Public Policy Platform: Questions and Answers

Mar 01, 2001

GLSEN’s Public Policy Platform accomplishes at least five objectives. First, it guides and provides focus for the organization when taking positions on education policies and programs. Second, it clarifies GLSEN’s mission and vision when undertaking programming activities. Third, it shares a clear indication of where GLSEN stands on the issues with activists, coalition partners and the media. Finally, it provides GLSEN with a systematic approach to advocacy and public policy development.

How was the Public Policy Platform created?

At the June 2000 National Board meeting, the National Board directed the Board’s Advocacy Committee to develop a Public Policy Platform in conjunction with the Director of Public Policy. In the early fall of 2000 a draft was developed and shared with Chapters for feedback, which was accepted via email and telephone and during two conference calls. The feedback from the Chapters was incorporated into the next draft, which was presented to the National Board at its October 2000 meeting. The Advocacy Committee made further revisions and presented the Pubic Policy Platform for vote at the February 2001 National Board meeting, where it was unanimously approved.

What does the Public Policy Platform mean for Chapters?

GLSEN’s Public Policy Platform guides the work of GLSEN at every level, Chapters and the national organization. Every year GLSEN Chapters assess the needs of their communities related to GLSEN’s mission, and develop programs and activities to meet those needs. Chapter programs and activities must advance part of the Public Policy Platform.

There are nine planks in the Public Policy Platform. Are Chapters expected to work on all of them simultaneously?

No, Chapters may focus on one, two or several planks in the Public Policy Platform in any given year. However, over time Chapters are expected to work to advance each of the planks in the Public Policy Platform.

We do a large fundraiser/annual dinner each year. Do we need to stop doing that event?

No, Chapters should continue to do fundraising events, volunteer appreciation and other similar events. Fundraisers raise much-needed money that allows Chapters to do their valuable program, and volunteer appreciation events are a great way to keep Chapter volunteers motivated and involved in the Chapter’s work.

We do a conference every year, but that doesn’t seem to fit into the Public Policy Platform. Are we expected to stop hosting our conference?

Events aimed at increasing the number, capacity and conviction of people involved in the movement for safe schools for LGBT students and staff would certainly advance GLSEN’s Public Policy Platform. For example, GLSEN plans to continue and improve Teaching Respect for All, our annual conference.

What if our community has a need not addressed in the Public Policy Platform?

If the need does not fall under GLSEN’s mission, your Chapter should not address it. Let another organization take it on or form to address it. If you’re not sure if an activity or program your Chapter wants to undertake advances the GLSEN Public Policy Platform you should check with your regional organizer before beginning it.

What if our Chapter thinks a need related to GLSEN’s mission is not addressed in the Public Policy Platform and we’d like to see it added?

After first checking with your regional organizer to make sure what you have in mind is not addressed in the GLSEN Public Policy Platform, your Chapter may contact a Regional Member of the National Board or any other member of the National Board. Regional Members of the National Board are current or past Chapter leaders, and they and other National Board members set organization policy.

How is GLSEN structured organizationally? What is the role of the National Board, staff and Chapters?

GLSEN is governed by a national board of directors who are ultimately responsible for the organization. The Board establishes GLSEN’s mission, vision, and public policy platform. The Board hires the Executive Director and delegates the development and implementation of programs to fulfill these objectives to him or her and the staff he or she hires. Staff are responsible for insuring that the work of chapters is consistent with the mission, vision, and public policy platform. Staff also help to shape chapter programming and build chapter capacity to advance GLSEN’s mission. Under the supervision of field staff, chapters are responsible for assessing the unique needs of their communities and for developing program plans that effectively advance GLSEN’s mission.