Metro 2006
Labor Negotiations
Contract Changes Training ATU
Mission – 2006 Negotiations
Negotiate and agree to 3
labor contracts before June
28, 2006, all of which
creatively combine and meet
the principles and interests Accomplished
of the organization, the
Unions and the respective
members / employees.
Objectives – 2006 Negotiations
Negotiate economically
Accomplished
sustainable labor contracts
Improve employee and labor
relations and more efficient Accomplished
problem solving
Retain and recruit a
professional, committed and Accomplished
motivated workforce
A New Beginning…
Labor Relations Is A Process Not An Event
Finalize
Negotiation
Preparation
Contract Tentative
Administration Agreement
Training Ratification
MTA Made Two Agreements With ATU
Interpersonal Written Contract
Agreement Agreement
The changes in how The changes in the
we interact with our written language of the
Unions and our ATU Contract
employees (word and intent)
“You must have confidence in your ability and then be
tough enough to follow through.” Rosalynn Carter
Interpersonal Agreement
The changes in how we interact with our Unions
and our employees
The Values MTA Committed To:
• We will treat employees fairly with dignity and
respect
• This is our contract
• These are our employees
• The Unions are our partners and not our
enemies
• We will not hide behind the rules
• We will not hide behind the contract or
grievance process
• We will continue to work on issues of mutual
interest during this contract period
The Behaviors MTA Committed To:
• Show respect at all times
• Communicate openly, politely
• Use accurate information and data
• Advocate interests rigorously but never discourteously
• Act professionally at all times
• Avoid surprising or undermining the Union’s people or
interests
The Behaviors MTA Committed To:
• Listen, comprehend…then speak
• Strive to solve problems jointly
• Address problems locally, quickly
• Maintain integrity in personal and organizational
communications
• Make decisions with improved labor relations and
customer service in view
Honoring Our Interpersonal Commitments
Interpersonal Bank • Every kind word and
Account positive interaction is a
deposit
• Every negative interaction
is a withdrawal
• Metro wants to create and
maintain a positive account
balance with the ATU and
with every employee
Arbitrations….
Arbitration decisions from 1/1/2002 to 2/28/2006
Advocate Compromise Metro Union Withdrawn Total
settlement wins wins by Union
Labor
6 17 14 2 39
Relations
County
32 35 42 8 117
Counsel
Total 38 52 56 10 156
Source of numbers = Metro Labor Relations
Arbitrations….
Arbitration decisions from 1/1/2005 to 2/28/2006
Advocate Compromise Metro Union Withdrawn Total
settlement wins wins by Union
Labor
4 7 9 0 20
Relations
County
2 9 7 0 18
Counsel
Total 6 16 16 0 38
Source of numbers = Metro Labor Relations
Arbitrations…
Pending Arbitrations
UTU 192
ATU 334
Total 526
Source of numbers = Metro Labor Relations
One of the Major Problem Areas is Discipline
What Constitutes Appropriate Discipline?
• Corrects behavior rather than punishes
behavior
• Firm – people need and want boundaries
• Consistent but Fair
• Meets the 7 standards of “Just Cause”
7 Standards of Just Cause Discipline
1. Did the employee know of the rule or standard?
2. Did the employee understand the consequences of
non compliance?
3. Is the rule reasonably related to the efficient and
safe operation of the business?
4. Was there a fair and objective investigation before
the discipline is administered?
7 Standards of Just Cause Discipline
5. Did the investigation result in adequate proof of
misconduct?
6. Were the rules and discipline for rule infraction
applied consistently and fairly?
7. Is the discipline appropriate for the offense and the
past record of the employee?
If the answer to any of these questions is no then you
need to revisit your decision to discipline
Avoid Escalating Gripes To Grievances
• Be available
– provide information early
– allow for input on work issues and decisions
• Listen
– many times all people want is to be heard
• Avoid win lose situations
• Ask yourself “why not”
• Be Fair
– sometimes fair is not consistent but it may provide
the dignity and respect required by the situation
Working Together
• Respect each other and one • Do not surprise one another
another’s position
– Treat the Union according to • Be polite and courteous in all
their position as an elected interactions
leader of the employees
– Treat the management as • When necessary – agree to
the representative of the disagree
employer and the supervisor
of the employee • Be responsive - do the things
you say you are going to do –
When you say you are going to
• Remember - Both parties have do them
legitimate yet sometimes
differing points of view about the • Don’t gang up – each party
workplace should have as many people in
the meeting as the other party
Technical Implementation
• Safety
– Implement new accident review process
• Increased Operator accountability for accidents
• Reduced risk - identify potential unsafe operators early
– Accident Hearing Officer in Operations
• Consistent application of professional safety standards
– Accident Investigators in Operations
– Supervisors trained in accident investigation
• Transit Safety Institute (TSI) Oklahoma
– Accident investigation procedures currently under
review
Technical Implementation
Training
• Organization wide training (jointly with the
Unions where appropriate)
– Contract changes, interpretation, intent, application
and administration
– Interest based problem solving for Supervisors,
Managers and Union Officials
– Interpersonal skill improvement throughout the
organization
– Restructure and refocus Maintenance and New
Operator training
Technical Implementation
Labor Relations
• Realign Labor Relations
– Hold Operations Managers responsible for
employee and labor relations
– Labor relations specialists decentralized into the
Service Sectors
– Grievance Hearing Officer reporting to
D.C.E.O./C.O.O.
