HomeMy WebLinkAbout1998-02-24 CorrespondenceErnest W. Lehman, Mayor
February 24, 1998
State of the City Message
I do not recall any time in the recent history of Iowa City when so many things relating to City
government and services have been going on at one time. We are in the middle of water and
wastewater projects, either of which would rank as the largest capital project the City has
undertaken. Together they will total over $100 million. A great deal of time and energy on the
part of the staff and the City Council has gone into these two projects which, in the end, will do
little more than maintain two services we all use and take for granted. The quality of our drinking
water will improve and the wastewater we discharge into the Iowa River will continue to meet
more and more stringent federal standards. But the average citizen will probably notice very
little if any direct effect on their daily lives. Clearly then, the biggest projects are not always the
best or the most exciting. But they do share one very important characteristic with all the other
projects we undertake. They are essential to the health and well-being of our citizens and the
quality of life we enjoy in Iowa City.
We are engaged in a variety of other efforts for maintaining current services. These include
several storm and sanitary sewer projects. The most notable of these is the Willow Creek
Interceptor Sewer which, when finished, will accommodate current and future development on
the southwest side of the City west of the Iowa River. We are also engaged in numerous, street,
intersection, bridge and parking facilities reconstruction or improvement projects, as well as
general maintenance of public facilities such as the Library, the Airport, the Civic Center, and
the Parks Maintenance facility. And in the coming years, many projects of a similar nature will
be undertaken.
While these are usually seen as routine in nature, we are also doing some things that are more
exciting representing enhancements to the community which are more visible to everyone.
Some of these include reconstruction of the downtown transit interchange, development of trails
in Hickory Hill Park and along Willow Creek and the Iowa River south of Burlington Street,
completion of the Napoleon Park access and parking areas, and construction of the Ned Ashton
Pocket Park on the Iowa River at Benton Street.
These and many other projects are proceeding at the initiation of prior City Councils. Certainly
we will gain satisfaction from seeing these through to completion in the upcoming construction
season. However, the most exciting prospects for us lie in the future. We have only begun to
explore the possibilities for Iowa City in the coming years and have already identified some
broad areas of focus. The downtown is paramount among these. Having recently reviewed
concepts for pedestrian mall improvements, general streetscape enhancements, Iowa Avenue
streetscape development, and a new north side downtown parking garage, it becomes
increasingly apparent that this Council will have an opportunity to shape the future of our
downtown core area in a fashion no less significant than that which was done during Urban
Renewal some 20 to 25 years ago.
Similarly, the direction we take with our Airport Master Plan will have a lasting effect on the
viability of the Iowa City Municipal Airport as well as on commercial and industrial development
as it is supported by Airport services. The Master Plan not only affects the Airport itself, but also
development of property in the entire vicinity, both on and off land now under Airport ownership.
Development of much of the land south and west of the existing airport will come as a direct
result of how the Master Plan is implemented. The potential is great and we have already been
made aware of a number of interesting possibilities for private development related to the
Airport.
Industrial development in other areas, particularly on the east side, will also be influenced by
decisions of this Council. The infrastructure is nearly completed for expansion of the current
industrial park into the Streb development to the east and we will have a greater opportunity to
recruit new industry to this area, while at the same time maintaining as a high priority the
servicing of our current industries.
I look forward to working with this Council on many other issues as well. Development of the
peninsula property will provide a unique opportunity to mix housing types and uses as a total
housing development strategy unlike any we have ever undertaken in the past. We will continue
planning and construction of the arterial and collector street system in the east area of the City,
along with that area currently in the City limits which lies between Rochester Avenue and
Interstate 80. This will affect future traffic patterns and movements in the entire east and central
areas of the City.
The future of the public library is clearly in the hands of the Library Board of Directors and this
Council. The question of how a new library facility will be pursued will come as a direct result of
our decision whether or not to place the Center Space concept before the electorate, as well as
our commitment as a Council to this or any proposal that is ultimately put forth for a new library
facility.
In another vein, the lives of many of our citizens will be affected by our decisions regarding
mass transit and paratransit services. Shortly we will make a final decision concerning a city-run
paratransit system and, over the next 1-2 years we will review our entire fixed route system.
This could have a profound effect on how many of our citizens travel about the community and
will influence future parking needs in the Central Business District and surrounding areas.
Financing these and other initiatives will continue to represent a separate and unique challenge
for us. I feel very comfortable that we will succeed. Iowa City has a history of maintaining a solid
financial foundation and of exercising sound fiscal management. We have maintained our AAA
GO bond rating over the years and have been consistently recognized for our excellent
budgetary and reporting practices. We maintain a capital reserve sufficient to meet
unanticipated financial needs throughout the year, thus eliminating any necessity for short term
borrowing at higher interest rates. We project a three-year financial plan and a five-year Capital
Improvements Program which allows us to constantly look ahead and predict budgetary
problems which may arise in future years. We can then take immediate measures to offset any
projected deficits by adjusting our expenditures to compensate. We were able to do this last
year and avoid a projected shortfall in the fiscal 2002 budget year.
We are financially healthy and we enjoy the benefits of a solid tax base. We are committed to
financial policies and practices which will prevent any erosion of our strong financial position.
No less important than the things we do as a municipal government is the way in which we do
them. As your elected representatives, we have an obligation to afford you the opportunity for
input, to listen to you on the issues, and to act in the interest of the community. Furthermore,
you as citizens are our customers to whom we provide a wide variety of services. The
recognition of our obligation to listen and respond will allow us to do the best possible job as
public servants. This is a specific objective I would like to see this Council and staff focus on in
the future. I believe that the overall performance of our staff and of all City employees is very
good. I often hear from folks in the community of some special effort put forth by one City
employee or another, and I hear many reports of employees who simply do their job well.
Nonetheless, there are also those complaints or observations by citizens which tell me that we
can do even better. We can be not only good listeners in determining services but we can also
be customer friendly in the way we provide them.
I would like to see this Council and the City Administration and employees join together in a
renewed commitment which encourages input from our constituents and our customers with the
overall purpose of establishing operating policies and procedures most responsive to the stated
needs and priorities of the community. Every citizen deserves to know why we provide services
in a certain way, even if there is ultimately disagreement over the provision of that service. Just
as we Councilors must listen to our constituents, so I encourage all City employees to listen to
complaints, criticisms or simple suggestions and to constantly assess how each service might
be better or more efficiently delivered. And finally, I'd like us to make every attempt to ensure
that each citizen who communicates with us feels that they had a positive experience and that
they were at least heard, even if our final response is not consistent with their wishes. I realize
that our efforts will not produce 100% satisfaction on the part of our citizens but we should
continually strive to better our score in this regard.
I am genuinely excited about the prospect of serving as your mayor for the next two years.
There are many reasons why I feel this way and why I believe my enthusiasm is shared by all
Council members. The one reason which stands above all others is my genuine love for this
community, a feeling I believe we all share. As a citizen, local business person, and elected City
official, I see many challenges and potential successes ahead. I think I speak for the entire
Council when I say that we look forward to the challenges which will allow us to take positive
steps in shaping Iowa City's future.
mgr\asst\citymess.doc
17 Feb 98
Members of the City Council
City Manager
Solid Waste Manager
Dear Ladies & Gentlemen:
Recently we were in Houston, TX.
attracted my attention, to wit:
(copy enclosed).
An article in their newspaper
"automated garbage collection
Why should IC not explore the possibility of such action?
May I respectfully suggest even greater utilization of such
expensive equipment. Such a truck should operate perhaps 16 hours
per day, six days per week. Garbage can be picked up as well on
Saturday as on Monday and Tuesday.
Respectfully submitted,
Clifford Walters
Enclosure
City cans old trash pickup
for new, one-armed trucks
By JULIE MA~)ON
Houston Chronicle
A unanimous vote by City Council made
automated garbage collection the law of the
curb Wednesday, sending traditional gar-
bage workers the way of the mew Umsh
By July, all Houston households are
scheduled for service by automated collec-
tion, a more cost-offective, s~reamlined sys-
It means that residents still leaving their
r~.at the curb twice a week will receive
liddeal bins from the city - and a
new collection schedule of one day a week
"I know we are going to have some resi-
dents in District C who aren't going to be
happy, but we are going to work with era,
said Councilwoman Martha Wong, a SUlY
porter of automated collectior~
Automated collection, which started in
1993 as a pilot project in four neighborhoods,
is currently provided to about 60 percent of
Houston residences.
Council's action Wednesday makes auto-
mated collection the standard for service
drywide, and officials said it will take sev-
eral month~ to ph~e in remaining neigh-
Automated collection uses a truck outfit-
S~ C~RBAGE on P~ 32A.
Garbage
cially designed bins from the curb
and dumps the contents into the
Since the truck requires only a
driver, the dty is expected to save ~1
ti0~
the yard-~ collection system,
which still uses m~uual collection
Critics of the automated system
have said they don't like the unwieldy
~ 65- or 90-gallon capacity and made
of 50 percent recycied materials.
The ordinance approved by
muncil requires residents to store
he bins on noncollection days out of
!ight from the slxeet, with exceptions
or residents who have no place to
fide them.
..Thomas "Buck" Buchanan, deputy
~mctor of the Solid Waste Manage-
'~es the dry from enforcing that
requirement.
Before approving the ordinance,
council members raised questions
about the automated servlee on be-
Councilman Carroll Robinson
asked why the one-armed trucks of-
ten collect on one side d the street,
Buchanan said the trucks are
armed on the risht side only, and
only right-hand turns as they go
around a neighborhood.
Buclman~,~ said it is not unusual for
residents to notice their neighbors
bage picked up hours before the
said it is the nature of one-sided
Councilman Rob Todd asked how,
under those coalitions, one-way
streets with houkes on beth sides
could lawfully have their trash picked
up.
Buchanan said the city has special
trucks now ~nd more on order that
have a single arm on the back or the
front to pick up bins on beth sides of
the street.
However, those trucks are more
a driver or crew member to jump out,
align the bin to the mechanical arm,
and push a button to !lit the contents:
~nto the track
Council members said most of,
ing automated collection have
nor period of adjustment.
Mawr Lee Brown, who has the aug
tomareal sexyice at his house in Mey-i
edand, said he aiso h3ms the servie~:
Automated replaces the manual,
Still, some have complained thej
city's oue-day automat~l trash col-,
lectiou is effectimm~ a reduction in~
gram, said that's inevitable.
~ardleks of what the city does
at any one ~ p~.c~ somebody is,
going to object to it, said
give them free ice cream, someone
is going to
Todd szid that once critics of the
service get used to it and understand
it saves the city money, they mayI
grow to like the automation age.
old-fashioned way," said Todd. "I am
not really in favor of free ice cretan,
but I am in favor of plans to save
money in solid waste."
ECKHARDT
RESEARCH
514 N. LINN ,STREET · IOWA CITY, IOWA 52245 · 319-338-3386
Febmany 16, 1998
Members of the Council
City of Iowa City
410 E. Washington Street
Iowa City, Iowa 52240
Dear Members of the City Council:
I write to protest handling of the Request for Proposal process by the Iowa City Historic
Preservation Commission. Each year this commission administers thousands of dollars in contracts
to Historic Preservation consultants. They send Requests for Proposals to a selected group of
qualified contractors, and after receiving the bids, proceed to give the contract arbitrarily to
whomever they wish. They do not hold their chosen bidder to their price, but negotiate to bring the
costs more in line. They follow no standards or guidelines. A low bid by a qualified consultant
rarely guarantees a contract, and apparenfiy, being an Iowa City taxpayer often disqualifies one
from a contract. This is unethical and unfair.
There is no reason not to award these projects to the low bidder. The project specifications are so
exact and the historical and architectural survey process is so prescribed, that different consultants
will produce basically the same product. State and Federal regulations and procedures must be
followed and data entered on specified forms. Even the outline and topics to be addressed in the
narrative report are obligatory. Conclusions will also be similar as they are based on the same data.
I have submitted proposals to many cities and governmental agencies, and they have always
accepted the low bid. When I have bid too high, someone else has gotten the contract.
Recenfiy, I was invited to submit a proposal for the survey of part of the original town plat. I am a
well qualified bidder with considerable experience. My firm, Eckhardt Research, has been on the
State Historical Society of Iowa's list of codified contr~cto~ for a number of yearn. ~ut my low bid
for this Iowa City project was not accepted, and preference was given to an out of state firm with a
higher project cost. The Historic Preservation Commission had no legitimate reason for rejecting
my bid. The Historic Preservation Commission negotiated with Ms. Svendsen, of Svendsen Tyler, a
Wisconsin firm, to lower her proposal costs enough so that they could hire her. They agreed to pay
her about $3000 more than I requested for the same work. In addition, the commission offered
lodging and other benefits.
The excuse offered me on the phone by Mr. John Shaw, Commission Chair, was that I lived on
North Linn street and that the commission supposed that would make it difficult for me to deal with
Goosetown. The commission's unsupported opinion appears to be that I could not be objective.
The commission at no time attempted to talk to me about their projected fears before making their
decision. Mr. Shaw called me after the decision to say that they were sorry, but the commission had
decided that they didn't want a consultant who had anything to do with Goosetown.
page 2
There is no reason I should be disqualified from this project for living on N. Linn Street. I do not
live in the survey area, I have not been involved in any Goosetown issues, and I would in no way
benefit from any decisions made about Goosetown. On the contrary, my proximity to the project
would provided the advantages of lower costs and allow more time to be spent on the project.
Being an interested Iowa Citizen, I have the advantage of being already aware of the basic issues
concerning Goosetown. In addition, the survey process itself is objective and distancing. It is one of
gathering and analyzing data and should not provoke controversy.
This treatment of me by the Historic Preservation Commission is an insult to my professional
integrity. I am known state-wide as a preservation consultant and nationally as an independent
scholar of American Architecture. I serve on the State Nominations Review Committee and will
chair a session of the 1999 national meeting of the Society of Architectural Historians. My many
clients and the State Historical Society of Iowa, which reviews my research, will attest to my
competence.
