Labor–Management Partnerships for Public Transportation, Volume 2: Final Report (2015) / Chapter Skim
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Pages 58-78
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From page 58... ...
G-1 A P P E N D I X G Overview After reviewing the survey results, it was obvious that the breadth and effectiveness of cooperative labor–management activities varied widely from one transit operation to another. With guidance from the TCRP Project F-20 panel, we selected six transit systems as case study properties which seemed to have extensive labor–management cooperative activities.
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From page 59... ...
G-2 • Spearheading the process for identifying people, needs, and training steps required, and then following through • Obtaining resources from the broader community including State and Federal grants for training facilities, job improvement funding, and local community college education programs • Utilizing JWI's own funds along with specific budgetary items (such as funding for open and unfilled positions) to pay for training time and then enlisting time from managers, supervisors, and paid union officers Results Three factors were responsible for the successful design and operation of this labor–management program: • A very committed and capable neutral facilitator/ administrator • State and local resources available to sustain workplace jobs initiatives • A clear separation between JWI and collective bargaining activities (Even though some people were involved in both, the litigation and bargaining people were kept out of JWI and there were no disciplinary or bargaining table consequences for discussions held in the context of JWI -- the so-called "Las Vegas rules" were strictly applied.)
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G-3 through JWI as being worthy of improvement in an affirmative way, as opposed to discipline and negative reinforcement. Align All Necessary Resources to Support the Partnership JWI obtains resources from the broader community including state and federal grants for training facilities, and job improvement funding, and local community college education programs, as well as utilizing JWI's own funds along with specific budgetary items (such as funding for open and unfilled positions)
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G-4 • The total number of participants • The number of participants who successfully completed required training to undertake skilled jobs • The impact of participants' successful transition to skilled positions on stability in their existing classifications and productivity in their new ones • The amount of money garnered in grants and the like which were added to the overall operation by JWI endeavors JWI has endured not only because the metrics are generally positive, but also because it is energized on an ongoing basis. JWI has taken on new projects to transition employees from fueling and cleaning functions to skilled rail maintenance and also provides relatively protracted mentoring, beyond traditional "ride along" instructions to new operators.
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G-5 does not represent other transit workers at the other transit systems. The labor and management indicators from our survey data were high and were unique in that the union respondent rated the relationship slightly higher even than the management respondent.
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G-6 Outline Shared Goals and Expectations of the Partnership Precise outlining of all goals, requirements, and expectations is present and confirmed to the extent that the CBA sets out the committee structure. However, the more specific goals of safety, health, fair employment, efficient and effective operations, and adequate transit funding all seemed more intuitive for both parties rather than stated, discussed, or documented.
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G-7 Take Advantage of Specific Successes (e.g., Pension Fund Governance, Apprenticeship) to Build a Broader Partnership The history of partnerships was so long at this transit agency that major successes and their effect were not cited; however, the partnership does continue to broaden with new collaborative efforts on systemic discrimination and safety.
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G-8 management, and amplified by the composition of the work force. The partnership has developed documented and institutionalized action processes.
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G-9 4. Review Existing Management Structure to Establish Agreed-Upon Approach for System Administration.
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G-10 • A monthly publication is produced by management which notifies employees and the union of new developments within their transit system, • The general manager and union president meet three to four times each year to share ideas and discuss issues, • The general manager is invited to attend the union president's executive board meeting which he does, and • A constant theme which became clear throughout the interview process was that both labor and management expressed the need to keep the lines of communication open in order to have any meaningful and sustained relationship. Align All Necessary Resources to Support the Partnership There was no information based upon the findings of the case study on this premise.
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G-11 system, but it would not be identified as a traditional partnership with a formal structure and signed document. What the parties have formed is a very good labor–management cooperative relationship built on mutual respect and some shared goals, which are the two key ingredients for a partnership.
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G-12 the former CEO's top-down management style, disregard of union's concerns, and reluctance to communicate with union officials outside of collective bargaining. The current CEO's initiatives to communicate with union officials were instrumental in improving the relationship and the mutual efforts of the CEO and the union local president reinforced and advanced the developing cooperation.
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G-13 between the CEO and the union local president allows flexibility in problem solving. So when a problem arises, the two individuals can react quickly by making a plan and organizing resources necessary for implementation to solve the problem through effective communication.
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G-14 Take Advantage of Shared Challenges and Crises to Catalyze Partnership Agreements Both management and union interviewees approved this premise. When a major storm hit the area, the CEO reacted promptly and effectively by laying out an emergency plan and keeping close communication with both management and the union locals.
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G-15 Differences in opinions on specific issues can occur on a daily basis. A cooperative relationship cannot sustain if such differences are taken beyond the issues they immediately concern to affect deliberation on other issues, or even worse, to question the professionalism and the intention of the counterparts.
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G-16 The CFO and union president identified several actions to try to bolster or preserve the positive aspects of the LMP. • First, they are keen on widening the circle of participation by both management and labor.
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G-17 Take Advantage of Shared Challenges and Crises to Catalyze Partnership Agreements The element which turned these particular parties to collaborative postures was the departures, almost simultaneously, of the principals on each side. Those remaining had to conclude a collective bargaining agreement and re-construct their labor–management relationship in short order.
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G-18 employees in both bus and rail modes are represented by the largest union local. The relationship between management and the union local has a contentious recent history and has seen periods of labor unrest and postponed collective bargaining.
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G-19 Design, Implement, and Sustain Effective Communication There is no evidence of a formal communication plan for LMP activities. Some labor–management meetings are prescribed by an MOU but there is no prescribed protocol or structure.
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G-20 rent leadership characterizes its approach to management as assertive and believes it is the spirit endorsed by a majority of the members. Analysis Both labor and management interviewees at this transit system have characterized their relationship as mostly adversarial over many years.
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G-21 the two-way communication would appear to be another topic for constructive discussion. Conclusion For a decade or more, LMPs at this transit system have resulted in the effective addressing of a few serious issues of mutual concern.
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