•• Encourage and maintain the highest possible standards of proficiency, skill and knowledge among its members in all matters relating to the duties of an Urban Municipal Administrator/Clerk.
 •• Promote and assist in maintaining professional standards and efficient administration of Urban Municipal Government and endeavor to maintain an effective working relationship with the Saskatchewan Urban Municipalities Association in all matters related to Urban Municipal Government.
•• Promote the interests of members in carrying out their duties.
•• Assist with the development of information courses and seminars which will assist members to carry out their duties in a more professional manner.
•• Provide for input from members as to what subjects or topics constitute established courses or seminars and provide a mechanism to monitor those educational programs to ensure the programs remain current and meet the members' requirements.
•• Provide an avenue for the membership to keep abreast of current municipal matters so those high standards of proficiency, skills and knowledge are maintained.
•• Facilitate the acquisition and interchange of profession knowledge amongst the membership
Activities Strengths Weaknesses
•• course development ( U of R)
•• advise Municipal Government re: workshops
•• consultation with SUMA and SAMA re: educational opportunities for administrators
•• workshops during UMAAS convention and other conventions
•• updating certification requirements
•• newsletter
•• division meeting with q guest speakers
•• updates on municipal legislation

•• LGA/SIAST course
•• advise Municipal Government re: workshops
•• consultation with SAMA/SUMA
•• workshops during conventions
•• updating certification
•• newsletter
•• division meetings
•• updates on municipal regulations

•• LGA/SIAST course
•• no control over workshops taking place, or materials used, or presentation of workshops
•• cost and time to attend workshops
•• certification is controversial
•• regularity of division meetings
Implications
•• a better course is required
•• transfer of courses/grades
•• more input into workshops
•• be more assertive as an organization
•• continue with certification, newsletter, division meetings and updates on municipal regulations
•• task force on certification
In 5 Years, UMAAS: Is an organization that ensures that its members have access to the education tools relevant to all aspects of the profession.
Do these things differently: New things that could be done: Keep doing:
•• define whom our organization is for. Will we represent Administrators and/or Assistant Administrators
•• have an enforced code of ethics (not allowing municipalities to employ "uncertified clerks & administrators")
•• have an enhanced working relationship with SUMA and the Provincial Government
•• new methods of granting and obtaining "certification"
•• membership promotions
•• review member benefits
•• lobby provincial Gov't, councils, public for achieving enabling legislation
•• promotion of idea of certification
•• task force to address question of advance certificates
•• regular meetings with SUMA
•• UMAAS and SUMA board meetings held in parallel
•• new members have buddies at conferences 		N/A N/A
Action Plan and Implementation Strategy: Education
Related Vision/ Goal Statement:
In five years UMAAS is an organization that ensures its members have access to the education tools relevant to all aspects of the profession.
SMART Objective:
By the end of 1998 conference, a committee of the Executive shall be established to bring forward recommendations on criteria for advanced certification to the Executive by June, 1999.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Establish Committee Executive Board June, 1998
2) Review relevant information Advanced Certificate Committee July to September, 1998
3) Interim report to Executive Advanced Certificate Committee November, 1998
4) Executive adopts report Executive Board January, 1999
5) Send report to all members Executive Director April, 1999
6) Bring forward to convention Advanced Certificate Committee June, 1999
Action Plan and Implementation Strategy: Education
Related Vision/ Goal Statement:
In five years UMAAS is an organization that ensures its members have access to the education tools relevant to all aspects of the profession.
SMART Objective:
By the year 2000, we will have developed an awards or scholarship program which will serve to promote continuing education among our members.
Tasks: Lead Responsibility: Others Responsible: Timeline: Status:
1) Establish Committee programs President September, 19998 In Progress
2) Collect data from other Committee Chair Other Committee Members October to November, 1998 Funding partnership with SUMA has been confirmed
3) Prepare interim report Committee Chair Committee Members November, 1998
4) Analyze data, propose criterion options Committee Chair Committee Members November, 1998 to March, 1999
5) Progress report Committee Chair Committee Members June, 1999
6) Select criterion Executive Board September, 1999
7)Announce program President December, 1999
8) Develop application form Committee Chair Committee Members December, 1999
9) Distribute application form and criteria Executive Director Committee Members April, 2000
10) Review applications Committee Chair Committee Members Late May, 2000
11)Determine recipient Committee Chair Committee Members Late May, 2000
12) Make presentation President June, 2000
•• Promote the Association in order to establish a high profile, especially amongst the membership.
•• Promote the professionalism of the Association.
•• Promote the acceptance and support of municipal councils for the Association throughout the Province.
Activities Strengths Weaknesses
•• active participation in meetings and conferences regarding the administration and well-being of urban municipalities •• RMA designation available and encouraged