Adding to the insult is the fact that this is not the first time the Historic Preservation Commission
has rejected a low bid from me. My low bid to survey the Longfellow neighborhood was not
accepted. The commission negotiated with a another bidder, Molly Meyers Nauman, to lower her
much higher bid to bring it down to a more reasonable cost. The negotiated project cost was still
about $5000 above the cost I proposed. I don't know why my proposal was not accepted.
After the initial Longfellow survey, an additional survey was desired in an adjacent neighborhood. I
was called by a city staff member and told that the Historic Preservation Commission had already
made up its mind to give the contract to Nauman, but that they would still be sending out the
request for proposal. It was a sham request, and any proposal I or anyone else would have made
would not have been considered.
I would like the City of Iowa City to correct the unethical Request for Proposal procedures practiced
by the Historic Preservation Commission. The lack of guidelines for the hiring of consultants has
allowed them to act in an arbitrary manner. This in turn, makes the process a farce and raises the
cost to the city unnecessarily. A contract should be offered to the lowest bidder unless there are
compelling reasons which disqualify them. Please see that this unethical activity is stopped.
Sincerely,
Patricia Eckhardt, Ph. D.
cc: Mr. John Shaw, Chair, Historic Preservation Commission
ECKHARDT
RESEARCH
514 N. LINN STREET · IOWA CITY, IOWA 52245 · 319-33,~-33,~6
Some Recent Clients
Corporate and Governmental Clients:
City of Cherokee, Iowa 1996.
Two Intensive Surveys in 1996
City of Dubuque
Intensive Survey, the Old County Care Facility, 1998
City of Des Moines
Survey of thirty-six early commercial and mixed-use structures in downtown
Des Moines, 1994-1995
East Central Intergovernmental Association
Three Intensive Surveys in Eastern Iowa, 1993-1996
East Central Iowa Council of Governments
Four Intensive Surveys in Lone Tree, 1993-1994
City of Iowa City, Historic Preservation Commission
National RegisterNomination, The East College Street Historic District, I997
National Register Nomination, College Green Historic District 1997
Iowa County, Iowa, Historic Preservation Commission
County-wide Preservation Plan, 1992
Region XII Planning Commission, Carroll, Iowa
Two Intensive Surveys in western Iowa, 1997
Simmering-Cory Inc. of Clear Lake, Iowa, HUD Rehab Administrators
Four Intensive Surveys in central Iowa, 1997
Southeast Iowa Regional Planning Commission
Two Intensive Surveys, in southeastern Iowa, 1996
Upper Explorerland Council of Governments
One Intensive Survey, 1996
City of West Des Moines, Iowa
Four Intensive Surveys, 1996-1997
Recordation, Morris From Grocery, 1997
Private Clients:
Masonic Temple Association of Des Moines
The Masonic Temple, National Register Nomination, 1997
Home Masonic Lodge, National Register Nomination, 1997-1998
Lewis Hotel Partners, National Register Nomination, Lewis Hotel, Cherokee, Iowa, 1996
SS. Peter and Paul Catholic Church Foundation, National Register Nomination, rural
Solon, Johnson County, Iowa, 1997
February 13, 1998
Dear Members of the City Council of Iowa City,
FEB I 9 1988
CITY S OFFICE
The Project GREEN Steering Committee is enthusiastic in its support of the bike trail
from Burlington Street to Napoleon Park.
Project Green's association with biking is not new. Since the formation of the Project
GREEN Bikeways Subcommittee, nearly thirty years ago, Project Green has supported
bikeways in Iowa City. In 1969, the subcommittee expressed a desire to have residential,
commercial, and recreational centers in the Iowa City area linked by trails which provide
safe and convenient travel.
We are gratified to see the City's efforts toward bike trail construction which have been
made to date. We are eager to see the finished trail from Burlington to Napoleon Park
and the contribution its presence will make toward safe and convenient biking in Iowa
City. It would be a shame not to complete the entire trail, including the portion of the trail
from Benton to Myrtle Avenue. This part of the u'ail is a critical link in a trail system that
should be completed in its entirety.
Thank you very much for considering our thoughts.
Sincerely,
~,~"' Project GREEN Steering Committ~ Members
Sunday Antrim
Kay Bernau
Barb Hanson
Melanie Haupert
Anne Hesse
Kasey Jurgensen
Betty Kann
Bernie Knight
Lori Leo
Marilyn Long
Janet Maas
Cindy Parsons
Emilie Rubright
Nancy Seiberling
Bonnie Sierk
A.K. Traw
02-14-1998 11:39AM FROM EAST IOWA APPRAISERS
Dear Members of the City Council
c/o Office of'the Iowa City Clerk
TO
FEB 1 7 t9 8
CITY G'FFiC
The Press Citizen recently published an editorial advocating that we "Scale Back Plans for River Trail"
(page 1 I, 2/12/98). The PC noted that the costs have "exploded" and that the trail system falls into the
category of"wan~," not "needs". FinalLy the PC noted that "..unless a way is found to cut the cost~, we
should plan on this being a piece-by-piece prpject."
Let's consider needs versus wants. If you happened to be one of the 45 bicyclists involved in a bicycle/car
collision last year (see Press Citizen page 26, 12-6-97) you might consider trails a need rather than a want.
Trails will never substitute for careful and respectt~l driving or riding. They will address safi:ty issues for
families and inexperienced cyclists who are most vulnerable to road safety problems. These problems
grow more acute as traffic counts along Riverside Drive continue to escalate t~om the current level of over
35,000 cars per day. It is precisely this area where the City Council is considering whether or not to leave
a gap in the proposed wail.
Let's talk about cost. In April of 1997 the Council was seriously considering approval of an exp~nded
system which was $1.2 million more than the system they subsequently approved. The Friends of the !own
River Scenic Trail were represented at that meeting. We encouraged Council to trim back that proposal for
fi:ar that it would later sabotage the pbcc we thought most critical. The cut back version was approved
September 8, 1997 by a 6 to 1 majority. Since then only two members liave changed, not seven.
Second, it is important to understand that the land value has never really changed- It wa~ a poorly
researched estimate to begin with and it was expeetations, not value that changed. it is important to
emphasize that the $230,000 is for all land acquisition between Burlinden Street and Napol~n Park -
contrary to your editorial that says it was for the Myrtle to Benton ~egment. In fact, of the two miles of
new trail, over half(65%) will be situated on publicly owned or publicly controlled land. We pay nothing
for this,
Third, the Parks and Recreation Committee, which considers this a need, has advocated lbr using park land
acquisition funds to acquire this l~d. This is an entirely new source of funding that effectively eliminate~
the cost arCunbent. Parks and Recreation argues that this trail addresses a critical recreational need. Since
we have been unable to acquire inner city park land it is essential to connect our population Io the parks
which serve us.
Cost is about dollars and cents. Value is about leverage. To get a system which provides transportation
and recreation while using land that will never lose a dime of k~regone property taxes is an incredible
bargain. The fact that we are getting $750,000 in Federal Funds to help us along makes this bargain a steal.
For a Council that prides itself on business experience, it would be uncharistically short sighted to
emphasize cost over value.
We've been putting this trail together piece by piece since 1879 when the early plats were created around
the U ell Memorial Union. The piece that has been approved should be implemented. Our community
has gone without long enough.
Casey Cook, President
Friends of the Iowa River S~eni¢ ]'rail
work 351-2044 or home 338-2310
I Oak Park Ct, Iowa City 52246
TOTAL P.01
CITY OF IOWA CITY
PARKS AND RECREATION DEPARTMENT
MEMORANDUM
TO:
FROM:
DATE:
RE:
Members of the City Council
Parks and Recreation Commission
Matt Pacha, Chair
Rex Pruess, Vice Chair
February 13, 1998
Iowa River Trail
The Parks and Recreation Commission strongly supports completion
of the Iowa River Trail from Burlington Street to Napoleon Park.
We understand there may be some cost overruns in order to
acquire land for the trail. If so, we are open to any
recommendations regarding use of Parkland Acquisition Funds to
help offset the cost of land acquisition for the trail. Using
Parkland Acquisition Funds for that purpose is consistent with
the intended use of those funds.
cc: Stephen Atkins, City Manager
po box 3146
February 5, 1998
331 north gilbert street
~owa cdy, iowa 52244-3146
tel · 319/351-0326
fax · 319/351-2t37
ehp@aol.corn
FEB 0 9 1'998
Iowa City City C4~$J/,t~!t~a~.R
Civic Center
410 E. Washington
Iowa City, IA 52240
Dear Mayor Lehman and Members of the Council,
1997-1998 Board Members
Agudas Achim
Beverly Jones
Congregational UCC
Kathleen Clark, Vine President
Coralville United Methodist
Karen Dinsmore
Faith United Church of Christ
Gerry Tetrault, President
First Christian
John Rauer
First Mennonite
ChriStlee Rumsey
First Presbyterian
James Martins. M.D.
First United Methodist
Jo~e Lelf
Gloria Dei Lutheran
Carol Solberg, Treasurer
Iowa City Friends Meeting
Holly Hart
New Song Episcopal
Jan Caylor
St. Andrew's Presbyterian
Lois Etre
St. Mark's United Methodist
Joanne Peterson
St. Mary's Catholic
James McCue, Secretary
St. Patrick's Catholic
Kevin Werner
St Thomas More Catholic
Crissy Canganelh
St. Wenceslaus Catholic
Chades P~ng
Trinity Episcopal
Joan Eimas
Unitarian Universalist Society
Edward A Moreno
V. A. Medical Center
Mike Kralz
Zion Lutheran
Paul Honck
Thank you so much for deciding to creatively utilize computers previously used by the
Planning Department so as to help people with low and moderate incomes. The
computer we are leasing (at a rate of one dollar per year t~)r three years) is assisting in
many ways the homeless people we serve. During the day, while the shelter is closed,
administrative staff use the equipment to write grant proposals, keep and analyze
demographical statistics and evaluation data, and seek information on behalf of EHP
guests, among other efforts. At night, shelter guests use the computer for purposes such
as writing letters, preparing resumes, doing homework, and developing personal
budgets.
In short, at EHP, this computer is definitely making all our jobs easier, whether we or
staff or guests. Thanks again.
Sincerely,
Julia K. Rembert
Executive Director
Director
Julia Klemschmit Rembert, MSW
A United Way Agency
February 6, 1998
Councilor-Mayor Ernie Lehman & all Council Members
City Council
410 East Washington Street
Dear Mayor Lehman and Council Members:
In regards to the Downtown Parking situation please consider ADDING a few more individual
parking spaces (not removing any ) in addition to adding the new proposed ramp parking.
Thank you for redesigning in order to add some spaces on some streets downtown.
I certainly know people who wouldn't think this would be a good idea as I am sure all of you
do since you are in a position to hear many opinions on many issues. Let me ask this rhetorical
question: how many shopping centers - outside of downtown areas - construct parking ramps
rather than parking lots ? I do want to concede that in large part, hopefully not in whole, for
downtown Iowa City there isn't this alternative.
I should say something about myself lest you would rightly say - why is a person from Oxford
talking about our city's problems ? From 1970-1993 i worked in Phillips Hall and from 1994-
May 1997 in the Pappajohn Building. There I saw and sometimes felt the frustration of trying
to find a parking space to shop at say Iowa Book and Supply, Lands End or Ewers. One
argument a friend of mine had was, if you get rid of the parking spaces you get rid of the
traffic. Well, I can see where if you carried this plan to its entirety you would BUT my
observations were that the heaviest part of the traffic was people continually circling to
find a space.
In closing I hope you check with the downtown merchants on what they feel about this.
I must admit if they are in general apathetic, I can see why you on the Council would take
this to mean they did not care. Thank you for letting me have this input. I trust that no matter
what you decide to do about the parking situation it will be for the best.
Peter J. Haq~ford'~ _ _ v~_~ ~
2795 Echo Avenue N.W.
Oxford, Iowa 52322
PETITION
We, the undersigned, do write our names to the
below petition to continue Johnson County SEATS service
to the elderly and physically challenged throughout the
entire COunty with continued management by Johnson County.
A service managed-by one city [Iowa City3 within our
county, we feel, WOuld upset the efficiency, quality,
and equality of services that Johnson County SEATS is
currently providing to us so SUccessfully. .
10.
11.
12...
13.
14.
15.
PETITION
We, the undersigned, do write our names to the
below petition to continue Johnson County SEATS service
to the elderly and physically challenged throughout the
entire county with continued management by Johnson County.
A service managed by one city [Iowa city] within our~
county, we feel, would upset the efficiency, quality,
and equality of services that ~Johnson County SEATS is
currently providing to us so successfully. :'
NAME ADDRESS SIGNATURE
13.
14.
15.
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Mu~t be a registered voter of Iowa Cit~ to si~n in support.)
N~E
~-~ ~ . ~' ,,
~..
.........
20.
24.
ADDRESS
~o~ ~ve ~.C~. _ ,
Please return this petition to T. Erpeldin£. I need by 5:00 p.m.,
Thank you for your support.
320 S. Dubuque Street, Iowa City, IA 52240.
February 9,
Pc/N,-,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must be a registered voter of lowa City to sign in support.)
NAME
4.
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24.
ADDRESS
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Thank you for your support. Please return this petition to T. Erpelding,
320 S. Dubuque Street, Iowa City, IA 52240. I need by 5:00 p.m., M~nda~
February 9. ~. m
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must be a registered voter of Iowa City to sign in support.)
NAME ADDRESS ,
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~ you for yo~ suppo~. Please return tnts pearton to ~. ~rpetatn~
320 S. ~buque S~eet, Iowa Cid. IA 52240. I need by 5:00 p.m., ~on~,
February 9.
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. ( .~ _~4p;,-~ ed-,~t.~..:~.~- ;G-G-G-G-G-G-G-G-G-G~ Jg, t' ...~
NAME .
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~ you for your suppore
320 S. ~buque S~eet, Iowa Cid. IA 52240.
Februa~ 9.
ADDRESS
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_ ~::' .~ -::~.' -_
Please return this petition to 2". Erpelding.
I need by 5:00 p.m., M~ nda~
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must aoe~ registared voter of Iowa City to sign in support.)~
~ you for yo~ suppore
320 S. ~buque S~eet. Iowa Cid. IA 52240.
Februa~ 9.
