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Bargaining Structures

Bargaining Structures. Prospects for Reform of Industrial Relations in the Ontario Broader Public Sector. Objectives. Centralization and coordination Brief overview of current bargaining structures in BPS by sector Community & social services Education Energy Health Municipalities.

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Bargaining Structures

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  1. Bargaining Structures Prospects for Reform of Industrial Relations in the Ontario Broader Public Sector

  2. Objectives • Centralization and coordination • Brief overview of current bargaining structures in BPS by sector • Community & social services • Education • Energy • Health • Municipalities

  3. Bargaining coordination & power

  4. Community & Social Services

  5. Education

  6. Energy

  7. Acute care Acute care hospitals generally have three basic bargaining units: 1) Service, 2) Nursing, and 3) Technical & professional Approximately 140 hospitals in Ontario participate in voluntary centralized bargaining with ONA, that is led by the Ontario Hospital Association (OHA). Smaller central agreements exist between the OHA on behalf of the participating hospitals and CUPE (approximately 54 hospitals), SEIU (approximately 37 hospitals), OPSEU (approximately 44 hospitals), CAW (approximately 8 hospitals) and PAIRO (approximately 20 hospitals). The number of hospitals participating in central bargaining can vary from bargaining round to bargaining round given the voluntary nature of the central bargaining process in the sector.

  8. Long term care Centralized bargaining. In some segments of the nursing home sector, voluntary multi-employer coordinated bargaining exists with general patterning among non-participants.

  9. Home and community care Collective bargaining in this sector is decentralized; i.e., taking place on a workplace-by-workplace basis. However, the CCACs themselves have moved to voluntary centralized bargaining with a table for each union (ONA, CUPE, and OPSEU).

  10. Public health Collective bargaining in this sector is decentralized; i.e., taking place on a workplace-by-workplace basis; 66 bargaining units in the 36 health units.

  11. Municipalities

  12. Conclusions • Coordination just as important as structure • Bargaining power implications • Current spectrum of bargaining structures • Statutory centralization no guarantee of effective labour relations • Long term development at risk to short-term leverage tactics

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