Scott Baker AECOM, Senior Consulting Manager Arlington, VA

Transcription

1 TCRP Report 181 Transit Labor-Management Partnerships - What Makes Them Work? What Makes Them Last? Scott Baker AECOM, Senior Consulting Manager Arlington, VA Co-Principal Investigators: Doug Taylor, Labor Bureau Inc. William Scott, Diversified Workforce Solutions

2 The Research Team: 3 Principal Investigators Scott Baker, AECOM 15 Years Transit Labor Relations (San Antonio, Pittsburgh) Five terms as Chair, Transit Labor Exchange Douglas Taylor, Esq., The Labor Bureau, Inc. Labor Bureau has advised the Amalgamated Transit union since 1978 in economics and law Represents and advises Amalgamated Transit Union International and local unions in grievance and contract matters Bill Scott, Diversified Workforce Solutions 30 years labor relations experience Deputy General Manager, Workforce Development and Administration, WMATA Page 2

3 Reported Benefits of LMP by Case Studies Interviewees More efficient communications generally, and more efficient negotiations in particular Fewer arbitrations More mutual respect, trust, and reducing Gotcha s Management: Better motivated, more positive work environment Higher productivity Union: Long run gains in wages and benefits Facilitation of career advancement Page 3

4 June 13, 2915 Labor Management Partnerships Page 4

5 LMP Guidance Labor Management Partnerships May 17, 2016 Page 5

6 LMP Guidance 14 guidelines proven constructive in the success and sustainability of LMPs in the transit industry Guidelines categorized into five groups according to the aspects of a partnership they concern: A. Improve the cultural environment for partnership B. Prioritize the best partnership objectives C. Advocate the partnership D. Build strength within the partnership E. Make the most of events Each guideline carries recommended actions for management and union leaders, respectively Page 6

7 LMP Guidance A. Improve the Cultural Environment for Partnership 1. Respect the individuals representing the other party 2. Design, implement and sustain effective communication Page 7

8 LMP Guidance B. Prioritize the Best Partnership Objectives 3. Separate issues between integrative (or win-win) and distributive (or zero-sum) ones Page 8

9 LMP Guidance C. Advocate the Partnership 4. Establish broad-based buy-in from all key stakeholders with formality and structure that is made clear to all 5. Be confident that managers can cooperate with unions yet still continue to defend prerogatives and efficiency 6. Be confident that union leaders cooperation with management will not compromise members interests Page 9

10 LMP Guidance D. Build Strength within the Partnership 7. Outline shared goals and expectations of the partnership 8. Align all necessary resources to support the partnership 9. Require consistent accountability of everyone in the organization with a governing or executing responsibility for the partnership 10.Provide for comprehensive skill building for both union and management throughout the course of the LMP 11.Provide an independent facilitator if affordable Page 10

11 LMP Guidance E. Make the Most of Events 12.Take advantage of shared challenges and crises to catalyze partnership agreements 13.Take advantage of specific successes (e.g. pension fund governance, or apprenticeship) to build broader LMP 14.Support stability in union and management leadership and smooth LMP leadership transitions Page 11

12 Scott Baker William Scott Douglas Taylor

13 Extra Resource Slides Labor Management Page 13

14 Research Process

15 Research Overview Research method: Literature review Telephone surveys of transit managers and union leaders, responses from 47 systems Six case studies with on-site interviews Analysis of case studies finding and survey results Team s definition of labor-management partnership (LMP): A Labor-Management Partnership arises when both management and labor actively identify shared concerns and act on them collaboratively. This may be a formal process. May 17, 2016 Labor Management Partnerships Page 15

16 Telephone Survey & Questionnaire Rail Systems & Systems With More than 100 Buses Research team approached APTA, and four International Unions, ATU, TWU, UTU, and Teamsters for endorsements ATU and UTU were instrumental in helping with identifying and contacting survey respondents from their locals Survey responses received: Telephone Survey Follow-up Questionnaire Management Union Locals Total Responses # Systems Represented