ADDRESS
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Please return this petition to Z Erpelding. ~
I need by 5:00 p.~Mo~ay,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county. (t~l_.g~ ~'w~r:i" ' ~te.?ta~t~ '~f lo~ ~ ~ C i,'y-to~ i gn in ~U> l~,~t.) -.
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14.
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18.
19.
20.
21.
22.
23.
24.
25.
Thank you for your support. Please return this petition to T. Erpelding.
320 S. Dubuque Street. Iowa City. I.A 52240. I need by 5:00 p.m., Mondayif,
February 9.
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must be a re£istered voter of Iowa City to sign in support.)
NAJWE
1~.
14.
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20.
22.
23.
24.
ADDRESS
Thank you for your support.
320 $. Dubuque Street, Iowa City. IA
February 9.
Please return this petition to T. Erpelding.
52240. I need by 5:00 p.m., Monday,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must be a registered voter of Iowa City to sign in support.)
NAME
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19.
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24.
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ADDRESS
Thank you for your support.
320 $. Dubuque Street. Iowa City. I~1 52240.
February 9.
Please return this petition to T. Erpelding.
I need by 5:00 p.m., Monday,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. ('Must be a registered voter of Iowa City to sign in support.)
~~ ~ ~ d , ~ XDDR~SS
,' .' 'q'"':~'/}'J6r¢':///,d I;)~ t,-j,9/F Z~':,,:,,--,~-~, ::%/., ~'s _x'- '.z:z_ 0
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18.
19.
20.
21.
22.
23.
24.
25.
Thank you for your support.
320 $. Dubuque Street, Iowa City, 1,4
February 9.
Please return this petition to T. Erpelding.
52240. I need by 5:00 p.m., _Monde,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Must be a registered voter of Iowa City to sign in support.)
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
Thank you for your support. Please return this petition to T. Erpelding.
320 $. Dubuque Street. Iowa City. I,~ 52240. I need by 5:00 p.m., l~ondtf~,
February 9.
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county.
NA&IE
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
ADDRESS
Thank you for your support.
320 $. Dubuque Street. Iowa City. IA
February 9.
Please return this petition to T. Erpelding.
52240. I need by 5:00 p.m., M_ond~,
We, the citizens of Iowa City, taxpayers and patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively run and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Mu~,t4~ra-r-e~_g~,.#~Tat~l ,.,f ~%~; a Cf:.-to ~rign i~g--'t.)
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19.
20.
21.
22.
23.
24.
25.
ADDRESS
/~/ c ~'~ -(-~ ~'
Thank you for your support.
320 S. Dubuque Street. Iowa City. IA
February 9.
Please return this petition to T. Erpelding.
52240. I need by 5:00 p.m., Monday,
We, the citizens of Iowa City, taxpayers mad patrons of Johnson County SEATS
transportation, would like to see it stay with the county. It is effectively mn and
safety is assured. We strongly recommend the SEATS services stay with the
county. (Mu~t be a registered voter of Iowa City to sign in support.)
NAbIE
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23.
24.
25.
ADDRESS
/3.:>~ /C~.~-.-. O.:.-."
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Thank you for your support. Please return this petition to T. Erpelding,
32017. Dubuque Street, Iowa City, IA 52240. I need by 5:00 p.m.,~lVlon~y,
February 9.
TO:
2411 Tudor Drive
Iowa City, Iowa 52245
February 12, 1998
Coralville City Council
Iowa City City Council
Johnson County Board of Supervisors
University Heights City Council
FROM: Betsy and Peter Riesz
parents of Sarah Kathleen Riesz, age 26
graduate of West High 1993, Special Education
employed 15 hours per week at Iowa State Bank, Loan Department
employed 6 hours per week at Jack's Discount Department Store
member of Nautilus Fitness Club (works out Monday and Friday AM)
volunteer, 2 hours per week at American Red Cross
has mental and physical diabilities due to Down Syndrome
Paratransit Service in Iowa City
We are very concemed about the rapidity with which changes are being contemplated in
the paratransit service for this area. Sarah has been a user of Johnson County SEATS for
transportation in inclement weather (November 1 to March 15) since her graduation from
high school in June 1993. During the other months she uses the fixed route service.
The school program in cooperation with the Area Education Agency (AEA) provided
excellent training for job performance, for use of community facilities, including the library
and recreation center, restaurants, fixed route bus system, grocery stores and banks. She
has worked as a paid employee at Jack's for 5 1/2 years and at Iowa State Bank for 4 1/2
years. Her supported employment coaching is provided by Rural Employment
Alternatives, which began shadowing her several months before high school graduation in
order to take over the supervisory function of the AEA. REA located a second paid
position for her, trained her for the job and continute to monitor her progress at the bank.
A concept that we learned from talking with John Nietupski at the University of Iowa with
whom we talked two years before Sarah's high school graduation was that of"chunking"
in planning life after graduation from high school. Since it was clear that Sarah would
probably work part-time, rather than full-time, it was necessary to consider her week in
terms of"chunks" or blocks of times throughout the week: some chunks for work, some
for domestic skills (grocery shopping), others for fitness and recreation, for volunteer
work, etc. Taken together, these chunks provide the balance in activities that we all strive
to schedule in our lives.
City of Iowa City
MEMORANDUM
Date:
February 19, 1998
To:
From:
City Clerk
Doug Ripley, JCCOG Traffic Engineering Planner~'
Re~
Designation of Tow Away Zone on Bloomington Street
As directed by Title 9, Chapter 1, Section 3B of the City Code, this is to advise the City Council of
the following action. Unless directed otherwise by the City Council, this action will occur on or
shortly after March 6, 1998.
Action
Pursuant to Section 9-1-3A(10) of the City Code, signage will be added indicating "Tow Away
Zone" on the existing "Parking for City Water Vehicles Only" signs on west Bloomington Street just
north of Madison Street.
Comment
This action is being taken at the request of the Water Division. The existing $5.00 fine is being
used consistently, but is not acting as a deterrent for many vehicles due to the high demand for
parking in this area. As this street lies directly to the south of the water plant, there are also safety
and security issues raised by having unknown vehicles parked in front of this facility.
Im\mem\dr2-18.doc
January 30, 1998
CITY OF i0 WA CITY
TO:
RE:
The Honorable Mayor and the City Council
Civil Service Entrance Examination ~ B~ILDING INSPEC"~OR
We, the undersigned members of the Civil Service Commission of Iowa
City, Iowa, do hereby certify the following named person(s) as
eligible for the position of Building Inspector.
David Campbell
IO~A CITY CIVIL
COF.~ISSION.
edy,
SERVICE
Chair
ATTEST:
, City Clerk
January 30, 1998
CITY OF I0 WA CITY
TO:
RE:
The Honorable Mayor and the City Council
Civil Service Entrance Examination - MAINTENANCE WOl~KER
I - FORESTRY
We, the undersigned members of the Civil Service Commission of Iowa
City, Iowa, do hereby certify the following named person(s} as
eligible for the position of Maintenance Worker I - Forestry.
Brian Tack
SERVICE
Chair
ATTEST:
art, City Clerk
February, 1998
CITY OF I0 WA CITY
TO:
RE:
The Honorable Mayor and the City Council
Civil Service Entrance Examination - F~KIXWE~NA~CE WOR~ER
I - R~F~SE
We, the undersigned members of the Civil Service Commission of Iowa
City, Iowa, do hereby certify the following named person(s) as
eligible for the position of Maintenance Worker I - Refuse.
Ken Harney
IOWA CITY CIVIL SERVICE
COMMISSION ~
ATTEST:
Mar~an Karr, City Clerk
Rex Pruess
1013 Pheasant Valley Street
Iowa City, IA 52246-8622
February 16, 1998
Members of the City Council
410 E. Washington Street
Iowa City, IA 52240
Dear Members of the City Council,
CITY O F[CE
I am writing to request your support in fully completing the Iowa River
Trail from Burlington Street to Napoleon Park. Although I am a member
of the Parks and Recreation Commission, I am writing this letter as a
private citizen. My remarks may or may not reflect those of my fellow
commissioners.
I will focus my comments on the trail segment between Burlington Street
and Benton Street since I understand there will be cost overruns in
acquiring land along this portion of the trail. Funds can be found to acquire
this land but I leave that discussion for another day.
I came to Iowa City in 1969 as an 18-year old college student. During my
collegiate years, I lived in the dormitory system. As typical with most
students, I did not have a car and found my way around town by foot, bike,
or bus. Frequently, I would make the trek from the high-rise dorms to the
Dairy Queen as well as other businesses in that area. During those treks, I
was constantly aware of the dilapidated sidewalk and cars whizzing by me
at 30 miles-per-hour.
Having lived in Iowa City for nearly thirty years, I now have the trappings
of someone who has worked that long. My main means of transportation is
by car. Even so, I still find myself walking on the same dilapidated
sidewalk that existed some thirty years ago. My car dealer of choice is
Hartwig Dodge. My noon-hour bagel dealer of choice is Bruegger's Bagel
Bakery. And, yes, I still sneak in a visit to the Dairy Queen from time-to-
time. On most of those trips, I walk along Riverside Drive on my way to
and from the University campus. Just as it was thirty years ago, I still find
the trek to be dangerous, sloppy, and just not very pleasant.
Before you cast your vote, please consider those struggling college students
of today and tomorrow as well as citizens like me who want a safe, non-
motorized journey along Riverside Drive. Please consider that land prices
will only go higher. Please consider the impact an attractive gateway into
our city will have upon all of us. Please consider taking the walk yourself
to see what is versus what could be. The vision is there for the taking.
Sincerely,
Rex Pruess
Date: Mon, 23 Feb 1998 08:23:20 -0600
From: Benjamin Lewis <bdlewis@blue.weeg.uiowa.edu>
To: council@blue.weeg.uiowa.edu
Subject: Keg ordinance and Ernie Lehman's comment in the DI
To whom it may concern:
I am concerned about what I read in the Daily Iowan today regarding a
proposed keg ordinance. I am unaware of current possible plans, but the one
described in the DI by Ernie Lehman sounds completely unreasonable. Please
keep in mind that these comments are only a reaction to the article in
today's Daily Iowan interview with Ernie Lehman.
When considering this ordinance, please remember that Iowa City residents
have a right to a certain level of privacy. This includes those who may
wish to purchase a keg of beer. We have the right not to be "monitored" by
the police and whoever else may want to peek at the "keg log" that may be
kept as a result of the ordinance. Iowa City residents (my definition of
the term includes students) are able to monitor their own gatherings - with
or without a keg present. I have held parties at my residence and have
always taken the responsibility to monitor them and to regulate them when
necessary. If someone is unable to monitor their behavior, neighbors may
complain, and it is the Iowa City Police Department's job to respond to
these complaints if they go unresolved.
When considering this ordinance, please try not to make it a one-sided
reaction to students having fun (as many reactions and attitudes of people
in this community have been). Vandalism is a problem, and it should be
resolved. Parties that are out of control and dangerous or damaging to the
neighborhood are problems, and should be resolved. The City playing the
role of "mom and dad" is definately not the answer. For once, as a student,
an adult, and a member of this community, I would like to be treated as
such, and allowed to make my own decisions.
Sincerely,
Benjamin Lewis
Geography Student, the University of Iowa
Co-President, University of Iowa Environmental Coalition
519 N. Gilbert St.
Iowa City, IA
52245
email: benjamin-lewis@uiowa.edu
phone: 319.354.9140
The following section is directed to Mayor Ernie Lehman:
Mr. Lehman,
To address your comment in today's Daily Iowan, let me just say
that I am extremely disappointed and upset. "Very few students have a
genuine interest in the community, because they're only going to be here
for a short time," (page 8A, The Daily Iowan, Monday, Feb. 23, 1998). What
kind of a comment is this, Mr. Lehman? Is this actually your opinion of the
students of the University of Iowa? What do you think of 15 year residents
of Iowa City, then? Neither group comes to your meetings, if that's what
you base this comment on. What about those who watch City Council meetings
on television? Are you taking them into consideration? And the ones who
work night jobs, or have tests to study for, are you taking them into
consideration? Genuine interest in a community does not mean exercising
POWER in a community (i.e. going to a City Council meeting, or running for
the school board). I could go on and on, but the point is that I am a
student, and I have a very "genuine" interest in this community. I am
outraged by your comment - and I would hope that you can re-evaluate your
basis for it.
Sincerely,
Benjamin Lewis
519 N. Gilbert St.
Iowa City, IA
52245
Date: Tue, 24 Feb 1998 11:46:59 -0800
From: terry dunlap <terry-dunlap@uiowa.edu>
To: council@blue.weeg.uiowa.edu
Subject: (no subject)
I am confused and curious about the library expansion, centerspace, art
galleries, exhibition space, new fountain, and the much needed 500 seat
auditorium proposed that will insure us of having a 'viable' downtown.
Do "we the people" get to vote on IF we should in fact make these
changes and expenditures, or only HOW to finance it? Or is it assumed
that if the bond issue/sales tax is defeated that the 'people' have
spoken?
I think that if we want to be a 'viable' community we should look at
what the real problem with downtown is (clean it up), and what the cost
of living in Iowa City means to real people who need to survive on real
budgets. If you stop and think for one minute about the current levels
of property tax, cable rates, water and sewer rates, housing, etc. can
you not for a moment realize and understand that people, many people,
have to struggle in order to survive in this town. Not everyone is an
administrator, doctor, lawyer, or business owner. Who will benefit the
most from spending this kind of money? The weekend drunks who puke all
over the walks in the wee hours of the mornings, or the pukes who hang
out daily, downtown business owners , or the MAJORITY of the people, the
tax payers? I don't understand your agenda, nor do I understand your
priorities, and who you are ultimately working for.
2F Iowa City Press-Citizert/MARKETPLACE
February 24/25, 1998
SEA S serves Johnson County needs
Press-Citizen/Kevin Eans
come equipped with liI~.¥, and over Ilw vvar.~ the vchich' si:e has gron'n in
oI'H('F I0 XCI'VC IIlOF('
· Iowa City woman
says she couldn't
survive without the
county-run service.
