Metro 2006

Labor Negotiations
Contract Changes Training UTU
 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 UTU

Interpersonal Written Contract

Agreement Agreement

The changes in how The changes in the

we interact with our written language of the
Unions and our UTU 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 • We will not hide behind

fairly with dignity and the rules
respect
• We will not hide behind
• This is our contract
the contract or
grievance process
• These are our
employees
• We will continue to work
• The Unions are our on issues of mutual
partners and not our interest during this
enemies 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 UTU 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Advocate Compromise Metro Union Withdrawn Total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?

• “Coaching” rather than “Catch”

• Corrects behavior rather than punishes

behavior

• Firm – people need and want boundaries

• Fair (Consistent)

• 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
– Most of the time fair is not consistent but it may provide the
dignity and respect required by the situation
 Working Together
• Respect each other and one
another’s position
– Treat the Union according to
their position as an elected
leader of the employees
– Treat the management as
the representative of the
employer and the supervisor
of the employee
• Remember - Both parties have
legitimate yet sometimes
differing points of view about the
workplace
• Do not surprise one another
• Be polite and courteous in all
interactions
• When necessary – agree to
disagree
• Be responsive - do the things
you say you are going to do –
When you say you are going to
do them
• Don’t gang up – each party
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 2006Negotiations@Metro.net 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 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 UTU

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

• Legislative format
– you can see what changes were made in the
language so you can change accordingly

• Numbered lines
– ease of reference for questions and clarification

• Contract language printed only on one side of

the paper
– keep notes on opposing side facing page
 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