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Stewards Training

Stewards Training. Making a Difference in Your Workplace. Welcome Aboard & Introduction. WELCOME! OPCMIA Vision & Goals of the Steward Program. Goals-Objectives-Expectations. Goals Objectives Expectations Course Critique. Goals – Objectives – Expectations.

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Stewards Training

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  1. Stewards Training Making a Difference in Your Workplace

  2. Welcome Aboard & Introduction WELCOME! OPCMIA Vision & Goals of the Steward Program

  3. Goals-Objectives-Expectations • Goals • Objectives • Expectations • Course Critique

  4. Goals – Objectives – Expectations • Better understanding of Steward’s duties and responsibilities • Increase knowledge of our Local’s hierarchy and their duties • Better understanding of our CBA and Benefit packages

  5. Goals – Objectives – Expectations • Better understanding of the OPCMIA Code of Conduct • Learn about Our Rich History • How to handle Grievance/Discipline cases

  6. Goals – Objectives – Expectations • What Strike sanctions/Dual Gates mean to you • It’s not just a Men’s-only club! • Traditions & Reputations • Apprenticeship Issues

  7. 3-Minute Communications Test

  8. Financial Planning

  9. Union Structure • Membership • YOU are the ultimate authority and responsible for the health and survival of our Local. • YOU maintain our Local’s Constitution by your VOTE! • YOU set policy by your VOTE!

  10. Union Structure • How? • By electing competent individuals to office. • By maintaining oversight on Local expenditures. • By supporting Local’s goals/objectives. • By training apprentices our craft – the right way. • By keeping your own skills/certifications current • By ATTENDING UNION MEETINGS!

  11. Union Structure • Elected Positions • Business Manager/Financial Secretary • President • Vice President • Recording Secretary • Sergeant-At-Arms (2) • Labor Trustees (2) • Local Executive Board (11)

  12. Union Structure Business Manager/Financial Secretary • Duties • Supervise and direct all Business Agents. • Keep a correct account of the financial standing of all members. • Receive and account for all money received or disbursed by the local union. • Pay International Working Dues. • Submit annual Department of Labor reports.

  13. Union Structure Business Agents • Duties • Positions are appointed by the Business Manager • Reports to the Business Manager • Protects our trade jurisdiction • Compels employers to observe and respect the Collective Bargaining Agreement • Adjust all grievances • Promotes and foster employment for members • Serves as delegates

  14. Union Structure President • Duties • Presides at all meetings of this Local • Shall be a delegate for union business • Shall serve as a Labor Trustee • Shall serve on the Executive Board

  15. Union Structure Vice President • Duties • Shall in the absence of the President perform all duties pertaining to the office of President and shall be a delegate for union business.

  16. Union Structure Recording Secretary • Duties • Keeps a correct record of each meeting’s proceedings. • Attest with the President all orders on the Financial Secretary and record the same in the local’s book of records together with the minutes of the meeting.

  17. Union Structure Sergeant-At-Arms • Duties • Ensures only Members-In-Good-Standing are permitted to attend meetings. • Maintains order and discipline during monthly Union meetings.

  18. Union Structure Labor Trustee • Fiduciary Duties – Someone who is entrusted with the management of property with the power to act on behalf of and for the benefit of another. Duties • Act as Fiduciaries in operating and maintaining a viable Health & Welfare, Pension, and Training Trust Funds.

  19. Union Structure Executive Board • Meet monthly and take whatever action is necessary to comply with directives of the International Association. • Act as trial committee to hear all disputes, charges and grievances referred to them. • Act as Membership Committee.

  20. Union Structure Executive Board • Act as Rules Committee acting on all proposed changes/additions to local Constitution, By-Laws and Standing Rules. • Be responsible for monitoring the financial soundness of the Local • Policy reviewers/makers.

  21. Union Structure Volunteer Committees • Election • Negotiations • Rules • Membership • Political Action • Health & Welfare Coalition • Apprentice/Journey Worker Training

  22. Union Structure Overview • How is policy set? • Who can attend Local 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?

  23. CODE OF CONDUCT

  24. CODE OF CONDUCT • Introduction/Purpose • Stimulate our members pride in craftsmanship & customer satisfaction.

  25. CODE OF CONDUCT • Introduction/Purpose • Stimulate our members pride in craftsmanship & customer satisfaction. • Foster membership pride.

  26. CODE OF CONDUCT • Introduction/Purpose • Stimulate our members pride in craftsmanship & customer satisfaction. • Foster membership pride. • Full support of the Local at all levels.

