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HomeMy WebLinkAbout08.a.1. Memo from Stacey Cue'9.0.0 IEDA 2200 Powell Street, Suite 1000, Emeryville, California 94608 To: Honorable Board of Dir tors From: Stacey Cue, IEDA Date: March 3, 2015 As will be discussed in further detail during the March 9, 2015 Administration Committee meeting, this memo provides a brief overview of the purpose and scope of Labor Management Committees (LMC's) and the next steps needed for the development and implementation of the LMC's at the District. The purpose of the LMC is to develop and foster a cooperative labor /management relationship between District management and represented employees. The only formal means of communication between labor and management is the contractual grievance procedure and contract negotiations, which often times can be adversarial in nature. The LMCs provide a vehicle for areas of concern to be discussed and possibly resolved to the mutual agreement of both parties. The LMCs, through regular and formal meetings, can provide each party a clearer understanding of the motivation and intent of the other which can lead to increased trust and insight. Although this forum is to resolve issues in a non - adversarial manner, it does not replace the formal grievance process or bargaining. The formation of these committees is advantageous for both sides. District Management will have a forum to review, consider, and evaluate constructive suggestions and valid complaints which demonstrates to the union and employees that District management is highly invested in maintaining a workplace that effectively balances operational needs with the needs of its employees. In turn, the bargaining units have an unobstructed channel to District management to express issues /complaints that lie outside the normal grievance procedure. The next step would be to contact the bargaining units to discuss and formalize guidelines /ground rules. For your reference, I have attached a draft of guidelines /ground rules that are common to many LMCs as a starting point of discussion. The attached is merely a preliminary draft and will be expanded upon after receiving input from the Committee and the bargaining units. The guidelines /ground rules would describe the logistical information such as number of representatives on each committee; schedule and frequency of meetings; agenda preparation; documentation of outcomes and action items as a result of the meetings; etc. They will also detail items such as how the committees will handle dispute resolution; what items are not appropriate for discussion; and what information should be deemed "confidential ", etc. Once the Administration Committee has provided input, we will meet with the bargaining groups to discuss and come to mutual agreement on the guidelines /ground rules and present the final document to the committee. (510) 653 -6765 • Fax (510) 658 -2609 Serving Employers Since 1937 Ground Rules for Labor /Management Committee Purpose: To ensure positive, cooperative and fruitful outcomes for the labor- management committee by allowing for full participation, respectful interactions, and meaningful and complete discussions. Acknowledgement and acceptance of, and adherence to, the ground rules should be one of the first steps in establishing a successful committee. Items that may be included in ground rules include: • Respecting "one voice" — only one person speaks at a time. • Allow everyone to speak; ensure everyone participates. • No side conversations. • Be "tough on the issue" and not on the person. • Be candid and share appropriate information with the other party. • Acknowledge each other's roles and responsibilities. • Keep your perspective, and maintain your sense of humor. • Focus on finding solutions and not on blame — keep looking forward. • Listen with an open mind, and respect each participant's contributions (even when you may disagree). • Ask clarifying questions. • Agree that there will be disagreements — and when this occurs, the other ground rules don't go out the window! • Agree upon and stick to an agenda — and distribute it before the meeting. This ensures that participants will be prepared. • Start on time and end on time. Use your time wisely and as allocated. • Be focused and realistic — what can we do, what is achievable? • Review action items at the end of each meeting. • Follow through on any action items and agreements reached. • Confidentiality and sharing information: will the discussions of the committee be confidential, and if not, how (and what) information will be shared with others? • Define what "reaching consensus" looks like. • Agree on how minutes will be taken, recorded and distributed. • Post the ground rules at the meeting, and provide gentle reminders.