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The AFSCME & U-M Joint Education Program

The AFSCME & U-M Joint Education Program. A case study in innovative collaboration. Agenda. History – how the Joint Education Program got started Program details Results Success Factors Future plans. History – how the Joint Education Program got started. UMHS Environmental Services

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The AFSCME & U-M Joint Education Program

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  1. The AFSCME & U-M Joint Education Program A case study in innovative collaboration

  2. Agenda History – how the Joint Education Program got started Program details Results Success Factors Future plans

  3. History – how the Joint Education Program got started

  4. UMHS Environmental Services UMHS Materiel Services Based on success in past efforts U-M Plant Building Services

  5. 2,400U-M AFSCME staff in over 14 departments

  6. Creation of the Leadership Collaboration Group

  7. Initial LCG Purpose To work with each other and union leadership to improve satisfaction, climate, local problem-solving abilities and ultimately, the productivity of our staff represented by AFSCME, in order to do an increasingly better job serving our customers.

  8. “We can do better. We can be better partners.”Tom PetersonUMHHC Associate Director for Operations and Support Services

  9. 1% = $1,000,000

  10. The Joint Education Program

  11. JEP Key Objectives

  12. Program Proposal: One-year plan

  13. Kick-off Sessions January/February, 2009

  14. Engaging participants: over 200 supervisors and stewards

  15. Seeing it from both sides

  16. Grievance Process Joint Committee

  17. Grievance Process Quiz

  18. Round 2 sessions – May, 2009 “Building a Card Palace”

  19. Work Rules Subcommittee

  20. Grievance Flow Chart

  21. Round 3 Joint Contract Training sessions (Fall 2009)

  22. Results

  23. Feedback excerpt: “Every step/interaction between managers and stewards chips away at the adversarial stance. If we see each other as colleagues, the talking can start.” Feedback Session ratings:

  24. Benchmarking(Results for round 1 & 2 only) (3.57) (3.5) (3.5) (3.24) (3.46) (3.14) (3.26) (3.08) (2.95) (2.76) T2 T1 T2 T1 T2 T1 T2 T1 T2 T1 Question 1: The relationship between stewards and supervisors is positive and collaborative Question 2: Stewards and supervisors effectively problem solve at the local level Question 3: Stewards and supervisors interpret the contract consistently Question 4: Stewards and supervisors apply fair and consistent standards Question 5: Supervisors and stewards equally hold staff accountable for effective performance

  25. Cost of grievances During CY05-08, there were1465AFSCME grievances filed throughout the University. At $650 per grievance, the cost for these four years exceeded $950,000. 1,465 x $650 = $950,000

  26. Our results in HR data

  27. AFSCME Contract Negotiations

  28. Interest-based bargaining principles

  29. Success factors

  30. Determine who “owns” the project

  31. Organizational Development specialists Central and local HR staff Housing Facilities Getting the right people involved is crucial Director of U-M Housing Facilities Maintenance Residential Dining Director of U-M Plant Operations Patient Food Services Environmental Services Building & Grounds Services University Unions Associate Director for Operations and Support Services, UMHHC Entrance Services Parking & Transportation Services Unit for Lab Animal Medicine Laundry Services Materiel Services

  32. Expand the effort to the local level

  33. Create a “max-mix” design team Department leadership representatives AFSCME leadership Organizational Development specialists Design team Local HR staff representatives

  34. “No puppies out of the box”

  35. Relationships Matter

  36. Commit the time

  37. Be open to the idea of change ….and get others on board

  38. Expect obstacles …and prepare for them

  39. What else is needed to be successful?

  40. Future Plans: Moving Forward

  41. Plans for 2010

  42. FY10 Plans

  43. “Labor and management stay in collaborative relationships because they yield important results. Working together can lead to creative, empowered work forces, greater efficiency, and higher quality, more responsive public services.- Linda KaboolianKennedy School of Government, Harvard University

  44. Have fun!

  45. Contact Us Catherine Lilly: clilly@umich.edu Sabrina Garrett-Owens: sowens@umich.edu Angela Dameron: adameron@umich.edu Keith Clark: kclarkhr@umich.edu Kelle Parsons: kcpars@umich.edu

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