Labor–Management Partnerships for Public Transportation, Volume 2: Final Report (2015)

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

E-1 A P P E N D I X E Case Study Pre-Visit Checklist 1. Confirmation of participation in the case study from both management and union sides of a property 2. Contact persons from both management and union sides of a property for the case study 3. Property profiles o O&M data: number of vehicles operated at peak service; modes operated; number of operators and mechanics o Contracting relationships in O&M o Major union locals, readily available types and number of employees represented o Statutory nature of employer o Law governing labor-management relationship (collective bargaining) 4. LMP documents and data o Readily available LMP governing documents and other LMP documents (MOUs, parts of CBAs, side agreements, charters, program descriptions, etc.) o CBA. At least the most recent one for the principal union. If someone indicates the earlier ones are very different, we try to get more than one. o Organizational chart o Readily available records of LMP activities, e.g. meetings, training, labor-management joint committees activities. The records could include: § Date and time of activities § Participants or attendees § Meeting minutes § Outcomes, e.g. resolutions, action plans, agreements § Financial records, e.g. expenditures, funding, etc.

E-2 § Union local president § Management/union (if not local president) representative who is the management/union lead of the LMP § Management/union representative who sits on a labor-management joint committee (panel members requested to include at least a manager from operations, and a “front-line” worker) § Management and union representatives who actively participate in other LMP activities § LMP facilitator(s) o Interview appointment details for each interviewee: date, time, and location 6. Premises for verification in each case study: these factors are favorable to LMP o Precise outlining of all goals, requirements and expectations of the partnership o Establishing a strong and flexible LMP administrative structure o Providing for comprehensive skill building for both groups throughout the course of the partnership o Designing, implementing and sustaining a detailed communication plan o Aligning all necessary resources to support the partnership o Requiring consistent accountability of everyone in the organization with a governing or executing responsibility for the partnership o Presence of an independent facilitator o Stability in union and management leadership o Managers’ confidence in their ability to defend prerogatives (without threat from boards, public opinion, litigation) o Union leaders’ confidence in their ability to defend against worker accusation of sell-out o Taking advantage of shared challenges and crises to catalyze partnership agreements o Taking advantage of specific successes (e.g. pension fund governance, or apprenticeship) to build broader LMP o Respect for the individuals representing the other party is critical to the effectiveness of communication between the management and the union o Rapid processing of grievances (Does this factor (1) result from and/or (2) contribute to LMP?) o The separation of issues into integrative (or win-win) and distributive (or zero-sum) ones fosters a collaborative labor-management relationship 7. Questions arising from survey responses (if any, property specific) 8. Travel arrangement – transportation and accommodation 5. Interviewees, contact information, and interview appointments o A list of names and contact information of confirmed interviewees in all or some of the following categories: § Top management representative (general manager/CEO)