By Scott M. Wilson
I:br the Press-Citizen
Marilyn Beh'nan had a brain tumor
the size of a baseball removed in the
late 1970s. Now 58 years old, she slill
l~els the etl~cts.
"1 can't drive because of seizures,
and the left side of my b~y
numb," she said.
Unable to drive, Behnan had
leave the one job that she so dearly
loved ~ teaching kids with differing
disabilities.
Then she discovered SEATS, fl~e
Special Elderly And handicapped
Transportation Service.
"I've ken using them since 1994,"
Belinart said. "1 use them daily. They
pick me up in the morning at my
house and put me to bed at night.
Because of SEATS. I was able lo go
back to leaching spccial-ed kids at
Wcst High."
All SEATS vehicles come lift-
cquip~d. and over the years the vehi-
cle size has grown in o~der to service
illore riders.
"Some elderly can lak~ lhe blip,
lhcy'rc Ics~ likdy 1o do il ~CaLmC
don'l ~t much help J'roln lh~
lhc vehicle and vice v~rsa," said
Beck~ Hoflbaucr, a driver/dispalch-
cr/~chcdulcr with SEATS.
"They're nol sur? lhc~'11 ~cl into
lheJr house
This is something akin to the Boy
Scout helping an elderly lady cross a
busy intersection.
"What slands oul is how caring
SEATS
[] For more information on
SEATS, call 339-6125.
drivers are." Belman said. "They'll
take me into rny house and make sure
l'm OK.
There also were times I'd have a
seizure at school and they'd fit me in
their schedule and pick me up.
"They meet your needs."
A national program started over 20
years ago, SEATS is the main elderly
transportation system in Johnson
County -- giving somewhere
between 35,(X~ and 4(),(X~ rides a
year, in part because of lhc recent
Americans with Disabilities Act
(ADA).
"The ADA came along and man-
dated that those cities with a set bus
route system lnusJ have a route for
seniors," Hollbauer said.
The Bionic Bus i~ uzcd liar trans-
po~ling seniors and handleaped ~r-
sound, but il only can he accessed by
University of Iowa faculty or staff.
The Senior Center has a
ChoreProgram where employees
drive to a scnior's home to do clean-
ing, cooking, or to bring them gro-
ceries- although at a much higher cost.
Eor such a small oily, the numar
of options awfilable to seniors is extra-
ordimlr, sonic say.
Just ask Behnan.
'l'm in a great city lbr having a
disabilily," she said. "The hospitals are
greal and my mothen who lives in
Orlando, Florida where cyclone is
elderly, doesn't even have these
amenities.
"SEATS is a very unique service. !
couldn't survive without them."
Jolmso~
BOARD OF SUPERVISORS
Joe Bolkcom, Chairperson
Charles D. Duffy
Jonathan Jordahl
Stephen P. Lacina
Sally Stutsman
February 24, 1998
To: Mayor Lehman, members of the City Council
From: Joe Bolkcom, Chairman
Subject: SEATS
On behalf of the Johnson County Board of Supervisors we would like to
acknowledge Mayor Lehman for his statement last evening on para-transit
services.
We regret that negotiations between the city and the county have been
unsuccessful to date.
We wish to reaffirm our commitment to maintain and hopefully to improve the
quality of para-transit service. We believe it is in the best interests of the citizens
of Iowa City, Coralville, University Heights and the County that para-transit
continue to be operated as a human service and not strictly a transit system.
We believe that a unified county-wide system is in the best interest of SEATS
consumers and all taxpayers.
We believe that SEATS is a vital, high-quality, human service because in part it
is provided by a knowledgeable, dedicated, veteran work-force. We are
concerned about continuity of employment for our employees. We would like
your plan to address this. We believe that SEATS is an efficient, well managed
county service.
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 52244-1350 TEL: (319) 356-6000 FAX: (319) 354-4213
Mayor Lehman
February 24, 1998
Page Two
In the Board's discussion of SEATS this morning, it was suggested that it might
be helpful for the cities and the county to explore joint governance. Hopefully,
together we can build on the success of the SEATS program and improve the
service.
In closing, we will deliver tomorrow the information you need to complete your
quote for providing rural service. We had been awaiting a letter from our
insurance agent to complete the dam.
Also we want to assure you that the weekly reports have been and will continue
to be forthcoming.
The Johnson County Board of Supervisors prefers to a unified, quality human
service para-transit system. We have however had some discussion about our
continuing to provide rural services. We believe that we provide a quality rural
service and have every intention of maintaining that quality in the future.
The Board remains open to discussing any aspects of an agreement which would
guarantee the citizens of Johnson County an uninterrupted high-quality para-
transit system at a cost which is reasonable and fair to all parties.
Thank you.
GOOD EVENING- MY NAME IS AL ACHTNER- IT'S SPELLED THE
GERMAN WAY, AND I'VE LIVED IN JOHNSON COUNTY FOR OVER
18 YEARS. I AM EMPLOYED BY THE AMERICAN FEDERATION OF
GOVERNMENT EMPLOYEES- THAT'S A FEDERAL WORKERS' UNION,
AND WE REPRESENT OVER 6,000 FEDERAL CIVIL SERVANTS IN
IOWA AND ADJOINING STATES. HOWEVER, I AM HERE TONIGHT
IN MY CAPACITY AS VICE-PRESIDENT OF THE LOCAL IOWA CITY
FEDERATION OF LABOR, AFL-CIO, AN ORGANIZATION THAT
REPRESENTS 2,000 UNION MEMBERS AND THEIR FAMILIES
LOCALLY.
I LIVE IN IOWA CITY. I DRIVE MY OWN CAR. I ALSO
REGULARLY TAKE THE BUS, AND I FREQUENTLY USE BOTH OF
THE PRIVATE TAXI SERVICES. I WORKED AT THE LOCAL
SOCIAL SECURITY OFFICE FOR 5 YEARS. THE ELDERLY AND
THE DISABLED WERE MY PRIMARY CLIENTELE.
THEIR TRANSPORTATION NEEDS CANNOT BE MET BY TAXI CABS.
I HAVE NEVER GOTTEN ONTO A CITY BUS TO FIND THE DRIVER
SMOKING OR THE BUS SMELLING AS IF SOMEONE HAD BEEN ALL
DAY LONG.
I HAVE NEVER GOTTEN ONTO A CITY BUS AND HAD A BROKEN
SEAT SPRING PIERCE MY JEANS AND CUT INTO MY LEG AS HAS
HAPPENED TO ME WHEN ENTERING A TAXI.
I HAVE NEVER CALLED THE CITY TRANSIT OFFICE, AND IN
RESPONSE TO ASKING WHEN THE NEXT BUS MIGHT COME, BEEN
RUDELY TOLD, "LOOK BUDDY- YOU WANT A CAB? SIT STILL
AND WAIT TILL WE GET THERE."
CABS ARE FINE FOR GETTING HOME ON SATURDAY NIGHT FROM A
BAR. THEY ARE NOT THE WAY FOR PEOPLE IN WHEELCHAIRS OR
HOOKED UP TO AN OXYGEN TANK TO GET TO THE DOCTOR'S
OFFICE.
WE ARE AGAINST DIVIDING UP A SUCCESSFUL, INTEGRATED,
COUNTY-WIDE SYSTEM OF SPECIAL NEEDS TRANSPORTATION.
HOWEVER, IF SOME KIND OF REORGANIZATION IS NECESSARY,
WE SUPPORT THE CONTINUATION OF THE SERVICE AS A
PUBLICALLY-OPERATED SYSTEM ACCOUNTABLE DIRECTLY TO YOU
OR THE BOARD OF SUPERVISORS AND OPERATED BY THE CURRENT
SEATS WORKFORCE AND AFSCME 183.
WE ARE AGAINST THE USE OF PRIVATE VENDORS, WH0 LACK THE
TRAINING OR THE SENSE OF PUBLIC MISSION, TO DELIVER
THIS KIND OF SPECIAL NEEDS SERVICE. THE NEEDY CAN'T
OFFER A TIP, AND THEY DESERVE TO BE TREATED AS MORE
THAN AN EXPENSE.
AND WE ARE DOUBLY AGAINST THE USE OF PRIVATE VENDORS
FROM OUTSIDE THE COUNTY. SEATS RIDERS ARE OUR FRIENDS,
AND OUR NEIGHBORS, AND WE WANT THEM TO CONTINUE TO BE
SERVED BY THEIR FRIENDS AND NEIGHBORS WHO OPERATE SEATS
FROM RIGHT HERE IN RIVER CITY.
SEATS IS MORE THAN JUST TRANSPORTATION. FOR THE
ELDERLY AND THE DISABLED, TRANSPORTATION NEEDS CANNOT
BE MET UNLESS THEIR MEDICAL NEEDS ARE INTEGRATED INTO
THE SERVICE. SEATS CAN DO THIS. OLD CAPITOL AND
YELLOW CAB CANNOT.
WHEN I WORKED AT SOCIAL SECURITY, PART OF MY JOB WAS TO
TAKE AN INVENTORY, THROUGH A PERSONAL INTERVIEW, OF AN
APPLICANT'S PHYSICAL LIMITATIONS AND THE HELP THEY
NEEDED IN ORDER TO OVERCOME THEM AND PERFORM DAILY
TASKS.
I REPEATEDLY HAD APPLICANTS DESCRIBE HOW THEY NEEDED
SEATS TO GET AROUND- OFTEN TO GET TO THE SOCIAL
SECURITY OFFICE FOR THE INTERVIEW. THE SPECIALIZED
SERVICE IS BOTH NECESSARY AND APPRECIATED.
OF COURSE, WE ALL WANT TO ECONOMIZE WHEN WE CAN. I PAY
TAXES JUST THE SAME AS YOU DO. BUT IT IS NOT ECONOMY
TO THROW OUT ALL THE YEARS OF LOCAL EXPERIENCE, THE
TRAINING, THE SKILLS, THE DEDICATION & THE
INSTITUTIONAL MEMORY THAT IS CONTAINED IN THE CURRENT
SEATS WORKFORCE. PLEASE DON'T WASTE ALL THAT HUMAN
CAPITOL.
THE BEST WAY TO ECONOMIZE, CUT COSTS, AND LOWER WASTE
IS TO TAKE YOUR CURRENT STAFF AND AFSCME 183 INTO YOUR
CONFIDENCE, AND ASK THEM HOW THE OPERATION CAN BE
IMPROVED. WORK WITH THEM. ANSWER THEIR REQUESTS FOR
INFORMATION.
THAT'S WHAT WE'VE DONE IN THE FEDERAL GOVERNMENT THESE
PAST 5 YEARS. THE VICE-PRESIDENT'S NATIONAL
PERFORMANCE REVIEW RECOGNIZED THAT THE BEST CONSULTANTS
YOU CAN EVER HIRE ARE THE PEOPLE WHO ARE ALREADY ON
YOUR PAYROLL.
THE FEDERAL BUDGET HAS BEEN BALANCED. THE FEDERAL
WORKFORCE AND THE UNIONS REPRESENTING THEM PLAYED A
MAJOR ROLE. I HAVE A COPY OF AFGE'S PUBLICATION,
"GOVERNMENT THAT WORKS", FOR EACH OF YOU. BUT
GOVERNMENT CANNOT WORK BY THROWING THE BABY OUT WITH
THE BATHWATER.
IN CONCLUSION, I'D LIKE YOUR ASSURANCE, THAT WHATEVER
REORGANIZATION YOU MAY ENTER INTO, THAT THE EXISTING
SEATS WORKFORCE WILL CONTINUE TO DELIVER THE SERVICES
UNDER THE TERMS OF THEIR EXISTING COLLECTIVE BARGAINING
AGREEEMENT. THAT SHOULD NOT BE DIFFICULT FOR YOU TO
AGREE TO. HOW 'BOUT IT? THANK YOU.
