TRAINING FOR UAW LOCAL UNION LEADERS OF THE 21 st CENTURY

TRAINING FOR UAW LOCAL UNION LEADERS OF THE 21 st CENTURY It s still about teamwork in leadership and solidarity in the ranks. This national curriculum has been developed for you the UAW Local Union leader of the 21 st century. While the moral rewards of union leadership are many, serving in a union leadership role has never been easy. In fact, it is arguably even tougher today in a world that s bigger, faster, and driven by technology, globalization, and an unfair political and economic playing field. Our union has a proud heritage of allocating considerable resources to training and education. Since the UAW s founding, education has been a powerful tool to help us overcome obstacles that hold back social and economic progress for our members and all working people, wherever they live. This national leadership training is being made available to you consistent with the UAW s continuing commitment to support you in your leadership so that you can serve our members and communities with the highest distinction in the best UAW tradition. I hope you find this leadership training worthwhile and relevant in your daily work. It has been designed to help you fulfill your UAW Constitutional commitment to faithfully perform your duties so that you may gain not only the esteem of your brothers and sisters, but what is of even more importance, the approval of your conscience. In solidarity, Dennis Williams, President International Union, UAW

I. THE UNION LEADER S ROLE IN THE LOCAL UNION PRE-MODULE For Executive Boards of New Locals and New Executive Board Members Building Your Local Union This class teaches the basics about the UAW and provides an overview of the UAW s structure and major programs, using the UAW Constitution as a foundation and resource. Includes guidance on how to establish Local Union bylaws and how to build Local Union organizational power through standing and other committees. UAW 101 This class provides an overview of general labor and UAW history, how unions built the American middle class, the backlash against unions, and the economic and political disparity that has grown over the past few decades resulting in the social and economic conditions workers face today. Includes discussion on how to turn disadvantage into opportunity, recent labor wins that were the result of long-term work and coalition-building, and how UAW executive board members can lead their Local Union by building power through personal leadership and member engagement. The UAW Constitution and UAW Administrative Letters This class focuses on the Preamble, articles governing UAW International and Local Union structure, and internal Union Article 31, 32 and 33 procedures. It also shows Local Union leaders how to use the Constitution as a resource, and teaches the protocol involved for resolving UAW Constitutional questions. The Union s tradition of Administrative Letters is also discussed, highlighting historic letters of the past and important letters that still apply in the daily work of a Local Union leader. CAP and V-CAP This class explains CAP s history and structure, current political issues and positions taken by the UAW, and other work of the UAW Community Action Program, focusing on how Local Unions fit into the overall program through their Local Union CAP standing committee and regional CAP councils. Discusses UAW V-CAP program, strategies to encourage and get members to donate, and the importance of having good contract language (where able) to

ensure automatic authorized payroll deduction of member V-CAP contributions. UAW Member Orientation This class takes new Local Union leaders through the UAW national orientation program to help them see their role in encouraging and inviting new members to get involved in their Local Union. (Some of the above may be included in Module I depending on need.) MODULE I Executive Board Leadership Qualities and Expectations (Top 4) The President s Job This class focuses on the Local Union president s many roles, which include legislative body chair, administrative officer, union spokesperson, community leader, sometime negotiator, peacemaker, and judge. Presented in a list-ofquestions format to generate thoughtful discussion and leadership interaction, this class gets to the heart of the wide-ranging duties and responsibilities of the Local Union president. The Vice President s Job This class focuses on the Vice President s distinct role in assisting the president as set forth in the UAW Constitution. Because the role is shaped by the needs of the President and is a position that fills in for the President, this class focuses on the working relationship that must be developed and maintained between the offices of the President and Vice President through honest discussion and problem-solving. The Recording Secretary s Job This class focuses on the special role a recording secretary plays in recording the Local Union s history through meeting minutes and correspondence and the position s vital record-keeping role as required by the UAW Constitution and relevant labor laws and regulations. The Financial Officer s Job This class focuses on the critical role of UAW financial officers who are entrusted with protecting our members dues by ensuring proper budgeting and financial monitoring and fulfilling their responsibilities under the UAW