– Arbitrations handled through County Counsel
Labor Relations Realignment
Labor Relations will report to the Chief Operating Officer
Labor Relations will be decentralized and matrixed
Functional Labor Relations (strategic and hearing officers) will report directly to the
Chief Operating Officer
Each Sector will have a Labor Relations person who will report directly to the
General Manager and will also report “dotted line” to Labor Relations (for
professional guidance and “consistency”)
Chief Operating Officer
Rail Sector Sector Sector Sector Sector
Labor Relations
General Manager General Manager General Manager General Manager General Manager General Manager
Sector Sector Sector Sector Sector Sector Labor Relations ATU UTU
Labor Relations Labor Relations Labor Relations Labor Relations Labor Relations Labor Relations Non Sector (2) Processes Hearing Officer
Admin
Support (2)
Getting Questions Answered
If you have a question about the contract
changes or contract interpretation:
1. Write down the question
2. Email [email protected] or give the written question to
a member of the negotiating team John Catoe, Carolyn Flowers,
Richard Hunt, Gayland Moffat.
3. The team will review the question and respond in writing
4. FAQs (frequently asked questions) will continue to be posted on
the intranet http://intranet1/labor_contracts/faq_questions.htm
5. Asking questions helps avoid grievances and establishing
inappropriate practices
Written Contract Agreement
The changes in the written language of the ATU
Contract
Your “Living” Contract
• This is your document for the term of
this agreement
• You are expected to keep it for the
entire term
• You are expected to keep track of
issues and problems in this document
Structure Of Document
• Three ring binder
– Information can be added where
appropriate
• Memos, interpretations, arbitration decisions
• 81/2 by 11 not the small size of many
agreements
– Readability
– Room to take notes and keep track of
information
Structure Of Document
• Contract language printed only on one side of
the paper
– keep notes on opposing side facing page
• Numbered lines
– ease of reference for questions and clarification
• Legislative format
– you can see what changes were made in the
language so you can change accordingly
Information To Track In Your Agreement
• Problems encountered with the agreement
• Nature of the problem (describe it)
• Describe how the language of the agreement
impacted the problem
• How much money did it cost
• What is your recommended solution to the problem
How This Information Will Be Used
• Interest based negotiations focus on
solving problems
• This information gives your negotiating
team excellent examples of problems
• This information gives you legitimate
input into process
Collect And Follow-up On Problem
Information From Staff
• No information no input
• Was it really a problem with the agreement
• Specific details of problem situation
• Specific cost of situation
Next Steps
• Contract training for supervisors
• Joint “Interest Based” problem solving training
for Union and Management leadership
– Rhonda Hilyer, Gayland Moffat and Terry Fisher
• Joint Goal Setting and Projects
– Operations Management and Unions
• Joint Labor Management Meetings
• Complete the transition of Labor Relations
Labor Relations Is A Process Not An Event
Finalize
Negotiation
Preparation
Contract Tentative
Administration Agreement
Training Ratification
Wages and Benefits
2006 2007 2008
Wages 3% 3.5% 4%
Health
10% 10% 10%
Insurance
ATU Other Issues
• Pension 1 payment per year • Promotion review panel
for 3 years of $400 to retirees extended to all leaders
– Change from high 3 yrs to • Expansion of the Mechanic C
high 1 year for pension training program
– joint cost to pension plan • Allow one week of vacation
• Service attendant carry over from year to year
progression to senior / • Comp Time can be taken in 4
attendance improvement hour increments
program • Working through lunch – paid
• Master mechanic skill or early off – employee’s
development and promotion option
program • Added Rail Warranty
• Extension of the Joint Equipment Specialist
Apprenticeship programs classification
• On Call pay expanded to
other classifications and
arbitration resolved