•• not everyone uses R.M.A.
. •• use of professional designation. •• newsletter as a tool •• R.M.A, identity
•• recognition of retiring board/ retiring members at UMAAS convention •• newsletter universally sent out to all communities •• newsletter may not reach elected officials
•• distribution of service pins


•• quality of convention programs

 •• smaller communities who could use educational opportunity are not all able to attend (convention)
•• annual convention

 •• daily news, news releases, convention coverage
•• promotional brochure

 •• do not use new communication techniques/tools
•• newsletter to potential members & associate bodies
•• attendance at career days.
Implications
•• encourage members to educate elected officials at every opportunity
•• "sideline group versus regulatory group" - as an association we do not have direct influence on employee/employer situations, nor are we able to direct actions of the Province or SUMA
•• communications strategy/protocol
•• need to be more assertive in promotion of UMAAS
In 5 Years, UMAAS: Is an organization which has successfully developed a communications strategy/protocol that effectively informs all members and stakeholders of the activities of the Association.
Do these things differently: New things that could be done: Keep doing:
•• use other media means of communication •• news releases N/A
•• further distribution of newsletter information •• yearbook
•• award for innovation and excellence
•• scholarship program
•• promotional video
•• self-run workshops
Action Plan and Implementation Strategy: Promotion
Related Vision/ Goal Statement:
 In five years, UMAAS is an organization which has successfully developed a communications strategy/ protocol that effectively informs all members and stakeholders of the activities of the Association.
SMART Objective:
We will develop a more effective approach to procedures/ approaches for internal and external communications before March 1999.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Set up a Communications Committee President Executive Director Immediately
2) Revamp newsletter Communications Committee Executive September 1, 1999
3) Develop a Communications Strategy Communications Committee December, 1999
4) Establish minimum guidelines that Division Directors must follow re: communications within Divisions. Communications Committee December, 1999
•• Provide classes of membership that will allow access by all interested individuals to the Association and yet maintain the professional standards of the Association.
Activities Strengths Weaknesses
•• legal services on retainer



 •• convention



 •• lack of attendance (at conventions) from those municipalities with less than 500 people
•• representation on various boards


 •• newsletter


 •• representation of administrators versus assistant administrators
•• diversity of membership •• workshop
•• provide convention
•• provide networking
•• information on education
•• workshops
•• recognition of membership & service
•• newsletter
•• proposed salary schedule
•• registrar of membership
•• divisional meetings
•• networking
•• liaison with other organizations, agencies
Implications
•• is there room for improvement to the newsletter?
•• more regional sponsored workshops
•• administrators versus assistant administrators?
In 5 Years, UMAAS: Is an organization that has full control over regulation of UMAAS membership, which consists of fully certified members.
Do these things differently: New things that could be done: Keep doing:
•• define who our organization is for. Will we represent Administrators and/or Assistant Administrators? N/A N/A
•• have an enforced code of ethics (not allowing municipalities to employ "uncertified clerks & administrators")
•• have an enhanced working relationship with SUMA and he Provincial Government
•• new methods of granting and obtaining "certification"
•• membership promotions
•• review member benefits
•• lobby provincial Gov't, councils, public for achieving enabling legislation
•• promotion of idea of certification
•• task force to address question of advance certificates
•• regular meetings with SUMA
•• UMAAS /SUMA board meetings held in parallel
•• new members have buddies at conferences
Action Plan and Implementation Strategy: Membership

Related Vision/ Goal Statement:
In five years, UMAAS is an organization that strives for 100% of potential memberships.