Constitution and relevant labor laws and regulations. The Union dues structure is also examined and explained. (Additional training is provided for those in right to work states.) MODULE II Leading an Active Local Union Leadership Skills This interactive class leads Local Union leaders in a facilitated discussion about what it takes for Local Union leaders to engage the membership, be respected in the community, and be an effective labor representative in the workplace. Discussion topics include how to have effective executive board meetings;; maintaining effective board communication and relationships;; promoting and running an interesting and inclusive membership meeting;; ensuring that Local Union standing committees are operating and attracting member participation through sustained programs and activities;; building and maintaining community partner relationships;; and having effective and confident bargainers and prepared and responsive grievance handlers. Leading a Productive Discussion & Effective Communication This class teaches productive communication skills Local leaders need to create a welcoming and inclusive Local Union. Local leaders will learn how to build a culture of teamwork in their executive board and with their Local Union standing committees, and how to engage members through well-planned membership meetings and member-focused interactions and activities. Parliamentary Procedure & How to Run an Effective Union Meeting Anyone can run a meeting, but running an effective meeting is harder. This class shows leaders how to use parliamentary procedure to keep order in their Local Union meeting and make meetings more than a series of committee reports. Special parliamentary procedure problems are included for more experienced Local leaders. Local Union Standing Committees Everyone knows that the UAW Constitution requires Local Unions to establish 10 standing committees, which each have important duties and functions. But too often, standing committees don t function to the level needed to engage members and do the important work of the Union. This class goes over the basic work of each standing committee, but focuses most on giving Local Union leaders a chance to share problems and successful strategies they ve

used to maintain active standing committees and steer them in a positive direction to the membership s benefit. Right to Work 101 Just about every Local Union leader knows that right-to-work laws are meant to weaken collective bargaining rights and silence the voices of organized workers. However, there s a lot more to know about right-to-work. This class provides basic information about right-to-work laws and includes a practice session on how to converse on this topic with bargaining unit members. It Pays to Belong and UAW Dues Union membership is in the best self-interest of working people and it s the same for UAW members. However, not all new and current members understand that truth because of negative messaging bought and paid for by the 1 percent and their advocates. This class allows Local Union leaders to discuss and practice message points that tell the truth about Union membership and what UAW members gain by pooling their resources for a strong and effective Union. (Special legal issues with relevant message points are included for Local Union leaders in right to work states.) PRO-Member and Communicating with Members This class reviews the PRO-Member program and shows Local leaders how to communicate with members who don t know enough about their union, including the strategic use of listening to member concerns and maintaining control in challenging member conversations. Overview of Basic Labor Law for Union Leaders Local Union leaders interface with various labor laws on a daily basis. This class focuses on laws and regulations that impact internal union governance and member rights as administered by the federal Department of Labor and other federal and local authorities. Public Speaking This class gives Local leaders a chance to practice public speaking skills as they grow their leadership and establish a higher profile with members and in their community. Includes practice on how to use talking points and still make the message your own.

Media Relations Active Local Unions seek and attract more media attention, so Local Union leaders have to be prepared to handle the press. This class teaches Local Union leaders how to talk effectively to media representatives and how to keep control of the union s message in high-pressure situations. Leading a Diverse Union This class focuses on the value of having a diversity of engaged members to participate in their union, understanding relevant rights and responsibilities, and learning how to communicate in a manner consistent with our union s civil and human rights objectives and goals. Retired Workers This class discusses the UAW s tradition of considering UAW retirees to remain part of the UAW family after their active employment ends. The UAW s Retired Workers program is discussed, as are strategies to encourage establishment of a Local Union retiree chapter (where one doesn t exist) and taking existing chapters to a new level of engagement in schools and community and with active UAW members through mentoring and other programs. MODULE III Action Plan This module requires Local Union leaders to develop an action plan for a project of their choosing, in timed increments that make sense for the plan. In the case of Local Union leaders coming together for this training based on a geographic grouping, an additional joint action or activity could be developed to build the power of the Local Unions together and individually. This module requires relevant International servicing staff to mentor and coach the Local Union(s) so they stay on track with their individual and/or joint action plan.

II. THE UNION LEADER S ROLE IN LABOR AND MANAGEMENT RELATIONS PRE-MODULE FOR NEW GRIEVANCE HANDLERS AND NEW BARGAINING TEAMS Introduction to Relevant Labor Laws This class provides an overview of labor laws most relevant to the work of Local Union grievance handlers and bargainers, including the NLRA and NLRB unfair labor practice procedures, Family and Medical Leave Act, OSHA, ADA, the Civil Rights Act of 1964, and others. Topics include illegal management statements, labor and management bargaining rights (including the right to information), and general information about the interplay between various labor and worker protection laws and grievance-handling and bargaining strategy. Introduction to UAW Constitution Articles and Administrative Letters Governing Bargaining The UAW Constitution contains a number of articles and interpretations that give UAW members the highest authority in approving new or modified collective bargaining agreements or contract language changes. This class goes over those articles, as well as relevant UAW Administrative Letters. What is a Grievance? This class discusses what a grievance is and what it isn t. Includes an overview of the skills needed by a grievance handler to receive and investigate member complaints effectively so that a determination can be made whether the member s contract rights have been violated. (Some of the above may be included in Module I or II depending on need.) MODULE I GRIEVANCE HANDLING AND ARBITRATION The Grievance Handler s Role Grievance handlers have a critical leadership role in building the union s power. For many UAW members, the grievance handler IS the union. This class teaches grievance handlers about their role as negotiator, organizer, educator and leader in the context of their contractual responsibilities and the communication and personal leadership skills needed to fulfill those roles.

