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STEWARDS TRAINING 1

STEWARDS TRAINING 1. Making a Difference in Your Workplace. WELCOME. The Union is every member’s job James Starr, Chair UPE Board of Directors Challenges in our changing workplaces Sandra Poole, Executive Director, UPE. How did you get here?. A tale of two unions UPE and PEU

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STEWARDS TRAINING 1

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  1. STEWARDS TRAINING 1 Making a Difference in Your Workplace

  2. WELCOME The Union is every member’s job James Starr, Chair UPE Board of Directors Challenges in our changing workplaces Sandra Poole, Executive Director, UPE

  3. How did you get here? A tale of two unions UPE and PEU Strength in Unity – The 005 unit Courts move out and up Newest members- Court Professional Unit

  4. Independent and Proud of it! What does it mean to members for UPE to be “Independent”? Local Control Dues money spent here More representation No Article XX ‘protection’

  5. Union Structure • Members Ultimate authority and responsibility • Bargaining Units Divided in Chapters Board members elected by members in chapters Chapters designed to be democratic, representational Each unit divided into chapters • Boards Elected Policy makers Negotiators Number of seats proportionate to members

  6. 005 Office Technical 2 Chapters 11 seats Chapter 1 OAs and SOA Six on Governing Board Chapter 2 All other classifications Five on Governing Board 008 Welfare Non Supervisory 2 Chapters 10 Seats Eligibility Chapter All classes related to eligibility determination Six on Board of Directors Services Chapter Classes related to direct services 4 on Board of Directors County Bargaining Units

  7. Court Office Technical 4 Chapters 11 seats Courtroom Clerks Two on Governing Board Court Reporters Two on Governing Board Deputy Clerks 5 on Governing Board Specialized Classes 2 seats Court Professional 2 Chapters 4 seats Mediators Three on Governing Board Probate Investigators One on Governing Board Court Bargaining Units

  8. Joint Committees Meet and Confers/Negotiations Stewards Council Political Action Committee Workload Policy Labor/ Management Health and Welfare Coalition

  9. Structure Overview How is policy set? Who can attend Board meetings? How do you get on a Board? How do you get on a Committee? Why is it important for members to attend Board meetings?

  10. BASIC RIGHTS OF PUBLIC EMPLOYEES “Rights unexercised are essentially lost”

  11. Basic Representation Rights • Weingarten – the right to be represented • “Skelly” – the right to due process in discipline • MMB – The right for County employees to participate in union/ negotiate • TCEPGA The right for Court employees to participate in union/ negotiate • Right of union to represent members • Laws • Contracts

  12. Members Have Rights Under Protective Laws Stewards learn about protective laws through Stewards Council They include: FLSA, FLMA, ERISA, ADA, EEOA, CFRA, Title Workers Compensation,

  13. Rights Overview What rights do you have as a public employee? What rights do unions have? How do you exercise those rights? What obligations do stewards have?

  14. Making a Difference in Your Workplace Who would you go to if you had a problem at work? What would you expect from him or her?

  15. What is a Steward? Organizer Advocate Resource person Information Record keeper Investigator

  16. A few DOs and DON’Ts • Do listen • Don’t make promises • Do Investigate • Don’t gossip • Do keep the grievant informed • Don’t ‘blow off’ someone’s concerns • Do keep accurate records • Don’t meet with management alone

  17. Steward Overview What kind of Steward do you think you’d be? Can you make a difference in your workplace? How do you get coworkers to trust you?

  18. Political Action and the Union Electing your Bosses! Negotiated salaries and benefits are often impacted by legislation Labor Laws made or changed

  19. UPE Political Action Committee Policy Structure Decision Making Employment related Criteria

  20. CIPELC • The California Independent Public Employees Legislative Council is an organization of independent public employee labor unions in California. CIPELC is comprised of independent public employee labor unions representing over 65,000 public employees. • CIPELC has provided both large and small independent unions with the resources to grow and thrive as representatives of public employees.  The commitment on the part of CIPELC unions to the independent movement is firmly embodied in our leaders continued willingness to help each other. CIPELC affiliates remain ready to provide any level of mutual aid to assure independent unions a strong future. • Learn more about our legislative program at www.cipelc.com

  21. Problem Solving Most issues that come up can be handled by the Steward Most issues can be resolved

  22. Identify problem Investigate Research Determine action and remedy ACT! Record / Report Follow through Problem Solving in the Work place

  23. Identify the Problem • You may learn about an issue from • Your own experiences • A co-worker reports it • A manager or supervisor announces it • New policy or procedure • Rumor mill • Questions you might ask • What happened? • What is the impact • What was violated? Policy? Contract? Law?