· ,~'A VOOI I$1AIIOI~' IVOIIVFI ~tRHIOIVP' 01 42RN7~'I f~OA ;TA
9 L Z£-I~GE-E I. 9 ' ::JOlddO J.OIIdJ. SIQ H.L8
X~-I/::II=IJ. t'£81~'t~gs'6 L£
:;^1/~J.N~S;~d:J~ .LOI~.LSIQ HIE :;D-.IV
~;]NJ. HOY ':; NY1Y
GOVE ME woP3CS
A:;! .a or-Manac ement )artners i Is
mmmq · ~m ~
Mo (inc i-erence
AMERICAN FEDERATION OF GOVERNMENT EMPLOYEES, AFL-CIO
September 1996
GOVERNMENT THAT WORKS
AFGE Labor-Management Partnerships
Making The Difference
American Federation of Government Employees, AFL-CIO
September 1996
Table of Contents
The Quality Partnership Network
AFGE Second District .......................................................................... 1
Social Security Administration
AFGE General Committee ....................................................................... 3
U.S. Department of Housing and Urban Development (HUD)
AFGE Council 222 ............................................................................. 5
U.S. Air Force/Aerospace Guidance and Metrology Center
AFGE Local 2221 .............................................................................. 7
U.S. Air Force Academy
AFGE Local 1867 .............................................................................. 9
Detroit, Michigan VA Regional Office
AFGE Local 138 .............................................................................. 11
Naval Air Warfare Center, Aircraft Division
Patuxent River, Maryland
AFGE Local 1603 ............................................................................. 13
Department of the Navy
Fleet and Industrial Supply Center, Oakland, CA
AFGE Local 1533 ............................................................................. 15
Naval Air Station, Lemoore, CA (NASL)
AFGE Local 2111 ............................................................................. 17
U.S. Department of Labor
AFGE National Council of Field Labor Locals ...................................................... 19
Bureau of Reclamation, Lower Colorado Dams (Hoover Dam)
AFGE Local 1978 ............................................................................. 21
San Antonio Air Force Logistics Center
AFGE Local 1617 ............................................................................. 23
U.S. Immigration and Naturalization Service (INS)
San Diego District
AFGE Local 2805 ............................................................................. 25
Department of Veterans Affairs Medical Center
Des Moines, IA
AFGE Local 1228 ............................................................................. 27
U.S. Department of Education
AFGE Council 252 ............................................................................ 29
Tobyhanna Army Depot
AFGE Local 1647 ............................................................................. 31
Veterans Affairs Palo Alto Health Care System
AFGE Local 2110
AFGE Local 1620 .............................................................................. -33
U.S. Army Armor Center and Fort Knox
AFGE Local 2302 ............................................................................. 35
Army Garrison Fort McCoy, Wisconsin
AFGE Local 1882 ............................................................................. 37
General Services Administration (GSA)
Mid-Atlantic Region
AFGE Local 2041 ............................................................................. 39
TABLE OF CONTENTS
NASA, Kennedy Space Center, Florida
AFGE Local 2498 ............................................................................. 41
NASA, Lewis Research Center, Cleveland, Ohio
AFGE Local 2182 ............................................................................. 43
U.S. Merchant Marine Academy, Kings Point, New York
AFGE Local 2116 ............................................................................. 45
Department of Veterans Affairs Medical Center
Knoxville, Iowa
AFGE Local 1226 ............................................................................. 47
Department of Veterans Affairs Medical Center
Louisville, KY
AFGE Local 1133 ............................................................................. 49
Ohio Army and Air National Guard
AFGE Local 3970 ............................................................................. 51
U.S. Mint, Denver, Colorado
AFGE Local 695 .............................................................................. 53
Department of Veterans Affairs Domiciliary
White City, OR
AFGE Local 1089 ............................................................................. 55
Rock Island Arsenal
AFGE Local 2119
AFGE Local 2134 ............................................................................. 57
Rock Island Arsenal
Armament and Chemical Acquisition and Logistics Activity
AFGE Local 703 .............................................................................. 59
Naval Surface Warfare Center (NSWC)
Crane Army Ammunition Activity (CAAA)
Crane, Indiana
AFGE Local 1415 ............................................................................. 61
St. Lawrence Seaway and Development Corporation
AFGE Local 1968 ............................................................................. 63
U.S. Department of Agriculture, Forest Service
AFGE Local 2543 ............................................................................. 65
TRANSFORMING THE
FEDERAL WORKPLACE:
LABOR-MANAGEMENT PARTNERSHIPS
AND AFGE
As federal employees, American citizens, and taxpayers, AFGE's leaders and members want better
government. We are as frustrated as anyone else when government just doesn't work. That is why
AFGE has been working so hard for so long to improve the performance of government and restore the
confidence of the American people in government's ability to deliver high-quality public service in a
cost-effective manner.
We believe the cornerstone of this effort is a new workplace partnership between labor and man-
agement, an alliance based on a shared vision for better government. Experience from the past four
years shows convincingly that true partnerships between labor and management are a powerful tool for
improving customer service, enhancing quality, and saving taxpayer dollars. And partnership is not
tied to a particular political philosophy; it is not conservative or liberal, Democrat or Republican.
Rather, partnerships between labor and management are a practical, bottom-line approach to the pub-
lic's demand for effective, responsive government.
This report gathers examples of AFGE labor-management partnerships that are helping America
work. These are partnerships that help the government perform smarter, better, and more efficiently
for the American taxpayer. These are partnerships that also enrich the working lives of the men and
women represented by AFGE, helping build a stronger union even as we work with management to
improve the performance of government. Here are just a few examples of what we found:
AFGE and the Social Security Administration completely reengineered the agency's toll-free
customer service line, the world's busiest 800 number. The result: SSA's toll-free line was
recently rated the best in the world by the largest financial news publisher in North America.
In topping the rankings, SSA beat out such customer service kingpins as Federal Express, LL
Bean, Disney, and Southwest Airlines.
It used to take over 20 days to process a disability claim at the VA Regional Office in Detroit.
Thanks to customer-service improvements jointly planned by labor and management, claims are
now handled in 5 days or less.
At the Philadelphia Mint, labor-management teams found ways to increase the longevity of dies
used to produce pennies. The result was a longer-lasting die that is saving taxpayers $1 million
per year.
· At the VA Medical Center in Des Moines, quality improvements designed in partnership have
slashed overtime costs and cut in half the time it takes to neat patients at the hospital.
These are just some of the ways in which labor-management partnerships have been catalysts for
change. In federal agencies throughout government, labor and management have shed their traditional,
adversarial roles and jointly established new measures of success based on the effective delivery of
public service. AFGE is convinced that labor-management partnerships are the bridge to the federal
workplace of the 21 st century.
And construction on that bridge seems well under way. In September 1995, two years after
Executive Order 12871 was signed, the National Partnership Council submitted a report to President
Clinton entitled "Progress in Labor-Management Partnerships." Here's some of what the NPC found
through surveys and focus group interviews:
92% of union representatives and 75% of managers support partnership and want their agencies
to continue cooperative efforts
82% of survey respondents said that partnership led to increased union participation in work-
place decisionmaking and 64% reported partnership-related improvements in the quality of
employee wor 'klife
70% reported improvements in mission accomplishment, while 69% said that customer satisfac-
tion had increased
69% of respondents said they had developed a cooperative labor-management relationship
One thing we found in looking at partnerships throughout AFGE is that there is no single formula
for success, no absolute right way or wrong way to make partnership work. The partnerships described
here developed in many different ways and took different forms. But while no two partnerships are
exactly alike, successful partnerships have certain characteristics in common. These include:
trust in each other, and mutual respect for the distinct roles and interests that each partner brings
to the relationship
joint training in subjects ranging from relationship- building and problem-solving to operational
matters involving the agency's work and mission
· open and honest communication between the partners, and between the partnership council and
employees and supervisors
We know that not all of you are experiencing the kind of success reported here. In many places the
gains are more modest, while in others, partnership has yet to get off the ground. Our hope is that
everyone can learn from AFGE locals and councils who have broken some molds and taken some risks
in the pursuit of better public service.
To make it easier to share ideas and information on partnership development, we have included a
labor and management contact for each featured partnership. We encourage you to get in touch with
your AFGE brothers and sisters and make use of the knowledge and peer support available.
We also recognize that the partnerships described in this report are only a small percentage of those
flourishing right now in AFGE. If we missed you this time around, we'll make sure to include your
accomplishments next time. Please send a description of your partnership and its achievements to:
AFGE
Field Services Department
80 F Street, N.W.
Washington, D.C. 20001
Tel: (202) 639-6407
FAX: (202) 639-6492
The Quality Partnership Network
AFGE Second District
Contacts:
Rita Mason, National Vice President
AFGE Second District
5 Elm Row, Suite 300
New Brunswick, NJ 08901
(908) 828-9449 FAX (908) 828-9215
Before we get to the individual AFGE partnerships, we want to intro-
duce you to an innovative partnership support network that was established
by Rita Mason, National Vice President for AFGE's Second District. The
Quality Partnership Network is a regional network of labor and manage-
ment representatives who meet to share experiences, discuss ways of over-
coming obstacles and avoiding pitfalls, and support each other's efforts to
develop parmerships and improve government service. The Network puts
out a newsletter that summarizes its meetings and highlights the experiences
of its member partnerships. The 2nd District has retained the services of
Participative Systems, Inc., to help facilitate the Network meetings and pro-
vide u'aining.
The Quality Parmership Network holds day-long discussion sessions
every few months which are attended by both union and management part-
ners from agencies in the region. In addition to giving partners a chance to
hear about the experiences of highlighted partnerships, the sessions include
training on subjects like problem-solving, quality improvement, work
teams, and partnership assessment.
For example, the June 1995 session featured a panel of four federal
managers who listened to a description of a workplace problem and offered
comments and suggestions. Out of this panel came a renewed understand-
ing of the importance of sharing information, involving the union in work-
place decisions, and learning how to communicate better to avoid misunder-
standings.
The Network emphasizes the importance of partnerships working to
improve the performance of their agencies. NVP Rita Mason believes that
regional networks can help other partnerships across the country. She feels
that creating such a network was a good idea because it helps to foster con-
structive labor-management relationships. Getting the parties to talk and
bringing workers' ideas to the table can help improve government services
and save taxpayer money. As she sees it, this is a vital interest of both labor
and management.
The Network was featured at the June 1996 meeting of the National
Partnership Council, where NVP Mason made a presentation on the
Network's objectives and achievements. ·
Social Security Administration
AFGE General Committee
Union:
Management:
Beginning:
Training:
Arthur Johnson, Spokesperson
SSA AFGE General Committee
PO Box 15281
Kansas City, MO 64106
(816) 426-3885 FAX (816) 426-6880
Ruth Pierce
Deputy Commissioner for Human Resources
6401 Security Blvd.
Room 200 Altmeyer Bldg.
Baltimore, MD 21235
(410) 965-1900 FAX (410) 965-8996
For many years, the Social Security Administration and AFGE had a
highly adversarial relationship characterized by mistrust, frequent and costly
litigation, and a win-lose mentality. Negotiations for the 1982 Master
Agreement were some of the longest, most litigious, and costliest ever seen
in the federal sector. Meanwhile, SSA's workforce was steadily shrinking
yet there was no decline in the American public's demand for service from
the agency.
In such an environment, both the union and management recognized that
things had to change, that business as usual was not good enough. They
saw an urgent need to find new ways to work together to help the agency
perform smarter, better, and more efficiently for its customers.
Over the past three years, the parties have moved beyond confrontation
and mistrust to establish a productive and effective workplace partnership
aimed at improving the day-to-day operations of SSA. Today this shared
goal is the foundation for the Labor-Management Partnership Agreement
first signed by the parties in 1994. Since then AFGE has been an important
and dependable partner in the agency-wide efforts to redesign and reengi-
neer antiquated work systems and to transform SSA into a world-class ser-
vice provider.
The partners have agreed that the union and management will use inter-
est-based bargaining for dealing with issues at all levels of the agency.
They have begun an extensive training process designed to reach manage-
ment and union officials at all 1600 SSA offices. They have also started to
develop a cadre of facilitators and trainers who will help labor-management
partners throughout the agency find ways to work together for the benefit of
SSA and its customers.
3
Features:
Accomplishments:
AFGE represents over 50,000 men and women in some 1600 SSA
offices across the nation. In addition to their Master Labor Agreement, the
parties have established Parmership councils at the national, regional, and
local levels which are aimed at improving the operations of the agency and
solving workplace problems.
AFGE and SSA worked together to reengineer SSA's toll-free customer
service line, which is the world's busiest 800 number, taking in over 60
million calls a year. Their efforts have paid big dividends for the
American taxpayer. Dalbar Financial Services, the largest financial
news publisher in North America, recently rated SSA's toll-free line the
best in the world ahead of such service-oriented companies as Federal
Express, LL Bean, Southwest Airlines, Disney, and Nordstrom.
The partners established a Disability Process Redesign Team which
includes six members selected by the union. The Team came up with
new ideas and quality improvements that now enable the agency to han-
dle more claims in less time with fewer employees. This effort has
meant:
· a 245% increase in the number of completed Continuing
Disability Reviews
· a 41% increase in the number of disability hearings
· an 11% reduction in the time it takes to handle a disability claim
· Work systems redesigned in partnership have cut in half the time it
takes to assign a social security number.
In the wake of the bombing of the federal building in Oklahoma City,
which took the lives of sixteen SSA employees, the partners established
a Health and Safety Partnership Committee on Security. A comprehen-
sive plan was developed to make SSA safer and more secure for both
employees and the public.
A joint union-management workgroup developed customer service stan-
dards and courtesy procedures to improve the agency's customer ser-
vice. Other joint workgroups have developed benchmarking standards
and procedures to ensure the integrity of the data collection system.
The partners are jointly redesigning the performance appraisal, promo-
tion, and awards systems.
Since partnership began, the number of unfair labor practice charges
(ULP) filed has decreased by 47% and the number of arbitration cases
has decreased by 52%. The decrease in ULPs alone has saved SSA
over $7 million per year. ·
4
I I
U.S. Department of Housing
and Urban Development (HUD)
AFGE Council 222
Union:
Management:
Beginning:
Training:
Communication:
Features:
Mortimer E Coward, President
AFGE National Council of HUD Locals 222
451 7th St., SW Room 3139
Washington, D.C. 20410
(202) 708-3077 FAX (202) 488-1306
Marl R. Ban-, Special Advisor to the Secretary
for EEO and Labor Relations
Department of Housing and Urban Development
451 7th St., SW Room 3139
Washington, D.C. 20410
(202) 708-3633 FAX (202) 619-8339
Early in 1993, the Secretary of HUD and the union began to hold
monthly meetings and to include the union in special management meet-
ings. The parties agreed to work together in reinventing the Department.
A union/management team visited every field office to speak about the
importance of reinvention and to get workers' ideas. On November 11,
1993, the union and management signed a formal Parmership Agreement.
Union and management partners attended joint training on interest-
based bargaining and decision-making.
In addition to the field visits and union participation in monthly man-
agement meetings, there have been regular nationwide satellite broadcasts
keeping employees informed of reinvention, partnership, budget, reorgani-
zation, and other issues of concern to them. Union representatives are also
involved in joint Town Hall meetings, press conferences, and presentations
to internal and external groups about partnership.
The HUD National Parmership Council consists of 30 members, including
the Union's Executive Board and 15 headquarters and field managers. The
Council meets quarterly but may meet more often if needed. It is jointly chaired
by management and the union. The Parmership Agreement also calls for monthly
meetings of top Department management and union officials with the Secretary of
HUD. The Agreement also encourages the development of local field parmership
councils and authorizes them to develop their own structure and procedures.
After the expiration of the first Parmership Agreement, which had a two-year
terra, the parties signed a new agreement on April 22, 1996 which has no expira-
tion date.
Accomplishment
The partners co-wrote a Final Workplace Conditions Report using over 7,000
suggestions they received. They identified twelve areas for improvement and
seventy-two action items. All but two of these action items have been com-
pleted.
Since parmership, the parties have engaged in ongoing collaboration to trans-
form HUD and implement a "community first" approach to public service.
This collaboration has included a mix of face-to-face meetings, teleconfer-
ences, and negotiations.
During the reorganization, which frequently increases adversarial activities
between labor and management, there has been a decline in the number of
unfair labor practice charges at HUD in comparison to previous years.
