The AFSCME & U-M Joint Education Program

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