17 On-Site Case Studies Union and Management Interviews King County Metro and ATU Local 587, Seattle Santa Clara County VTA and ATU Local 265, San Jose Denver RTD, First Transit, and ATU Local 1001, Denver Memphis Area TA, and ATU Local 713, Memphis MTA New York City Transit and TWU Local 100, New York Rhode Island Public Transit Authority and ATU Local 618, Providence May 17, 2016 Labor Management Partnerships Page 17

18 Illustrative Analysis of Surveys and Case Studies Labor relations ratings have a weak, positive correlation with the number of grievances per employee (unexpected) Labor relations ratings have a strong positive correlation with the speed of resolution of grievances (as expected) May 17, 2016 Labor Management Partnerships Page 18

19 Issues Addressed in Labor Management Committees: Top 6 Listed Joint Committee Scopes Management Reported Committees Union Reported Committees Pension and deferred compensation governance Skill training, testing, and apprenticeship Preventable accidents Jointly administered health and welfare plan 9 12 Violence and driver assault or work place security 8 11 Schedule preference 8 10

20 Labor-Management Partnership (LMP) Toolkit

21 Research Products LMP Toolkit LMP Benefits LMP Charter A written, enforceable, but non-binding agreement between management and union that documents the procedures to establish and maintain a labor-management partnership LMP Guidance A list of 14 guidelines proven constructive in the success and sustainability of LMPs in the transit industry LMP Workshop Framework A recommended framework for workshop developers to develop a workshop for preparing May 17, 2016 Labor Management Partnerships Page 21

22 LMP Charter Labor Management Partnerships May 17, 2016 Page 22

23 LMP Charter Need for Partnership Objectives in Common Complimentary Tools for Achievement Mutual Accomplishment/Recognition Mutual Blame for Failure Waste Resources over Pointless Conflict May 17, 2016 Page 23

24 LMP Charter Existing Partnerships Formal/Institutional Casual/Emergency Based Moribund/Forgotten Long Term/Thriving May 17, 2016 Page 24

25 LMP Charter Challenges to Partnership Expansion Past Failure Personalities/Turnover Politics and Diffuse Leadership Ethos of Conflict Obsession with Limitation (see next category) May 17, 2016 Page 25

26 LMP Charter Limitations of Partnership Distributive Problems No Resort to Litigation/Binding Continuity No Guidance From Agencies, Courts or Training Jan 29, 2015 Page 26

27 LMP Charter Roadmap to Improvement Charter - System-Wide - Formality without Constraint Credit and Reinforce Successes Eliminate Existing Failures Renew Periodically Focus all with Guidance and Training Jan 29, 2015 Page 27

28 June 13, 2915 Labor Management Partnerships Page 28

29 June 13, 2915 Labor Management Partnerships Page 29

30 LMP Workshop Framework Labor Management Partnerships May 17, 2016 Page 30

31 LMP Workshop Framework Workshop Background Research and case studies, clearly indicate that success and sustainability of LMPs in the transit industry depend heavily on the use of Teaming, Problem-solving, and Decision-making Skills Workshop Objective Provide an effective skills & behavioral blueprint that can be applied successfully in every type of group meeting associated with partnership projects May 17, 2016 Labor Management Partnerships Page 31

32 LMP Workshop Framework Workshop Focus Present a practical approach for building skilled, results-oriented working groups consisting of management and labor representatives: Working Together Enable management and labor leaders to effectively manage interpersonal disagreements: Managing Disagreements Identify simple but powerful problem solving tools in joint labormanagement workshops: Problem Solving May 17, 2016 Labor Management Partnerships Page 32

33 LMP Workshop Framework Application of Workshop Results To achieve desired system-wide impact, workshop participants must seek broadest possible LMP project buy-in from both sides. Participants will gain: Industry Experience knowledge and experience of the participants; successful LMP activity at other transit properties Persuasive Communication how to address challenges/ skepticism Solid Understanding of Labor & Management Constituencies how to address the different character of each May 17, 2016 Labor Management Partnerships Page 33

34 Scott Baker William Scott Douglas Taylor