The HUD National Parmership Council developed a Parmership Map which
charted out its action plans, including workgroups that involved employees in
solving specific problems.
Joint task forces have tackled such issues as time and attendance and perfor-
mance management. ·
6
U.S. Air Force/Aerospace Guidance and
Metrology Center
AFGE Local 2221
Union:
Management::
Beginning:
Features:
Accomplishments:
Bruce Tolle, President or
David Sheffer, Executive Vice President
AFGE Local 2221
P.O. Box 2292
Heath, OH 43056
(614) 522-7294 FAX (614) 522-7641
John C. Day, Director of Personnel
US Air Force/Aerospace Guidance & Metrology Center
813 Irving-Wick West
Newark, OH 43057-0036
(614) 522-7701 FAX (614) 522-7977
This is an example of a partnership that began to flourish just when the
facility was slated to close. The parties have used the partnership to meet
employee and mission needs during this particularly difficult time.
The mission of the Center will be taken over by a private contractor.
The Partnership has established teams to deal with the unique problems a
closing facility faces, such as helping workers find new jobs and maintain-
ing productivity while the workforce declines. These have included labor-
management teams and self-directed work teams.
The union and the Personnel Department have a new collaborative rela-
tionship. Union representatives have input during the planning stages
of new personnel policies and procedures, rather than just reacting to
completed plans.
Base plans and employee needs are freely shared and discussed by the
Base Commander and the Local President.
In 1994, the Center was selected as a Quality Improvement Prototype
finalist by the Federal Quality Institute.
One of the self-directed work teams received the Hammer Award from
Vice President A1 Gore.
Grievances have declined ~eatly.
The Partnership adopted an alternative dispute resolution proyam that
allows them to be more sensitive and flexible in the stressful environ-
ment of base closure.
7
A union-management Awards Process Action Team revamped the
employee recognition system to better show appreciation for the remain-
ing workers who are having to do more with less.
The Partnership established a Base Employee Awareness and Transition
Team (BEAT), which develops and implements programs to help work-
ers gain the skills and information needed to find good new jobs. BEAT
helped get a $2.75 million JTPA grant to help employees during the
transition. Job search services, training, and computer networks have
been made available to Center employees.
The Partnership established a Peer Advisory Group made up of employ-
ees jointly selected by labor and management to help workers deal with
emotional and financial difficulties.
Productivity and attendance, which usually suffer during a downsizing,
have remained high. ·
III
U.S. Air Force Academy
AFGE Local 1867
Union:
Michael R. Little, President
AFGE Local 1867
9020 Husted Drive
USAF Academy, CO 80840-1502
(719) 333-3213 FAX (719) 472-3216
Management:
Victor C. Andrews, Col., USAF, Vice Superintendent
HQ USAFA/CC
2304 Cadet Drive, Suite 342
USAF Academy, CO 80840-5001
(719) 472-4510 FAX (719) 472-4146
Beginning:
The U.S. Air Force Academy/AFGE Labor-Management Partnership
Council was established in January 1995. Before the Council was estab-
lished, the union and management had an adversarial relationship that
resulted in almost 150 ULPs a year and frustrated employees, the union,
and management because it was so hard to accomplish anything effectively.
Training:
Partnership Council members received training on consensus-based
decision making. Many are now certified mediators with the skills to gath-
er information from both sides of an issue and find common ground. The
USAFA joined with other Defense installations in the area to establish a
regional mediation pool which provides mined, certified mediators to
address formal and informal workplace disputes. The installations pooled
their resources to establish and fund a training workshop for 51 bargaining
unit members and managers interested in becoming mediators. Member
installations can call on a mediator from a different facility to insure neu-
trality. The Partnership Council agreed to use "co-mediation" for bargain-
ing unit members wishing union representation.
Features:
The Partnership Council is made up of top union officials and key man-
agement military and civilian officials. Meetings are held at least quarterly.
The Council is committed to high quality service to the public, removing
barriers to productivity, flexible work processes, open communications,
mutual respect and trust, good faith interest-based bargaining, and integrat-
ing the interests of employees, union, management, and the public.
Accomplishments: ·
The Partnership Council has created an environment in which biue col-
lar, white collar, higher grade, and lower grade employees all feel safe
and comfortable sharing their ideas. Union officials can agree or dis-
agree without fear of reprisal. Power and decision-making is shared.
· The Council developed a goal and a plan to improve opportunities for
internal employees by 10%. They have done this by establishing devel-
opmental positions and helping employees prepare for opportunities to
balance upward mobility and external placements through priority
placement.
· Since the Partnership Council was established, there have been no
unfair labor practice charges.
· Arbitrations have dropped fi'om ten to fifteen a year to zero.
The current contract was negotiated in less than two months compared
to the two years prior contracts required, saving over a quarter of a mil-
lion dollars.
LP Little notes that under the partnership they have developed the fin:st
ever upward mobility pro,am. He believes that parmership works, but it is
a big responsibility. You have to be willing to make hard decisions, to
accept change, and to look for solutions that are best for everyone. ·
10
Detroit, Michigan VA Regional Office
AFGE Local 138
Union:
Management:
Beginning:
Training:
Communication:
Features:
Accomplishments:
Arte Pierce, President
AFGE Local 138
477 Michigan Avenue
Detroit, MI 48226
(313) 226-4513 FAX
(313) 226-2278
Michele S. Blunk, HRM Officer
VA Regional Office
Detroit, MI 48226
(313) 226-4123 FAX (313) 226-5781
The partnership agreement between the Detroit Regional Office and
AFGE Local 138 was signed on August 22, 1994. It was one of the first
local partnership a~eements after the national Department of Veterans
Affairs Partnership Agreement was signed.
Members of the Partnership Council gave training to all employees
about partnership. This included information about Executive Order 12871,
interest based bargaining, and alternative dispute resolution.
The employee newsletter publishes articles about partnership activity,
agency goals, and employee successes. The Director has met with employee
work units to discuss shared goals and the new results-oriented performance
system. Improved communications includes customer input through focus
groups.
In the process of building the framework for the partnership, the parties
changed the existing Quality Council, which oversees the work ~oups and
quality teams in the Regional Office, from an all management committee to
one with equal representation of bargaining unit and non-bargaining unit
members. The Partnership Council oversees recommendations from the
quality work process teams for their impact on employees, agency mission,
and customers.
· The Partnership Council received the Vice President's Hammer Award
in September 1994.
A union-management committee developed a proposal for a perfor-
mance management system that supports reinvention goals of reducing
layers of management and paperwork burdens. The design supports
team building, improves customer service, motivates and recognizes
employees, and eliminates some of the administrative barriers that flus-
trated everyone.
11
· Through partnership, work process teams have reduced reports, file
mail, and work process steps. Claims processing time was reduced
from 20.2 days to 4.6 days.
· The Pannership Council resolves issues involving such things as flex-
itime, overtime, official time, and training in the early stages. As a
result, the parties have been able to avoid disputes. In addition, the
union and management discuss and resolve employee issues more
freely and have avoided formal grievances.
· When a unit's work load was transferred to another office, the Council
agreed to reassign the employees without loss of grade or pay through a
placement and training plan it developed. The affected employees told
the Council they appreciated the open communication, the value placed
on their skills and experience, and the chance to have input into their
own futures. ·
12
I
Naval Air Warfare Center Aircraft Division
Patuxent River, Maryland
AFGE Local 1603
Union:
Management:
Beginning:
Communication:
Training:
Features:
Accomplishments
Hernandez, President
AFGE Local 1603
P.O. Box 2226
Patuxent River, MD 20670
(30~) 342-5436/863-7936 FAX
(301) 863-8712
Ron Young, Delivery Team Leader
Code 730000A Mail Stop 30, Bldg. 463
Naval Air Warfare Center Aircraft Division
22541 Millstone Road
Patuxent River, MD 20670-5304
(301) 342-3591/4801 FAX (301) 342-3113
Prior to partnership, the union and management had a traditional adver-
sarial relationship. They met only twice a year to discuss issues, and the
meetings typically lasted no more than fifteen minutes.
The union publicizes partnership activities at its monthly membership
meetings and in its newsletter. The union also involves as many bargaining
unit members as possible in partnership work and on partnership commit-
tees.
Union and management partners have received training on partnership,
ADR, and interest based grievance handling. They have also received
briefings on the budget process and business practices of the Warfare
Center. The Council created a video which has been used for promoting
partnership at other Naval activities.
The Partnership Council meets twice monthly and includes top facility
management and union representatives. Through partnership, the union is
kept fully involved with Warfare Center plans while they are still in the
planning stages. Management has benefitted from union input and involve-
ment in the design and implementation on all personnel plans. The parties
have been able to avoid the fi-equent confrontations, need for third party
involvement, and exaggerated proposals that characterized their previous
bargaining relationship.
Management's willingness to share information and involve the union
and the union's willingness to work with management have resulted in a
relatively smooth transition during a massive reorganization.
13
Through its involvement on the Partnership Council, the union was able
to maintain the facility's compressed work schedule while meeting
management's need to have certain employees available during core
hours.
The Partnership Council established labor-management teams to design
a new appraisal system and performance appraisal forms.
Through partnership, a new process for mediating ~orievances and ULPs
has been developed.
A labor-management team also designed a grievance processing proce-
dure.
The parties jointly developed a revised instruction on excusing employ-
ees during emergencies.
The partners are developing an interest-based approach to their next
contract negotiations.
Since the establishment of the partnership, no grievances have gone
past the informal stage. Before parmership, almost all of them did. []
14
Department of the Navy
Fleet and Industrial Supply Center,
Oakland, CA
Union:
Management:
Beginning:
Training:
Features:
Accomplishments:
Philip Hines, President
AFGE Local 1533
9325 Murillo Avenue
Oakland, CA 94605
(510) 632-6624 FAX (510) 302-4109
Commander Kaso, Executive Officer
Fleet and Industrial Supply Center
250 Industrial Way
Oakland, CA 94625-5000
(510) 302-5121 FAX (510) 302-5122
The AFGE/Fleet and Industrial Supply Center (FISCO) Labor-
Management Partnership Council (AFGE/FISCO LMPC) has developed
while the base is preparing for closure in 1998.
The partners have received briefings on budget submissions and strate-
gies, site closures, Port of Oakland land transfers, RIF processes, downsiz-
ing efforts, and overall problems facing FISCO over the next few years.
The Partnership Council surveyed the workforce to help develop individual
training plans that met the needs of workers.
AFGE and the International Association of Firefighters attend the week-
ly Department Head meetings and a variety of other informational and deci-
sion-making meetings. The LMPC allows fi'ee exchange of ideas, enabling
the unions to raise, discuss, and resolve issues that would have festered in
the past.
The Partnership Council has addressed issues of employee stress during
the transition, enabling the installation to improve customer service and
productivity during difficult times.
The Council has helped gain JTPA Private Industry Council funding to
help in the retraining needs of employees. In addition, the partnership
helped obtain a counselor who assists workers in their job search and
resume preparation.
The Council has arranged access to job fairs to help employees find
good new jobs.
The Council dealt successfully with the concerns of disabled employees
by providing interpreters to insure that hearing-impaired employees
received the same information as other employees.
15
· The AFGE/FISCO LMPC was awarded the Navy Award of Merit for
Group Achievement for improving communications at all levels.
Even though the Center is facing tough times, LP Hines says that part-
nership does work and he recommends that other AFGE locals get involved
with it. ·
16
Naval Air Station, Lemoore, CA (NASL)
AFGE Local 2111
Union:
Management:
Beginning:
Training:
Communication:
Features:
Nickolas J. Wagner, President
AFGE Local 2111
Naval Air Station
PO Box 1367
Lemoore, CA 93246-5046
(209) 998-4702 FAX (209) 998-3821
Vince Motto, Labor Relations Officer
HRO Civilian Personnel
Naval Air Station
PO Box 1367
Lemoore, CA 93246-5046
(209) 998-3822 FAX (209) 998-3821
NASL has enjoyed a collaborative labor-management relationship for
many years. The unions (AFGE and IAFF) and management began work-
ing on a partnership agreement and setting up a partnership council soon
after they received the Partnership Executive Order in November 1993.
They signed their agreement and officially began their partnership on
February 18, 1994.
Twenty union and twenty management employees were trained by
FMCS in interest based techniques. This helps the Partnership Council and
Process Action Teams do their work. Forty more employees are scheduled
to receive training in the future. Labor and management employees have
been trained in alternative dispute resolution techniques and act as facilita-
tors in the workplace.
When the Partnership Agreement was signed, it was posted for all
employees to see. At the same time, the Council chartered its first Process
Action Team, whose mission was to eliminate time clocks and resolve time-
keeping problems. At a March 7, 1994 meeting, the Commanding Officer
(CO) and the two union presidents officially presented the Partnership
Agreement to all civilian employees. During the meeting, the CO
announced that time clocks were to be eliminated. He told employees that
this was being done as a sign of management's trust and respect, and also as
a way to start partnership off with a real achievement.
The Council is made up of high level management and union officials
and has full authority to make on-the-spot decisions and implement new
concepts without the need for higher level approval. The Council has char-
tered several Partnership Process Action Teams (PPAT), made up of super-
visors and employees, that handle work issues, come up with new ideas,
17
and do the research for Council decisions. Most of the partnership activity
takes place in these PPATs.
Accomplishments: · NASL won the DOD Base Excellence Award for 1994. The success of
their partnership was one of the determining factors in their selection.
NASL established a Performance Appraisal Grievance Panel which
includes three labor and three management representatives. The Panel
hears all performance ~ievances and has the power to fully resolve
them.
A labor-management awards committee meets quarterly to review all
awards.
A FIECA Review Board, formed in 1994, reviews and resolves compen-
sation claims. The Board meets monthly, and since its inception has
saved $276,000.
A PPAT developed criteria for a Top Ten Teams award designed to
increase team spirit and communication. A labor-management commit-
tee makes the selections.
