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The Road to Successful Labor-Management Cooperation

Explore the evolution of labor-management relations at Philadelphia Zoo, detailing challenges, negotiations, and joint cooperative decision-making for successful cooperation. Learn about the RBO model, key initiatives, and the commitment to fostering harmonious relationships. Witness the journey towards a new beginning with lessons learned for sustainable collaboration.

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The Road to Successful Labor-Management Cooperation

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  1. The Road to Successful Labor-Management Cooperation PRESENTED BY: Umar Mycka, President, AFSCME Local 752, Matthew Suydam, Sr. Director of Facilities Maintenance, Philadelphia Zoo Barbara Lichtman, Commissioner, FMCS

  2. The Philadelphia Zoo • 42 acres (104 hectares) of parkland in highly urbanized area • Animal collection numbering over 1700 specimens • Includes 45 buildings aged 217 years to 2 years • Botanical collection numbering over 38,000 specimens

  3. Zoological Society of Philadelphia

  4. History of Labor/Management Relations at the Zoo • 1992 Health & Welfare Fund • 1994 Fund Termination • 1996 Negotiations • Post-negotiation relationship • 1997- Need for Change • 1998-2000 RBO and Negotiations • 2001 - ?

  5. HEALTH AND WELFARE FUND • Jointly Administered ERISA Fund • Comprehensive Benefits • 1992 - $25,000 salary/$7,500 contribution • Audit • Administratorship

  6. Fund Termination • Health and Welfare Committee • Employer makes contributions directly to carriers • Committee assures continuation of benefit levels and cost-effectiveness

  7. 1996 Negotiations • Difficult Issues • Medical Plan • Annual Leave • Security Guards • “Performance-Based Positions” • Foremen • Successful Resolution • Unanimous Ratification

  8. Post 1996 NegotiationsRelationship Deteriorates • Disputes over contractual language • Grievances and Arbitrations increase • Strict enforcement of steward activity

  9. 1997 Need for Change • Local seeks assistance from District Council • Need for Third Party Neutral Intervention • Zoo President concurs and empowers Union to select • AFSCME/Zoo agree on FMCS

  10. 1998 Relationship By Objectives (RBO) • Designed to improve severely strained labor-management relationships • Provides model for joint cooperative decision making • Structure for labor-management to establish and achieve goals • Creates follow-up structure

  11. RBOJoint Task Force Structure • Executive Committee • Sets Direction • Steering Committee • Gatekeepers • Objective Committees • Address Goals

  12. RBO Techniques • Brainstorming • Consensus • Effective Communication • Information Sharing • Listening Skills • Interest Based Problem Solving

  13. Mission “We are hereby committed to treat each other with trust and respect and to make a concerted effort to resolve problems and promote harmonious relationships. We are fully committed to build and maintain a positive labor/management relationship which will enable our work at the Zoo to benefit both institutional and worker growth and fulfillment and to benefit the communities we serve.”

  14. Bringing it Back • Zoo-wide Staff Meeting • “Leap of Faith” • Grievance Mediation • Objective Committee Expansion • Communication

  15. 1998 – 1999 Initiatives • Steward-Supervisor Training • Grievance Mediation • Roundtable Discussions • FMCS Problem-Solving Interventions in Specific Areas • Interest Based Bargaining Training

  16. 1999 Contract Negotiations • FMCS Facilitated IBB Model • Coincided with opening of “Primate Reserve”, major exhibition • Preamble negotiated • Early-intervention problem solving protocol negotiated • Difficult issues resolved • Close ratification vote

  17. Post-1999 NegotiationsRelationship Maintained • Need to “take a rest” • Changes in key Management Staff • 2000 – AFSCME Local 752 Elections

  18. 2001- A New Beginning • Newly elected Union Local President and Officers • Organizing additional workforce • Restructuring of Labor-Management Committee • “Putting It Back Together”

  19. Observations and “Lessons Learned” • Commitment is key • Communication essential • Labor-Management Relationships fragile • Change impacts • Challenges continue

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