Basic Grievance Handling This class teaches grievance handlers how to write, investigate and present a timely grievance to management. It also focuses on communicating with the aggrieved member from investigation to final determination. Advanced Grievance Handling This hands-on, interactive class takes the grievance handler from grievance intake to presentation to a management representative. Includes a prepared scenario and role-playing by class participants through all phases, with planned discussion and debrief throughout. Basic Arbitration Some UAW local unions are responsible for, or share, arbitration duties in their collective bargaining agreement. This class is for local union representatives who are responsible for arbitration handling or grievance handlers who don t do arbitrations but are interested in learning more about the process that occurs after the grievance leaves their possession. The class focuses on the policy behind the process, the structure of a typical arbitration hearing, general rules governing arbitration hearings, arbitration briefing and post-arbitration procedures and special problems. Advanced Arbitration This hands-on, interactive class takes participants through a mock arbitration hearing with a prepared scenario and role-playing by class participants. Includes pre-arbitration issues, such as requesting witness subpoenas and agreeing to joint exhibits, managing grievant expectations, and post-arbitration award issues, including implementation problems. MODULE II COLLECTIVE BARGAINING The Bargaining Committee s Role Members are most attuned to their Union when it s time to bargain with the employer. This class focuses on the bargaining committee s chance to organize members for bargaining challenges and opportunities that may lie ahead. Participants will learn how to use the occasion of bargaining to strengthen member engagement that lasts beyond negotiations.

Preparing to Bargain This class provides an overview of bargaining committee work that should occur before bargaining starts, to focus and prioritize bargaining goals. Bargaining surveys, research on the employer s financial health, assessment of grievance and arbitration outcomes that show a need for contract language changes and other relevant issues are covered in this class. Bargaining Notice Requirements This class focuses on bargaining notice requirements under labor law and the relevant collective bargaining agreement, and the importance of meeting deadlines and following through on required filings. Drafting Bargaining Proposals Contract proposals must be written once bargaining priorities have been established. This class teaches bargainers how to draft clear proposals and use requested and self-generated information to support those proposals at the bargaining table. Includes discussion of contract language covering a variety of economic and non-economic topics in typical UAW contracts. Costing a Contract Proposal It is essential for bargaining committees to know how much their contract demands will impact the employer and the membership before they re put on the bargaining table. Otherwise, union economic proposals may fall short of what could be bargained for the membership or be unreachable due to the employer s financial situation. This class teaches bargainers how to cost their contract proposals - and the employer s package - so they can be most effective at the bargaining table. Negotiating a Contract This class discusses the roles of the bargaining committee members at the bargaining table, and covers the process from the opening handshake to the post-ratification period. Bargaining Health Care and Pensions Health care and pensions are critical to the quality of life for our members while they re on the job and after they leave active employment. These also

are two signature bargaining areas where the union difference really shows compared to the benefits received by non-represented workers. This class prepares bargainers to negotiate health care and pensions, and addresses the interplay between the Affordable Care Act and the bargaining table. Advanced Contract Negotiations This class gives participants a chance to bargain a contract in a mock session with a planned scenario and contract proposals for labor and management representatives. Includes planned discussion and debrief during specific points in the mock bargaining session to allow for participant and instructor interaction and understanding. Member Ratification Meeting UAW bargaining isn t over until members ratify the tentative agreement negotiated by the bargaining committee. This class goes over the mechanics of setting up and holding a ratification meeting and handling member questions and communication. MODULE III THE DUTY OF FAIR REPRESENTATION The Duty of Fair Representation The UAW s policy is to fairly represent all members in grievance handling and contract bargaining. Labor law requires fair representation too. This class reviews the UAW s Administrative Letter on fair member representation and how to effectively communicate with members about a grievance, arbitration or contract negotiation. The UAW Constitution s Internal Appeal Procedures This class teaches the UAW Constitution s Article 32 and 33 procedures governing member appeals from Local Union actions that occur during the pre-grievance, grievance, arbitration, and post-arbitration period and appeals arising from collective bargaining decisions. opeiu494