A Performance Appraisal Review PPAT is developing an improved per-
formance appraisal system that more accurately rates individual perfor-
mance, while incorporating team efforts and total quality ideas. ·
18
I
U.S. Department of Labor
AFGE National Council of Field Labor Locals
Union:
Management:
Beginning:
Training:
Communication:
Features:
Jesse Rios, President
U.S. DOL, AFGE NCFLL
230 S. Dearborn Street
Room 468
Chicago, IL 60604
(312) 353-4646 FAX (312) 353-8661
Jerry Lelchook, Director
Employee & Labor Management Relations
US Department of Labor
Frances Perkins Bldg., Room N5470
200 Constitution Ave., NW
Washington, D.C. 20210
(202) 219-6521 FAX (202) 219-8127
After years of adversarial relations, the AFGE National Council of
Field Labor Locals (NCFLL) and the Department of Labor (DOL) began
their partnership relationship before Executive Order 12871 was signed. In
1991, they negotiated their Master Agreement using interest-based bargain-
ing, the first major national agreement in the federal sector to be negotiated
using those techniques. In April 1994, the parties signed a Partnership
Agreement, and on July 6, 1995, they signed a new Agreement establishing
a Partnership Council.
The partners have sponsored six regional two-day workshops on part-
nership for all managers, supervisors, union officials, and stewards. These
workshops used FLRA facilitators. A national labor-management team
jointly developed a training package which will be used for joint training in
the future. In addition, a joint labor-management team developed a training
course on interest-based problem solving that uses union and management
representatives as facilitators.
In addition to the partnership training which helps to open the lines of
communication among AFGE DOL locals nationwide, the Secretary of
Labor and the AFGE Council President issue joint statements and reports to
employees.
The partners believe that the main reason President Clinton issued EO
12871 was to ensure that agencies and their unions work together to rein-
vent government. To achieve this objective, the partners have agreed that
all reinvention activities will be conducted as partnership efforts. The
union is on all reinvention leadership bodies and has representatives work-
ing in the DOL reinvention staff office. The partners share all information
and the union participates with management at reinvention retreats.
19
Accomplishments:
The Partnership Council consists of five union and five management
members and meets quarterly. The meetings are held to coincide with the
national meetings of the parties' Labor-Management Relations Committee.
This committee works in partnership to exchange information, resolve
problems informally, and handle midterm bargaining.
The Partnership Council established labor-management teams which
designed a new organizational model for OSHA, developed an
improved process for getting OSHA violations corrected, created an
outreach proyam for Workers' Compensation claims, and simplified
the Workers' Compensation claims process.
· The partners have resolved several issues that they had fought over for
many years, including travel time, leave restriction, and career ladders.
· The efforts of the partnership have resulted in seven Hmraner awards
for the Labor Department.
· The partners received the National Partnership Council Award for 1995
from Vice-President Gore. ·
20
Bureau of Reclamation, Lower Colorado
Dams (Hoover Dam)
AFGE Local 1978
Union:
Management:
Beginning:
Training:
Features:
Accomplishments:
Maury Muilenburg, President
AFGE Local 1978
P.O. Box 60966
Boulder City, NV 89006
(702) 293-8379 FAX (702) 293-8832
Jim Ulrich, Area Manager
Bureau of Reclamation, Lower Colorado Dams
Facility Office
P.O. Box 60400
Boulder City, NV 89006
(702) 293-8302 FAX (702)293-8297
In the late eighties and early nineties, labor relations at Hoover Dam
was among the worst in the Department of Interior. During 1988-1990,
nearly $1 million was spent on arbitrations, ULPs, lawsuits, and other labor
disputes. A new local union president decided to try to change the adver-
sarial relationship. The Hoover Partnership evolved from there.
The union president got several training classes started that were attend-
ed by both labor and management employees. The classes included inter-
est-based techniques, Partners In Change, and other topics.
The core partnership team is made up of top management and top elect-
ed union officials. It works to move decision-making and problem-solving
to the lowest appropriate levels of the organization. The core team empow-
ers a variety of ad hoc and standing teams to deal with a full spectrum of
workplace issues.
Since 1992, there have been no unfair labor practice charges and all
~ievances have been resolved without arbitration.
The organization has moved to a team environment, including cross-
functional teams that are responsible for whole processes.
Management layers have been reduced from fifty-four supervisors in
five layers, to seventeen in a single layer.
Managers and coaches operate in a collaborative and supportive way to
facilitate the work.
21
The organization has brought in customers to play an active role in the
planning process, and help insure customer- oriented results. ·
22
San Antonio Air Force Logistics Center
AFGE Local 1617
Union:
Management:
Beginning:
Training:
Communication:
Features:
Jesse Salcedo, President
AFGE Local 1617
3311 Roselawn
San Antonio, TX 78226
(210) 432-2001 FAX (210) 432-2044
Major General James Childress, Commander
San Antonio Air Logistics Center
Air Force Materiel Command
SA~ALC/CC, 100 Moorman Road, Suite 1, Kelly AFB
San Antonio, TX 78241-5808
(210) 925-6914 FAX (210) 925-9928
Union and management had a turbulent relationship for years. They
typically filed close to 200 ULPs, 400 ~m-ievances, and 100 arbitrations a
year. When Executive Order 12871 was issued, the parties began to try to
cooperate with each other. Their f~rst few months of partnership brought
modest improvements. Then, in April 1994, labor and management attend-
ed a parmership seminar conducted by FLRA General Counsel, Joseph
Swerdzewski, which led to a joint partnership training session with Mr.
Swerdzewski in June 1994. Out of that session came the parties' joint reso-
lution with eight shared goals.
In addition to partnership training, one of the eight shared goals was to
educate AFGE Local 1617 on the business aspects of the Air Logistics
Center. Union officials and designees were trained in such areas as finan-
cial management, funding, workloading, corporate structure, and manpower
and personnel processes. Briefings in individual directorates were given to
union officers and area stewards.
The Commander holds frequent meetings and briefings for employees
on the state of the ALC. Union representatives attend most management
meetings, including regular working luncheons where issues of interest to
the workforce are addressed. Likewise, the union has invited the
Commander and other senior managers to address union meetings and
attend other union functions.
The Partnership Council includes three union and three management
members. In addition, the Labor Relations Officer is a non-voting member
of the Council. The Council is empowered to make decisions and meets
formally four times a year. In June 1995, the installation was added to the
BRAC Closure/Realignment list. Partnership efforts now focus on the
needs of employees as the installation shuts down.
23
Accomplishments:
Through partnership, the union's role in safety inspections, training and
environmental issues has greatly increased. Since the partnership began,
the number of injuries and lost days has been reduced by more than fifty
percent.
The partners jointly set a goal of reducing the hourly labor rate fi-om
$62.00 to $54.00. Through education, employee participation, and qual-
ity techniques, the rate has been brought down to $57.00 so far.
Union and management implemented a Team Based Performance Award
Program that was jointly designed without formal negotiations. A
process for supervisors and managers to receive feedback from their
subordinates has also been implemented.
A labor-management work team took on the issue of customer service.
They completed a customer survey and developed training programs, a
telephone etiquette book, a directory for customers, and other improve-
ments based on customer feedback.
The parties developed an alternative dispute resolution process that has a
success rate of about 90%. Formal grievances have declined by about
95% and ULP filings by 90%.
Vice-President A1 Gore presented the union and management with an
Honorable Mention Citation fi'om the National Partnership Council
(NPC) as part of the 1995 NPC Partnership Awards. n
24
U.S. Immigration and Naturalization
Service (INS), San Diego District
AFGE Local 2805
Union'
Michael Magee, President
AFGE Local 2805
880 Front Street, Suite 1234
San Diego, CA 92101-8834
(619) 449-4766 and FAX (619) 449-4766
Management:
Mark K. Reed, District Director
U.S. Immi~ation and Naturalization Service
880 Front Street, Suite 1234
San Diego, CA 92101-8834
(619) 557-5645 FAX (619) 557-5509
Beginning'
Training:
INS management and the union began their partnership council in 1995
with the signing of a Partnership Resolution Agreement. The arrival earlier
in the year of a new District Director helped to usher in a period of ~owing
trust and greater involvement.
The Local President and the District Director attended a Partnership
Workshop in which they developed an a~eement regarding the steps to
take to achieve partnership.
Communication'
Features:
Accom p I is h ments:
The Local President and the District Director have regular communica-
tion. There is labor representation now at the weekly executive staff meet-
ings, the monthly general staff meetings, and the District planning meet-
ings. The Director has established an open door policy and set up comment
boxes for employee input.
The Partnership Council meets quarterly. It is comprised of 18 mem-
bers. In addition, Partnership Committees to handle local issues have been
established. These committees meet monthly or as needed and include a
union and management representative and those employees needed to con-
duct business. The committees range from 4 to 10 members as determined
by the union and management representatives. Decisions are made by con-
sensus and there are provisions in place to deal with issues between
Partnership Council meetings and to handle issues that impact the collective
bargaining a~eement.
The Partnership developed a process calling for two inspectors in a
booth when traffic levels are high. This allows for thorough scrutiny
with less disruption.
Overtime and details have been more equitably distributed.
25
Partnership involvement in Operation Gatekeeper Phase II helped result
in the apprehension of more than 11,000 persons attempting to enter the
country fraudulently.
The Partnership has had both a formative and an operational role in a
number of initiatives including the Employment Verification Pilot, the
Designated Commuter Lane, enforcement and traffic management initia-
tives at all five San Diego District ports of entry, and the Citizenship
USA project which culminated in the naturalization of more than 8,000
new citizens on Flag Day, 1996.
In order to help spread partnership ideals, the Partnership has included
"Promote the District Partnership" as part of the district's list of priori-
ties. The other six on the list were set by INS headquarters. In addition,
"Promote the District Partnership" was made one of the FY 1996
District goals by which program managers are evaluated.
Because of the changed relationship and the greater opportunity for
informal settlement, 7 grievances slated for arbitration and 3 unfair
labor practice complaints were withdrawn. ·
26
Department of Veterans Affairs Medical Center,
Des Moines, IA
AFGE Local 1228
Union:
Ralph Noel, President
AFGE Local 1228
c/o VA Medical Center
3600 30th Street
Des Moines, IA 50310
(515) 271-5879 FAX (515) 271-5862
Management:
Wanda L. Jordan, Associate Director
VA Medical Center
3600 30th Street
Des Moines, IA 50310
(515) 271-5850 FAX (515) 271-5862
Beginning:
Although management and AFGE (along with the Iowa Nurses
Association) signed an official partnership a~eement in 1994, their parmer-
ship relationship actually began in the mid 1980s. Over the years the par-
ties have developed the concept of shared responsibility for problem resolu-
tion.
Training:
Features:
Accomplishments:
Labor and management representatives attended a two-day training ses-
sion by FMCS on Executive Order 12871, team-building, and alternative
dispute resolution.
The Partnership has encouraged employee groups to take a more active
role in directing and defining their roles and their tasks. Out of this has
come self-directed work teams which are responsible for timekeeping, leave
approval, performance standards and evaluation, hiring, cross training, and
work distribution, all without a supervisor.
The number of grievances filed has declined to almost zero out of a
workforce of over 700 employees.
Clerks in the outpatient clinics organized into a team to improve the
processing of patients. They reduced the time patients spend checking
in and out by more than fifty percent.
Partnership has increased communication and information sharing. This
has resulted in higher employee morale, increased productivity, and a
greater willingness on everyone's part to try new and innovative ways
of doing business.
Employees were involved with the design of a facility-wide dress code,
including a uniform policy a~eed to by the Center's nurses.
27
Employees, including doctors and nurses, helped develop a policy
allowing patients to use parking places that are closest to the Medical
Center entrance. This is part of their shared efforts to improve service
and convenience for the patients and their families.
· The Center has been able to reduce the number of supervisory positions
from 94 to 71 due to the partnership relationship.
AFGE Local 1228 president and the Center Director appeared at the
national Federal Executive Institute to share their experiences with part-
nership and pass along their belief in the importance of partnerships in
achieving the mission of an organization.
Vice-President A1 Gore presented the partnership with an Honorable
Mention Citation from the National Partnership Council as part of the
1995 NPC Partnership Awards.
LP Noel says parmership has worked well for their local and is some-
thing that should have been done years ago. ·
28
U.S. Department of Education
AFGE Council 252
Union:
Management:
Beginning:
Training:
Communication:
Features:
Jim Williams, Chief Shop Steward
AFGE Council 252
PO Box 1042
Atlanta, GA 30301
(404) 730-2855, FAX (404) 730-2854
James Keenan, Director of Labor Relations Group
U.S. Department of Education
400 Maryland Ave, SW
Washin,on, D.C. 20202
(202) 401-3932
Union and management began to talk about partnership in November
1993, right after Executive Order 12871 was issued. The official
Partnership Council charter was signed in June 1994.
In February 1994, representatives of both parties participated in a three-
day retreat facilitated by the FMCS. The retreat helped union and manage-
ment focus on where they wanted to go rather than where they had been.
This was followed by training for partnership councils in the field. The
parmership has also sponsored training for labor relations staff in facilita-
tion and interest-based problem solving skills.
The Department has set up a bulletin board on its local area network
(LAN) for messages and information related to partnership. Several field
partnership councils have done the same. The Department provided copies
of its partnership policy to all employees.
Features:The departmentwide partnership council has six management
and six union representatives. All decisions are made by consensus. So far,
the council has been able to reach a decision on every issue. In order to
push partnership down to the lowest levels, the agency now requires each of
its principle offices to have partnership councils or at least a signed partner-
ship a~eement.
The department Council is now working on changing the day-to-day
working relationship among frontline supervisors, workers, and union repre-
sentatives.
The union and management partners have identified three main keys to
success:
1) The union should be included in the earliest stages of decision-making,
especially on such issues as restructuring and downsizing.
29
Accomplishments:
2)
3)
Local offices should be encouraged to develop partnership relation-
ships. Said one Council member, "It doesn't matter if the top union
and agency officials get along well if cooperation doesn't occur at
lower levels of the organization."
Union and management partners should share the responsibility for
meeting agency goals.
The use of alternative dispute resolution methods and a commitment to
problem-solving have dramatically reduced the number of ULPs and
grievances.
Union members are included on the senior leadership teams and the
Reinvention Coordinating Council. This gives the agency access to
valuable union input and reduces suspicion and hostility to change.