SMART Objective:
We will develop a fully effective membership campaign starting in 1999.
Tasks: Lead Responsibility: Others Responsible: Timeline:
Identify Administrators who require membership. Executive Director Division Directors June 1, 1999
Contact Non-members to find out why they have not joined Division Director S.U.M.A./SMG October 1, 1999
Refer those who require membership and aren't to the Disciplinary Committee Division Director November 1, 1999
Contact those potential members and their Councils. Disciplinary Committee December, 1999
Action Plan and Implementation Strategy: Membership
Related Vision/ Goal Statement:
In five years, UMAAS is an organization that strives for 100% of its membership to be certified.
SMART Objective:
We will achieve 100% of the 100 to 500 population group as certified members within five years as required by legislation.
Tasks: . Lead Responsibility: Others Responsible: Timeline:
Identify those who are presently enrolled in LGA Program from 100 to 500 population group. Executive Director


 Committee Members


 May 1, 1999

Use Scholarship Program to promote LGA Program. Scholarship Committee Chair Division Director

December, 1999
Review annually to measure success within target population group Executive Director

September, 2000
Annually September

•• Encourage members to participate in the Association by running for Executive positions.
•• Define the roles and duties of all Executive members.
Activities Strengths Weaknesses
•• obtaining grassroots input in decisions taken by the Executive.

•• provide for equal representation

•• lack of interest from membership in running for office
•• get letterhead and envelopes to Executive members. •• voice for administrators

 •• distance = lack of opportunity for meetings
•• provide policy manual to Executive members •• representation from various populations and geographic locations •• lack of meeting time
•• role of Executive Director and President •• insurance coverage for directors
Implications
•• encourage members to run for office
•• investigate insurance coverage for officers
•• alternative meeting arrangements
In 5 Years, UMAAS: Is an organization that has highly competitive elections for positions on the Executive
Do these things differently: New things that could be done: Keep doing:
•• promote association and encourage members to run •• attract more, highly motivated, members to the executive •• democratic elections
•• form an elections committee
•• design a promotion strategy (for new Executive members)
Action Plan and Implementation Strategy: Officers
Related Vision/ Goal Statement:
In five years, UMAAS will have a successful, highly competitive election process.
SMART Objective:
We will develop a more effective nomination and election procedure commencing for the 1999 Convention.
Tasks: Lead Responsibility: Others Responsible: Timeline:
Seek nominations for 1998 electors Vice President Executive Director June, 1998
Set up Nominations Elections Committee President Committee Members September, 1998
Advise membership of election opportunities via newsletter. Committee Executive Director December, 1998
Report back to Executive Committee Chair March, 1998
•• Provide leadership in disciplining any member who is in contravention of the Association's Bylaws and/or the Urban Municipal Administrators' Act.
•• Provide assistance and non-monetary support to any member in the case of wrongful dismissal and advise of the procedures available through the Urban Municipal Board of Reference process.
•• Provide advice, assistance to, and protection for members in their professional duties and relationships and endeavor to secure them satisfactorily working conditions, adequate compensation for their services and fair retirement allowances.
Activities Strengths Weaknesses
•• discipline committee deals with disciplinary matters •• Board of Reference available •• no one taking lead role in legislation enforcement
•• participate in Municipal Board of Reference

 •• salary guidelines supported by background information •• Board of Reference has no real power
•• define salary guidelines


 •• access to lawyer on retainer

•• SUMA does not recognize salary guidelines officially (should be 5% higher at least)
•• liaison with SUMA

•• code of ethics

•• all members should be aware of access to legal advice on retainer
•• lawyer on retainer


•• no way of following up code of ethics violations in an effective and expedient manner
•• code of ethics

 •• not 100% response to salary survey (only 60% - 70%)
•• periodic salary review

•• variations in compiling salary information
Implications
•• continue to work with the Province & SUMA to establish mechanisms for regulation enforcement
•• come to terms with constraints in enforcement issues
In 5 Years, UMAAS: Is an organization that has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
Do these things differently: New things that could be done: Keep doing:
•• define who our organization is for. Will we represent Administrators and/or Assistant Administrators? N/A N/A
•• have an enforced code of ethics (not allowing municipalities to employ "uncertified clerks & administrators")
•• have an enhanced working relationship with SUMA and the Provincial Government
•• new methods of granting and obtaining "certification"
•• membership promotions
•• review member benefits
•• lobby provincial Gov't, councils, public for achieving enabling legislation
•• promotion of idea of certification
•• task force to address question of advance certificates
•• regular meetings with SUMA
•• UMAAS /SUMA board meetings held in parallel
•• new members have buddies at conferences
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
We will implement a discipline policy and related annual enforcement procedures in 1998.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Adopt the policy Executive Board Division Director to report March, 1999
2) Report all unpaid memberships Executive Director April, 1999
3) Send enforcement letters Executive Director April 30, 1998
4) Send second follow-up letter where required Executive Director July 1, 1999
5) Send third letter of notification cc SUMA, Mayors Executive Director September 1, 1999
6) Legal notice cc Mayor Executive Director November 30, 1998
7) Repeat steps 2 - 6 on annual basis
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
In five years all members will be certified.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Increase awareness of new legislation through the newsletter and conference sessions Executive Director

