The New Paradigm in Policing: Contracting, Shared Services and Consolidation. Presented by Illinois Criminal Justice Information Authority November 29, 2011 Public Sector Unions: Strategies when making significant organizational change Michael Polzin, Ed.D., Associate Professor School of Human Resources and Labor Relations Michigan State University

Overview of presentation Characteristics of unions Causes of resistance Engaging the union in a collaborative process Collective bargaining issues How to address CB issues Notes on successful union-management change

Characteristics of unions Tend to be re-active and pragmatic Protective of members interests and well-being –Seek to balance efficiency, equity, and voice Dont like being blind-sided Have knowledge and insights that can only be gained from experience Much of knowledge is tacit – i.e. unarticulated Collective bargaining agreement is sacred Willing to change but resist being changed Have knowledge, skills, and attitudes that are vital to successful change Have seen many changes come and go Resistance is not uncommon Trust has to be earned

Causes of resistance Lack of understanding of the problem or need, as well as its importance Absence of union involvement in the design process Concern that the collective bargaining agreement and process will be undermined –Increase in work responsibilities –Reduction in pay and benefits –Gutting of seniority provisions Antithetical to goals and values of the organization Perception that there are few or no upside opportunities Fear a reduction in autonomy and security, including job security Perception that needs/concerns are not being heard or taken into consideration Absence of transparency in the process Lack of data to support change; lack of metrics with which to measure success Use of a FORCING rather than FOSTERING process

Engaging the union(s) in a collaborative process Exploring stage Planning and designing stage Implementing stage

Exploring stage Build a foundation: clarify the questions that the change is intended to answer –What is the problem that is being addressed? –What are the goals and intended outcomes? –Why is this necessary or desired? –Begin with questions, not with answers/proposals Identify the key stakeholder interests –What concerns need to be addressed for ANY plan to achieve widespread support? Scan of the current environment in terms of strengths, weaknesses, opportunities and threats (SWOT)

Exploring stage - continued What is to be gained by going forward together? How will decisions be made and by whom? Review practices employed in other locations Review the research on consolidation, contracting and shared services –effectiveness –problems encountered

Planning and designing stage Identify options that might address needs and concerns –Build on strengths; shore up weaknesses Evaluate options against interests and constraints Consider intended and unintended consequences Develop a plan

Planning & designing --continued Solidify commitment and support for the plan Jointly communicate plan to constituents Provide education and training where needed Integrate with other initiatives Establish metrics to evaluate – criteria for success

Implementing stage Trial period or both feet in? Establish a mechanism for evaluating and making adjustments Monitor and evaluate the process and outcomes Jointly problem solve when issues arise

Collective bargaining issues include: Employment security Training Compensation Promotions and transfer Seniority rights Scheduling Contracting Staffing levels Overtime Shift rotation Vacation and paid leave scheduling

Addressing CB issues using a collaborative process State the problem or issue Identify the stakeholders Identify and record stakeholder interests Generate options Evaluate options Craft a solution

What is different about an interest based approach? It begins with questions, not answers It seeks consensus, not compromise It involves all key stakeholders It uses data to understand problems and issues, not simply anecdotes It makes decisions based on data It follows a structured process

A union-management view of successful & unsuccessful change Successful Use of data Built on honesty and trust Involvement of those affected Learn from the past & utilize feedback Consistent with other goals Flexible implementation process Incorporated follow-up plans Utilized a joint labor-management process Sufficient time & patience provided (Source: Polzin and Yantovsky, Report on the 1st National Joint Union- Management Executive Symposium, U.S. Department of Justice, Office of Community Oriented Policing Services (2009), Unsuccessful Flavor of the month Failure to involve those affected Resources to support change not provided Poorly thought out Insufficient will Fear & resistance not addressed Failure to achieve buy-in from those affected Bad timing No or poor communication