it raises. This initiative mirrors the approach taken by the UAW, which prioritized the 32-hour workweek not just as an immediate goal but as a unifying strategy for their members. Although they did not achieve this specific demand, they secured other significant wins and strengthened their collective resolve in the process.

Future Goals: I envision the 32-hour workweek as a 5 to 10-year strategy aimed primarily at uniting our membership around a bold vision for the future of work. While I understand concerns about public perception, especially for state workers, this initiative is about starting a conversation and building towards a more balanced and productive work environment. We will work together to explore this possibility thoughtfully, learning from others and adapting our approach based on member feedback and evolving workplace dynamics.

What We’ve Accomplished: Over the past four years, I have worked diligently to bring clarity and structure to our Board’s processes, increasing member participation in Board meetings and greater transparency. Much of the Board’s work is now conducted in committee, allowing any member to participate and promoting transparency and collective action. I have also focused on guiding Board members to become effective communicators with their locals, ensuring that our members remain well-informed and engaged in decision-making processes. These efforts have led to a Board that is more organized, focused, and better aligned with the needs of MAPE members.

Future Goals: I'm committed to building on this progress. I will continue strengthening the Board’s capacity to work collaboratively, maintain open communication channels, and uphold transparency. My goal is to refine our committee processes further, ensuring they remain inclusive spaces for member involvement while continuing to develop the Board’s role as a responsive body that effectively represents all members. Together, we can maintain a Board that operates with a clear sense of purpose, making decisions that reflect the needs and priorities of our entire union.

What We’ve Accomplished: Under my leadership, we achieved the highest wage increases in MAPE’s 40-year history, reflecting our members’ dedication and the critical roles they play. These historic gains are not just numbers—they represent the collective strength of our union and our ability to negotiate effectively on behalf of all members. Beyond wages, we have made strides in securing better benefits, enhancing job security, and improving overall working conditions, demonstrating our unwavering commitment to fairness and equity.

Future Goals: Building on this success, I am dedicated to ensuring that wages continue to keep pace with inflation and the rising cost of living, so our members are not left behind in an evolving economy. I will also prioritize efforts to close pay gaps, focusing on equity across all job classifications and sectors. This includes advocating for expanded healthcare options, more comprehensive mental health coverage, and robust retirement plans that provide security for our members’ futures. My goal is to ensure that every member feels the tangible benefits of our union’s advocacy in their paychecks and benefits packages. By continuing to fight for fair compensation and equitable benefits, we can ensure that all members are valued and supported throughout their careers.

What We’ve Accomplished: Over the past year, I have led a significant effort to restructure MAPE, focusing on creating a more responsive and efficient organization. This restructure has aimed to streamline operations, reduce redundancies, and ensure that our resources are better directed toward member priorities. The new structure has supported increased member engagement, improved internal communication, and strengthened our advocacy efforts. We have laid the groundwork for a more adaptive and effective union by aligning our operations with our members’ needs.

Future Goals: I am committed to completing this restructure and ensuring its lasting impact. I will refine our processes to create clearer member involvement and leadership development pathways. I plan to align our resources to support priorities such as member support, workplace advocacy, and organizational growth. The ultimate goal is to ensure that MAPE remains a strong and agile advocate for all members, capable of confidently meeting both present and future challenges.

What We’ve Accomplished: During my tenure, MAPE’s annual revenue has grown significantly from $5 million to $9 million, bolstering our ability to fund vital union activities and member services. I have also led the implementation of stronger financial controls, ensuring that every dollar is used efficiently and effectively to support our members. By increasing transparency around our financial processes, we’ve made it easier for members to understand how their dues are allocated, fostering greater trust and accountability within our union.

Future Goals: I am committed to further enhancing our financial stewardship by exploring new revenue streams, such as strategic partnerships, grants, and innovative fundraising efforts, to diversify our financial base and reduce reliance on dues alone. We will also focus on making financial information more accessible and understandable, with clear and detailed reports that provide members with a comprehensive view of our financial health. This will include regular financial updates, interactive webinars, and user-friendly summaries that demystify our budgeting and spending processes. By continuing to prioritize transparency and accountability, we will not only strengthen our financial position but also empower members to feel confident and informed about the union’s financial decisions.

What We’ve Accomplished: We’ve made strides in incorporating DEI principles into our union’s policies and practices, ensuring that MAPE is a welcoming and supportive space for all members, regardless of background.

Future Goals: I will continue to prioritize DEI by implementing targeted recruitment efforts to diversify our membership and leadership, creating training opportunities focused on inclusive practices, and establishing a DEI advisory council to guide our union’s future.

What We’ve Accomplished: We have broadened our member support network by introducing a variety of resources and training programs aimed at helping members navigate workplace challenges and advance their careers. Through targeted workshops, enhanced communication channels, and increased access to professional development opportunities, we’ve made it easier for members to gain the skills and support they need to thrive in their roles.

Future Goals: Moving forward, I am committed to creating a comprehensive professional development framework that includes a robust lineup of workshops, mentorship programs, and certification courses tailored to the diverse needs of our membership. These initiatives will focus on building leadership skills, technical expertise, and career advancement strategies, ensuring that every member has the tools to excel and achieve their professional goals. Additionally, I will expand the Colleague Support Network to provide peer assistance on a broader scale, fostering a culture of collaboration and mutual support across all sectors of our union. By enhancing these programs, we will not only support individual member growth but also strengthen the overall capacity and resilience of our union, making MAPE an even stronger advocate for its members.

What We’ve Accomplished: Over the past four years, we have grown our membership from 15,000 to 17,700, significantly increasing our collective voice and influence at the bargaining table. This growth has empowered us to secure the highest wage increases in MAPE’s history and negotiate more favorable contracts that reflect the true value of our members’ contributions. Our increased numbers have also allowed us to push for better workplace conditions, demonstrating the power of a united and expanding membership.

Future Goals: To build on this momentum, I will spearhead the Million Dollar Membership Campaign, an ambitious initiative designed to further boost our numbers and solidify our bargaining strength. This campaign will include targeted outreach, strategic partnerships, and new member benefits that highlight the value of union membership. I also plan to expand our organizing efforts into new sectors and underrepresented areas, broadening our influence and ensuring that all state employees have the opportunity to join our movement. By continuing to grow our ranks, we will not only enhance our negotiating power but also create a more inclusive and diverse union that truly represents the workforce of today and tomorrow.