 Executive Board

June, 1998
2) Identify members in need of certification Board of Examiners Representative December, 1999
3) Contact those that need to be certified by letter President

Division Directors

June, 2000
4) Decentralize LGA Classes into regions if necessary Division Directors

 December, 2000
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
We will present and adopt the advanced certification bylaw at the June, 1998 Convention.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Finalize bylaw draft Executive Board March 28, 1998
2) Distribute to membership as required by bylaw Executive Director April 15, 1998
3) Present bylaw for adoption at convention Director Board Vice President June 5, 1998
4) Revision and update of Bylaw Executive Board Vice President June, 1999
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
We will complete a salary survey in 1998 and use the collected information to receive support for 1999 salary guidelines from all parties.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Draft and distribute survey form Executive Director Executive Board April 15, 1998
2) Receive and tabulate results Executive Director Admin. Committee
Director Brooks 		September 1, 1998
3) Present results to Executive of Board and analyze Admin. Committee September 30, 1998
4) Prepare 1999 salary guidelines with survey results to support Executive Director
Admin. Committee 		Executive Board November 30, 1998
5) Distribute and present to membership and SUMA Executive Director
President 		Executive Board December 15, 1998
6) Review for 2000 Executive Director Executive Board December, 1999
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
By June 5, 1998, we will request and follow-up on Provincial Regulation Amendments to allow implementation of Certification Bylaw.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Correspondence required: Board of Examiners Regulation Amendment to Dept. of Municipal Government Executive Director Executive Board April 10, 1998
2) Monitor April changes to ensure in place for June. Executive Director Executive Board May 15, 1998
Action Plan and Implementation Strategy:Discipline, Protection & Compensation
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has in place an established disciplinary procedures and a compensation guideline, both of which are comparable to other professional organizations and which reflect the level of responsibility associated with municipal management.
SMART Objective:
By December, 1998, we will have completed a review of Board of Reference Legislation and Regulations to ensure member needs are being met.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Copy existing regulations and legislation for Executive Board Board Rep Admin. Committee September 15, 1999
2) Analyze and evaluate to determine required changes Board Rep Executive Board December 31, 1999
3) Convey desired changes to Dept. of Municipal Government and SUMA Executive Board
Board of Reference Representative 		Board of Reference Representative September 30, 1999
4) If necessary, delegations to relevant bodies Executive Board December 31, 1999
•• Develop and maintain a close liaison with all levels of Government and other pertinent authorities, particularly with regard to legislation and procedures, existing and proposed.
Activities . Strengths Weaknesses
•• regular liaison with provincial gov't departments which relate to municipal matters •• liaison with other provincial departments •• communication with SUMA (not enough)
•• communicate regularly with/meet with SUMA •• communication with SUMA
•• send delegates to fraternal bodies' conventions •• delegates at fraternal bodies' convention
Implications
•• work must continue
•• more effort to work in a collaborative and cooperative manner
In 5 Years, UMAAS: Is an organization that works in a collaborative and cooperative manner with provincial and fraternal organizations.
Do these things differently: New things that could be done: Keep doing:
•• establish two-way effective communications strategy, to enhance our services and effectiveness to our members •• schedule meetings in conjunction with SUMA (same city)