  24. Investigate Find out what really happened Was any thing put in writing? Get copies! Were there any witnesses? Interview them! Why was this done? Ask the source. Take notes, take photos.

  25. Never assume you know – Check it out! Read the contract Read the policy Ask other Stewards or Chief Stewards Ask ‘old timers’ Ask Business Agents Review past related grievances or arbitrations Research

  26. Make a Determination • What is the appropriateaction and remedy? • What recourses are available? • What can be done? • What is the process? • What does the member want done? • Are there others involved to consider? • Do you file a grievance, an unfair, a complaint? • What do you ask for as a remedy?

  27. ACT! Once you’ve determined the proper course of action: DO IT! And do it TIMELY

  28. RECORD AND REPORT • Keep accurate records and notes of all your meetings • Keep the name and contact information for grievant • Keep contact information of potential witnesses • KEEP TRACK OF DEADLINES • Make sure the UPE office receives copies of all grievances • Inform your Business Agent when you file a grievance, it may be part of a pattern of violations.

  29. Follow Through • Make sure that you get back to the member with the results of your investigation and your determination of whether or not there is a grievable issue. • Keep the member informed each step of the way and provide him/her with copies of documents. • Don’t drop the ball on a grievance • Let your fellow Stewards and members know the outcome!

  30. Overview Solving Problems • Is it okay to solve issues informally? • Are there times when you need to put it in writing? • What remedies are hardest to get? • What if it’s a ‘member to member’ problem • Can you just wait for problems to come to you? • Remember each situation is unique. Don’t take a ‘cookie cutter’ approach. • Members lose confidence if you don’t communicate with them.

  31. Grievances What is a grievance? What is a complaint? What if its not a grievance? What about problems between members?

  32. Grievance Steps and Time frames You must follow the steps in the contract You must use the form provided You must act quickly Grievance is denied if late Each Contract sets time frames

  33. Grievance Overview What kinds of problems might you solve with a grievance? What can you tell a member when their issue isn’t grievable? What other actions might you take to solve a workplace problem?

  34. GRIEVANCE PRACTICE Each group is to evaluate each scenario Use the form to follow the steps to determine what action you would take Research the Contract sections Report back to the group what you decided and why

  35. Practice- Scenario 1 Your coworker, Bob, just came to you and is fuming mad at his supervisor. Four workers in his unit were authorized to work overtime for Saturday due to high workloads. His supervisor, Nancy told Bob that he couldn’t work overtime because the union contract said he couldn’t work overtime because in a week he was on vacation. Bob knows this is wrong, and he feels the supervisor always singles him out. He feels the only solution is to have the Supervisor fired, or at the very least moved. And of course he wants to be paid the OT since he WOULD have worked if his supervisor hadn’t been such a jerk.

  36. Scenario 2 • Al promoted to a Senior Office Assistant two years and a half years ago. He just realized that his pay has been wrong all this time and they owe him money. He talked to someone in payroll and they said they were “Sorry” but that all happened when they were having so many problems with Compass. He wants all of his money plus interest. He thinks they should have to pay his late fees on his bills too, since he could have paid on time if his employer had paid him correctly. “I pay dues” says Al. “I demand you do something now! I want my money today!”

  37. Overview of Training Was this training useful? Did the PowerPoint help or detract from the training Since we are trying new ways of presenting material PLEASE fill out the evaluation forms fully. Let us know what works for you! And Most of all…..

  38. THANK YOU! Thank you for using your precious time to learn more about the union, your rights, and how to protect yourself and your coworkers.

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