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Negotiate for a Labor-Management Committee
Many work and family programs are difficult to negotiate at the bargaining table because they can be complex and time-consuming. Therefore, many AFSCME locals have negotiated for a labor-management committee to work out the details of a family program. A labor-management committee can be an effective, cooperative way to develop services for employees. Strong, enforceable contract language is critical, however.
The following are some safeguards to build into the contract language:
- The committee should be composed of an equal number of representatives from labor and management. Make clear that management representatives have the authority to make decisions about the committee's work up to the point of making recommendations.
- Contract language should include deadlines for appointing union and management representatives to the committee, for scheduling the first meeting, and for completing the committee's work. It is best to activate the committee as soon as possible after the contract goes into effect.
- Contract language also should require that union representatives be allowed to do committee work during work hours.
- Meetings should be regularly scheduled to ensure continuity. The committee will need to meet more frequently at first, but then the frequency and duration can be determined as needed.
- Contract language should clearly state that at the end of the committee's work, some type of program will be established and the date by which this will happen. Be aware that there may be some costs involved in setting up eldercare programs. The union may decide to negotiate for a certain amount of money to fund a particular program. If that is the case, then the union must be prepared to demonstrate that members need and want the program and show how it will benefit the employer.
The labor-management committee's work typically includes the following steps:
- Reviewing some of the current literature on work and family issues, and talking to union and management representatives who have already been through this process. It is helpful to learn from other experiences. See the Resources and Selected Bibliography sections at the end of this guide. The AFSCME Women's Rights Department also can provide information on other AFSCME work and family programs.
- Surveying employees. An employee survey can: provide statistical information on the number of employee caregivers; illustrate how employees are coping with their caregiving responsibilities; identify specific needs, information and services; and help determine appropriate programs. Be careful not to raise expectations beyond what you can deliver. Help with the design, distribution and analysis of the survey is available from the Women's Rights Department. See Appendix B for additional points about the survey, including a model survey.
- Identifying existing services in the community and determining whether they are adequate, available and affordable. You may want to have representatives from the eldercare service network, such as the local Area Agency on Aging, come and speak to your group about possible programs.
- Realizing that not all new benefits require a new program. Review the services you already have, such as Employee Assistance Programs (see next section for a discussion of EAPs) or Membership Assistance Programs, that could be expanded to meet work and family needs.
- Reviewing your research and determining the most appropriate option(s) to meet the needs of the majority of the work force. See Appendix C and the following discussion of eldercare options.
- Determining the cost of the needed workplace programs by talking to vendors and other area employers who have these programs. If the necessary programs are too costly to implement at one time, phase them in over time.
- Once a program(s) has been established, periodically inform employees of its existence and provide information about it to new employees. Also, conduct an on-going evaluation of the program.
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