•• maintain current activities


•• meet semi-annually with senior municipal government officials
•• copy of newsletter to Minister and Deputy Ministers
Action Plan and Implementation Strategy: Liaison
Related Vision/ Goal Statement:
In five years UMAAS is an organization that works in a collaborative and cooperative manner with provincial and fraternal organizations.
SMART Objective:
Starting in 1999, we will meet annually with SUMA in late November or early December.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Write letter to SUMA President Executive Director and Vice-President start April, 1998, completion in April, 1999
2) Follow-up phone-call President Executive Director and Vice-president
SMART Objective:
Starting in 1998, there shall be an joint meeting between the RMAAS Executive and the UMAAS Executive at the first meeting of the new executive in each year.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Write letter to RMAAS Executive Director Executive Director and Vice-president start April, 1998, completion in September/ October, 1998
2) Follow-up phone-call Executive Director Executive Director and Vice-president
Action Plan and Implementation Strategy: Liaison
Related Vision/ Goal Statement:
In five years UMAAS is an organization that works in a collaborative and cooperative manner with provincial and fraternal organizations.
SMART Objective:
Commencing in the fall 1998, the UMAAS Executive will meet with Advisory Services and the Deputy Minister of the Saskatchewan Department of Municipal Government at least twice a year.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Write letter to Municipal Government President Executive Director start April, 1998, completion in October, 1998
SMART Objective:
Commencing immediately, we shall distribute our newsletters widely to all provincial and fraternal organizations.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Arrange appropriate mailing President start April, 1998, ongoing thereafter
SMART Objective:
Commencing immediately, we shall distribute copies of our minutes to SUMA, RMAA and SACC.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Arrange appropriate mailing President   start March, 1998, ongoing thereafter
•• Implement a mechanism for the continual review of our Association in order to ensure it remains current and meets the needs of the members.
•• Remain flexible to accommodate items of importance that arise from time to time as the priorities and directions of the Association change.
Activities Strengths Weaknesses
•• happens on ad-hoc basis as needed •• policy manual •• lots
•• Executive meets every two months •• standing committees •• no review of policy manual
•• no annual review of goals and objectives
•• more reactive than proactive
Implications
•• is there a need for a standing committee? review this!
•• review of goals and objectives
In 5 Years, UMAAS: Is an organization which maintains an annual review of its policy manual, goals and objectives, has delegated all possible day to day authorities to the Executive Director, and makes more efficient use of standing committees.
Do these things differently: New things that could be done: Keep doing:
•• conduct annual reviews and make changes where and when required •• invite other related agencies/organizations to participate •• ad hoc changes (in the interim, until annual review implemented)
•• conference calls with standing committee members
Action Plan and Implementation Strategy: Policy, Goals & Objectives
Related Vision/ Goal Statement:
In five years UMAAS is an organization which maintains an annual review of its policy manual, goals and objectives, has delegated all possible day-to-day authorities to the Executive Director and makes more efficient use of standing committees.
SMART Objectives:
Commencing 1998, the Executive will review all policies, goals and objectives on an annual basis at the last meeting of the calendar year, taking into consideration the viewpoints of the membership, SUMA and other related authorities and policies, goals and objectives shall be changed annually as a result of the review to reflect current and projected needs of the Association.
Tasks: Lead Responsibility: Others Responsible: Timeline:
1) Establish committee for the review task President Administration Committee Members September, 1998
2) Goals and objectives to stakeholders for review Executive Director September, 1998
3) Committee to review input Administrator Committee Chair September - October, 1998
4) Interim report to Exec. Director Administration Committee Chair 2 weeks prior to November, 1998
5) Review by Executive Executive Board November, 1998 meeting
6) Amendments if necessary Administration Committee December, 1998
7) Final report to Executive Administration Committee Chair January, 1999
8) Steps 1 - 7 annually
No specific Vision Statement was articulated in this area!
Activities Strengths Weaknesses
•• upgraded technology •• upgrade technology •• calendar needs to be fine tuned
•• administrative calendar •• administrative calendar •• lack of long term planning
•• house keeping activities •• executive director responsibilities
•• communication on executive activities •• newsletter community profiles
•• inquiry - responses •• compliance/follow-up with other agencies - SAMA
•• community profiles in newsletter
•• compliance - follow up for other agencies -SAMA
Implications
•• continue to enhance and broaden the scope of these activities
•• monitor all activities on a regular basis
In 5 Years, UMAAS: Is an organization that has come into the 21 century.
Do these things differently: New things that could be done Keep doing:
•• have a long-term plan in place : •• use video-conferencing
•• establish WEB-site
•• link WEB page to other related municipal stakeholders
Action Plan and Implementation Strategy: Other Activities
Related Vision/ Goal Statement:
In five years, UMAAS is an organization which has received full support and respect of its members and affiliate organizations.
SMART Objections:
Commencing in 1998, UMAAS will have clear concise goals within an ongoing five year strategic plan which will be measured annually.
Tasks: Lead Responsibility: Others Responsible: Timeline:
Implement Strategic Plan Executive Board
Advise members and affiliate organizations of strategies President Directors June, 1998
Measure and maintain communication Executive Board All Directors
President
Executive Director 		Annually
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