AFSCME Local 481 and the City of Portland, Maine – 1998

Background

In the 1980’s, the labor relations climate in Portland was adversarial, with over one-third of the city’s Public Works employees (represented by Local 481) being laid off in 1981. When the city faced another budget crunch in 1990, union leaders and management formed a 26-person labor-management committee that examined and prioritized issues, brainstormed, and came up with innovations that produced cost savings and increased efficiencies. Following that, several labor-management initiatives have emerged.

Structure and Mission

While there is no city-wide steering committee, the City Manager maintains a dialogue with the city employees’ unions through meetings with Union Presidents, also attended by the Labor Relations Administrator. Until 1994, these meeting were held on an as-needed basis to discuss budgetary and other significant issues. Beginning in 1994, regular monthly meetings have been held to facilitate the exchange of information between management and labor.

Accomplishments

Hadlock Field: One achievement that received a considerable amount of attention was the construction of a stadium for the Portland Sea Dogs minor league baseball team. When the city succeeded in attracting the team to Portland in 1992, major reconstruction work had to be completed on an existing ballfield and the stadium had to be built. At the time, the City was experiencing substantial budget problems and hiring a private contractor was unaffordable. Instead, a team made up of Public Works employees and volunteers from other departments was formed to build the stadium (except for the steel structures and seating). Agreements were negotiated for work schedules and productivity incentives for stadium workers as well as their colleagues who provided basic city services during the stadium project. The union agreed to waive (but not permanently change) its contract clause on working out of class, allowing for the utilization of a broad range of previously unknown talents in the workforce, as well as the sharing of skills through cross-training. This resulted in skill upgrades and promotions into higher classifications for some workers after the project was completed.

The project was a success. The city employees worked through the winter to complete the project in just seven months, in time for the Sea Dogs’ opening game in April. The cost of the stadium was $2.5 million, compared to the $8-10 million it would have cost if it were constructed by a private contractor.

Construction Company: After the success of the Hadlock Field project, an in-house construction company was established. The company prepares written plans and cost estimates for projects that are compared with private contractors’ costs. These efforts have been highly effective, resulting in lower costs and increased efficiency, and workers have benefited from a bonus system based on cost savings per project. The construction company has performed well, rebuilding sidewalks, streets, sewers, and other work that would have normally been performed by private contractors. During the winter months, the company does snow plowing and removal work previously performed by contractors.

Districting: In 1995, the Public Works Department adopted a structure whereby one team of employees is assigned to each of five districts, a practice also adopted by the Parks and Recreation Department in 1997. The teams are responsible for carrying out the full range of tasks needed to meet citizens needs in their districts. The union negotiated broader job descriptions and skill-based pay advancement, and workers have been given greater input in important decisions affecting their work. Feedback from citizens and businesses throughout the city has been excellent, and the parties report that ìthe departments function at a higher level and employee morale has been elevated by each worker’s own growth and sense of pride.î

Other Examples: A Health Insurance Advisory Committee has existed since 1988, and has been invaluable in maintaining affordable covering through a series of plan modifications. A labor-management committee developed a performance appraisal system that was implemented for AFSCME bargaining unit personnel in 1996. It was well-received, and included training and follow-up components. The city has also established an effective community policing program, and has restructured its Fire Department.

References

Working Together for Public Service, Report of the U.S. Secretary of Labor’s Task Force on Excellence in State and Local Government, May 1996, pp. 57-59 and 145-146.

Peightal, Patricia and Dana Souza, Bill Bray, John Rague, Jim Pritchard, and Joseph Thomas, "Labor-Management Cooperation — City of Portland, Maine," Public Personnel Management, Spring 1998, pp. 85-91.