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

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B-1 A P P E N D I X B The research team developed a list of objective indica- tors that may evidence successful LMPs. The indicators were used to design the telephone survey and will be referenced in the design and implementation of the case studies. The indicators are grouped into the following six categories. Labor–Management Partnership Structure • Presence of a substantive LMP governing document • Presence of a joint labor–management committee at the top management and union leader level • Frequency that the top-level joint labor–management com- mittee meets • Presence of union and management training dedicated to LMP Frequency of Consultation • Frequency of contact between leadership officials on both sides on important issues • Frequency of union and management leaders discussing issues with the other side Side Agreements and Joint Committees • Number of side agreements per year • Number of side agreements incorporated into the last con tract • Presence of active side agreements, joint committees, or programs on – Jointly administered health and welfare plan – Pension and deferred compensation governance – Attendance and disability policy – Drug and alcohol abuse – Preventable accidents – Cell phones or electronic devices use in bus – Violence and driver assault or work place security – Child care – New service modes or expansion – Schedule preference – Restroom access for transit operators – Crew composition on rapid transit, streetcars, and com- muter rail – Fare collection systems and discount identification cards – Management and union’s position on funding votes in legislation – Management and union’s position on public referendum – Management and union’s position on public controversies – Seniority – Overtime assignment – Extra board rotation – Skill training, testing, and apprenticeship – Scope of work by skill Union and Management Participation in Joint Committees • Frequency of joint committee meetings • Frequency of union–management joint decision by consensus • Frequency of union changing position in joint meetings • Frequency of management changing position in joint meetings Leadership and Contract • Average term of union presidents and management CEOs • Average length of the last three contracts (not counting periods without a contract) • Presence of a succession plan or strategy • Length of negotiations before contract expiration Indicators of Successful Labor–Management Partnerships

B-2 • Number of unfair labor practice charges or the equivalent in the past 3 years • Number of work stoppages in the last 5 years • Average length of work stoppages • Number of other labor work actions in the past 5 years (including sick-outs, work-to-rule, sign-up/bid/pick stop- pages, or other collective actions that do not immediately serve the customers) • Number of management–union lawsuits in the past 5 years • Number of times the management and the union have been sued by a third party in the last 10 years Conflicts and Resolution • Work grievances per employee over the past 3 years • Average time from filing to resolution of work grievance prior to arbitration • Presence of pre-arbitration settlement procedure • Presence of a neutral arbitration panel for grievances • Percentage of work grievances resolved prior to arbitration • Percentage of work grievances with arbitration awards • Percentage of work grievances awaiting processing • Number of pending arbitrations/number of arbitrations initiated per year