  27. CODE OF CONDUCT • Introduction/Purpose • Stimulate our members pride in craftsmanship & customer satisfaction. • Foster membership pride. • Full support of the Local at all levels. • Three-strike policy.

  28. CODE OF CONDUCT • Responsibilities under the Code • Both Union and Contractor have responsibilities.

  29. CODE OF CONDUCT • Local Union Responsibilities • BM/BA’s shall communicate the Code and ensure members: • Apply knowledge, skills, and experience diligently on the job • Upgrade skills on regular basis • Share knowledge of the trade • Arrive on-time fit for work

  30. CODE OF CONDUCT • Contractor’s Responsibilities • Address ineffective superintendents, general foremen & foremen • Proper job layout to minimize downtime • Ensure proper storage of tools • Man the job site properly • Provide leadership/training skills for jobsite leaders

  31. CODE OF CONDUCT • Contractor’s Responsibilities • Ensure sufficient quantities of tools & materials on site • Take responsibility for mistakes created by management • Eliminate unsafe working conditions • Report Code of Conduct violations to Local

  32. CODE OF CONDUCT • Dispute Resolution Mechanism • Both parties have obligations respecting the resolution of disputes • If unable to resolve the problem pursue remedy under the collective bargaining agreement

  33. OPCMIA History

  34. OPCMIA History • OPCMIA members are the proud carriers of a tradition that predates the Pharaohs pyramids. As early as man was building shelter for himself, there was plastering – first with mud or clay and later with a lime mixture much like that used today.

  35. OPCMIA History • As society grew, bridges, canals, dams, reservoirs, roads and many other engineering feats would be impossible without the skills of OPCMIA cement masons. Together with plasterers and other tradesmen, they have played a key role in shaping the world that surrounds us.

  36. OPCMIA History • In 1501, England’s Henry VII granted the plasterers a charter to organize a guild with the central purpose of maintaining quality standards for craftsmanship and materials. They could inspect and levy fines for unsatisfactory work.

  37. OPCMIA History • The craftsmanship standards of the European artisans were brought to America by immigrant plasterers of the 16th, 17th, and 18th centuries before the United States was founded.

  38. OPCMIA History • As their numbers increased in the New World, the plasterers began to organize into groups. These groups were generally organized by nationality. For example, New York had a local union for English plasterers, one for Irish plasterers, and one for Italian plasterers.

  39. OPCMIA History • As the 1800’s opened, the main function of American locals was to ensure quality of craftsmanship. Each local sought to guarantee that the plasterers in its jurisdiction were properly trained and standards of the craft were upheld.

  40. OPCMIA History • Thanks to the inventions of the steamboat and train, America was becoming more mobile as it moved in a westerly direction. This mobility caused problems in scope and jurisdiction.

  41. OPCMIA History • For example, it was common for a plasterer who belonged to one local to accept work in another area. This usually resulted in the worker being required to pay dues to two locals–his home union and the local which had jurisdiction over his temporary workplace.

  42. OPCMIA History • Another example, apprentices would run away from their programs before completion and would present themselves to employers or other locals as full-fledged journeymen.

  43. OPCMIA History • While there was a great deal of cooperation among locals, all too often such deceits were effective, thereby undermining the quality of the craft and weakening the locals.

  44. OPCMIA History • Fire destroyed most records of the union’s early history, it is believed that the problems faced by the locals brought them together just before the Civil War in a group known as the National Plasterer’s Union. Before the group could prove itself, it was overwhelmed by the war.

  45. OPCMIA History • In 1864, the organization was revitalized with a purpose to establish a traveling card system, and to institute apprentice training and regulations on a standard basis.

  46. OPCMIA History • They also were to acquaint local unions with the names of unworthy members who had to be disciplined or otherwise penalized as well as the names of incompetent applicants for membership.

  47. OPCMIA History • In early 1882, the Cincinnati local went on strike for higher wages and achieved its demands. During the 16-week walkout, Cincinnati requested financial aid from other plasterers’ locals. Various local leaders responded generously to the request.

  48. OPCMIA History • In the process of uniting behind their brothers in Cincinnati, discussions of reviving their national group led to a meeting in St. Louis in September 1882. This meeting led to the rebirth of the national organization named Operative Plasterers National Union.

  49. OPCMIA History • Nearly a year later, the union’s second annual convention led to the concept of the 8-hour workday, and encouraged local unions to do everything in their power to “honorably avoid” unnecessary strikes.

  50. OPCMIA History • At the 1887 convention, the constitution was amended to include Canadian affiliation and the name was officially changed to Operative Plasterers’ International Union (OPIU). By 1898, the 8-hour day was established and recognition of the Saturday as half-holiday.

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