Communication between employees and supervisors has improved as
employees have become more informed and more involved in decision-
making. ·
3O
Tobyhanna Army Depot
AFGE Local 1647
Union:
Management:
Beginning:
Communication:
Features:
Accomplish ments:
Robert R. Doyle, President
AFGE Local 1647
Tobyhanna Army Depot
11 Hap Arnold Blvd.
Tobyhanna, PA 18466-5035
(717) 895-7789 FAX (7~7) 894-8621
Lou Refice, Chief, Management and Employee Relations Division
Tobyhanna Army Depot
11 Hap Arnold Blvd.
Tobyhanna, PA 18466-5035
(717) 895-7153 FAX (717) 895-7810
Tobyhanna Army Depot union and management have had a good rela-
tionship over the years. They formed a Labor-Management Committee in
1985 and established their Labor-Management Partnership Council (LMPC)
in June 1994.
Partnership Council minutes are published in the Depot newspaper. The
Commander and I_x>cal President each have a regular column in the newspa-
per. The Local President meets regularly with the Commander and attends
regular staff meetings with the directors. The local has a representative on
all employee involvement teams.
The Council is made up of the Commander and other senior level man-
agers and four senior union officials, including the Local President. Four
additional positions are filled by labor and management representatives for
a specific time to help communications between the Council and the work-
force. The LMPC is empowered to work on common objectives, discuss
critical issues, make consensus decisions on those issues, and direct imple-
mentation of their decisions. The Council has been able to get employees
to participate in decision-making through employee involvement teams
which take on problems and recommend solutions to the LMPC.
· The Depot's labor-management program won the Pennsylvania
Governor's Award for Labor-Management Cooperation in 1992. The
Depot was selected in 1995 as an Army Community of Excellence,.
which carries a $200,000 prize to be used for quality of work life
improvements. The Greater Wilkes- Barre Area Labor Management
Council presented an award to the depot for Outstanding Cooperation,
Achievement, and Productivity.
· The LMPC approved the Depot's strategic and business plans, devel-
oped a new incentive awards program, and revamped the facility's heat-
ing system.
31
The LMPC implemented a Quality Bill of Rights (QBR) Hotline to
improve customer service. The QBR exemplifies the employee's right
to be heard, to challenge business as usual, to place quality before pro-
duction, and to expect all levels of the Depot to commit to quality.
Through the LMPC's customer service focus, several changes have
been made. Depot employees are trained in customer service tech-
niques. A 24-hour customer assistance hotline has been set up and a
single point of contact designated for each project.
Customer service data such as customer complaints are logged into a
database to aid in taking corrective action and to better identify prob-
lems and track progress.
The positive labor-management relationship has enabled the Depot to
attain the highest productive labor yield of any DOD maintenance
depot.
Since 1988, no grievances have advanced to the arbitration stage, nei-
ther side has filed a formal unfair labor practice charge, and the Depot
has never required the assistance of the Federal Service Impasses Panel
to resolve bargaining conflicts.
Vice-President A1 Gore presented the union and management partners
with an Honorable Mention Citation from the National Partnership
Council as part of the 1995 NPC Partnership Awards.
LP Doyle says, "There was a period of time when things got bad. With
some one-on-one discussions between the Commander and me, everything
was back on track. Today, we are proud to be setting up our third partner-
ship council. The fn'st partnership council formed with our local union was
with Tobyhanna, the second with DLA [the agency], and we're now setting
up a third with Tobyhanna and DLA." ·
32
Veterans Affairs Palo Alto Health Care
System
AFGE Local 2110
AFGE Local 1620
Union:
Management:
Beginning:
Training:
Communication:
Features:
Bruce Chorjel, President
AFGE Local 2110
3801 Miranda Avenue
Palo Alto, CA 94304
(415) 493-8188 FAX (415) 493-8814
Glenn Endsley, Chief of Personnel
VA Palo Alto Health Care System
3801 Miranda Avenue
Palo Alto, CA 94304
(415) 493-5000 Ext. 65515 FAX (415) 852-3318
AFGE Local 2110 and the VA Medical Center, Palo Alto, entered into a
parmership agreement on July 15, 1994. A short time later, it became clear
that the VAMC Palo Alto and the VAMC in Livermore, California, which is
represented by AFGE Local 1620, would be integrated into one health care
facility under one management structure. Management from Palo Alto and
Livermore, and Locals 2110 and 1620 met and entered into a joint partner-
ship agreement on September 12, 1994.
The Partnership Council developed a two-day training workshop for
both union and management staff. The workshop communicates the part-
nership philosophy and provides participants with the tools needed for a
successful relationship. The Council is well on the way to reaching its goal
of training all union and management staff in partnership.
Council members attend town meetings at the various work sites to
keep employees informed and involved in workplace issues, answer ques-
tions, and deal with the many rumors that accompanied the integration of
the two facilities. Council members are also available for one-on-one dis-
cussions with concerned employees.
The Partnership Council is made up of five management members and
five members from the two AFGE locals. The Council encompasses a -
workforce of approximately 4200 employees located at three sites in Palo
Alto, Menlo Park, and Livermore, two satellite outpatient clinics in San
Jose, and one in Monterey.
33
Accomplishments: .
we
The Partnership Council was asked to work with each department in the
new health care system to design a more effective structure for deliver-
ing quality care. Each of the department heads met with the
Partnership Council to jointly develop the new organizational charts.
By working together, the parties were able to eliminate positions and
save over 10 million dollars.
The Director asked the Council to work with department heads to
achieve the National Performance Review goal of a supervisory ratio of
one to fifteen employees or better. To date, twenty-four out of thirty-
eight departments have improved and some have exceeded this goal.
Since the parmership began, the parties have not found it necessary to
take any grievances or unfair labor practice charges to a third party for
resolution.
Vice-President AI Gore presented the union and management partners
with an Honorable Mention Citation from the National Partnership
Council as part of the 1995 NPC Partnership Awards.
Chief Steward Sandi Porter notes, "We still have our disagreements but
have learned to disagree in a positive way." ·
34
U.S. Army Armor Center and Fort Knox
AFGE Local 2302
Union:
Management:
Beginning:
Training:
Communication:
Features:
Arthur "Dale" Cox, Jr., President
AFGE Local 2302
PO Box 37
Fort Knox, KY 40121
(502) 624-4624 FAX (502) 624-2302
Mike Brown, Management Employee Relations
CPO Building 2200
Fort Knox, KY 40121
(502) 624-2447
After Executive Order 12871 was signed, the Center waited for instruc-
tions on how to proceed. When it appeared that they weren't going to
receive any, a team of labor and management representatives "locked them-
selves in a room to figure out what to do." The partnership got its formal
start when the Commander signed a proclamation creating the parmership
and giving it wide latitude. The partners believe it is best to get started, not
wait for instructions from above.
Council members were jointly trained in team building skills by the
local community college. FMCS trained them in interest-based bargaining
and OPM worked with them on alternative dispute resolution techniques.
Center experts train Council members on technical issues such as budgeting
as the need arises. The Council itself has helped train others by making
presentations at Fort Belvoir, VA, a Senior Management Course at
Lancaster, PA, Kent State College, and at the Civilian Personnel, EEO, and
Judge Advocate General International Seminar.
The Partnership publicizes its actions at union meetings, management
meetings, in the union and Center newsletters and in the local newspaper.
The Council also holds monthly partnership luncheons where speakers talk
about their activities. The partners feel that if they could do it all over, they
would start communicating with the workplace earlier. They are looking
into establishing lower level councils and merging them with the Total
Quality Management Pro,am. They believe this will increase communica-
tion as employees will be more involved and empowered in the workplace.
The Council consists of seven members: the Local President and two
other union representatives, management's chief negotiator and two other
management officers, and the Civilian Personnel Officer who chairs the
Council. The Council is empowered to make decisions through consensus.
35
Accomplishments:
The partners hold weekly meetings, whether they have a specific
issue to address or not. As the members became more comfortable with
each other and with partnership, they felt more comfortable delegating
some of their work to subgroups to deal with such issues as employee
awards, a new evaluation system, merit promotion, and fact-finding facili-
tators for their ADR program.
· The Council implemented a smoking policy, a new ADR program, and
an employee awards program.
The partners negotiated their new contract in record time using interest-
based techniques -- 71 articles were negotiated in nine days. The pre-
vious contract took nine months. Issues that the parties fought over in
past negotiations were given to subgroups to study and make recom-
mendations.
The Council sent out a survey to establish a baseline of attitudes before
partnership. Seventy percent responded to the survey. The partners
will conduct random sampling to assess the partnership's success.
· The number of unfair labor practice charges dropped from over 200 in
1988 and 66 in 1991 to 8 in 1993 and 6 in 1994.
· 300 employees were successfully placed in other position during a RIF
in 1992.
According to LP Cox, "We still have our disagreements, but it's so
much better than doing business the old way. The relationship is worth the
investment of time. It has been a very interesting and rewarding experi-
ence." ·
36
Army Garrison Fort McCoy, Wisconsin
AFGE Local 1882
Union:
Management:
Beginning:
Training:
Communication:
Features:
Mark Gibson, President
AFGE Local 1882
2105 S 8th Ave
Fort McCoy, WI 54656-5154
(608) 269-4922 FAX (608) 269-4193
A1 Fournier, Executive Officer
100 E. Headquarters Road
Fort McCoy, WI 54656
(608) 388-3705 FAX (608) 388-4168
In 1992 the installation began a total quality management program
called Total Army Quality (TAQ). They developed a steering committee
with labor and management members. This became the foundation for
today's Partnership Council.
The Human Resource Management Department provided training in
interpersonal relationships, conflict resolution, alternative dispute resolu-
tion, and effective meeting skills. A private f'm'n provided labor relations
training, including a course called "Building Productive Labor Management
Relationships," which the partners found especially helpful. The FLRA
also gave a two-day training session for the partners. Senior managers
received advanced training at the Army Personnel Management Center in
Lancaster, PA. Installation-wide training included the AFGE Partnership
videotape, lectures, case studies, and the history of labor relations. The
TAQ program trains employees in facilitation skills, empowerment, and
management styles.
The Partnership Council publishes its minutes and publicizes its activi-
ties through bulletin board notices, the installation newspaper, discussions at
staff and union meetings, and the personnel office's quarterly bulletin.
Employee involvement in the TAQ program, with its labor-management
steering committee and frontline Process Action Teams (PAT), also helps
keep employees informed of partnership progress.
The partnership is structured in two tiers. Tier I is the executive level,
where decisions are made for the Garrison. It is made up of six union and
six management members. They include the executive officer, pers6nnel
officer, the comptroller, the director of engineering, and a representative
from each of the Garrison's tenants, the Equipment Concentrate Site and the
Army Reserve Readiness Center. Union members include the AFGE Local
President, the First and Second Vice Presidents, and two area stewards who
are chosen by the other stewards. The Council makes binding decisions by
consensus with no additional review required.
37
Tier II councils are department specific, e.g., logistics, engineering, etc.,
and include equal numbers of union members and first line supervisors.
Accomplishments: · of 400 complaints each year, only about 12 result in formal grievances.
The last arbitration was over five years ago.
The Council developed an outplacement proHam for downsized
Defense Finance Accounting Service employees and successfully placed
80 workers.
The Council developed policies on flextime, smoking, and alcohol test-
ing.
The Council worked on the abolishment of personnel regulations and a
def'mition of customer service standards.
· The 1994 contract negotiations took only 40 hours using interest-based
techniques. The tenant organizations were included for the first time.
The union is involved at installation functions, which is a visible sign to
employees of the respect and pride labor and management partners have
in their relationship.
LP Gibson says, "Partnership is not without its bumps and bruises, but
we have been very successful. Membership has increased and employee
morale is very high. Grievances are still filed, but they are down to less
than 12 formal ~ievances a year. I can remember filing 12 in one day
before partnership." ·
38
General Services Administration (GSA)
Mid-Atlantic Region
AFGE Local 2041
Union:
Mark Dooley, President
AFGE Local 2041
1900 River Road
Burlington, NJ 08016
(609) 499-8791 FAX (609) 499-8955
Management:
Beginning:
Training:
Communication:
Features:
Accomplishments:
Paul Christolini, Regional Director
GSA, Mid-Atlantic Region
Wanamaker Building
100 Penn Square East
Philadelphia, PA 19107
(215) 656-5501 FAX (215) 656-5505
The Mid-Atlantic Region was designated as a GSA reinvention lab,
which gave it a greater ability to implement decisions made by labor and
management. In addition, the visible support of the Regional Administrator
helped get partnership off the ground and ensured the cooperation of man-
agement officials.
The partnership used the FMCS's Relationships-By-Objectives (RBO)
program to help it identify problems and solutions.
Because the Council represents a workforce that spans several states, it
holds meetings at different locations to involve more people. This also
helps dispel any misunderstanding by union members that the partnership
isn't doing real work or has "sold out" to management. The Council uses
bulletin boards, E-mail, meetings, special events, a "Partnership Update"
that appears as needed, and is looking into a newsletter and information
kiosks to spread the word about partnership activities.
In the beginning, the Council handled most issues on its own. As part-
nership activities increased, labor-management teams were empowered to
handle issues under the direction of the Partnership Council. The partners
share information and discuss issues before decisions are made. Partnership
has enabled the parties to have direct contact with each other, rather than
talking only through personnel or labor relations specialists.
Thirty five grievances, most of them long-standing, were resolved at the
local level after partnership.
The Buffington site received the FMCS District Director's Certificate of
Recognition for Accomplishment in Labor Management Cooperation.
This award has been issued only four times since 1987 and only once to
a federal installation.
39
The Council established a Rumor Control Committee, which publishes
accurate information to counter the negative impact of false workplace
rumors.
The Council has developed employee recognition and alternative work
schedule programs.
The Council was instrumental in getting the entire workforce involved
in off-site mission-related activities, overcoming a perception that such
activities were reserved for managers only.
LP Dooley says, "Everything is not 'hunky-dory,' but we are still work-
ing together. With all the things going on now, like downsizing, it's not
always pleasant. However, information is flowing and we're talking." []
4o
NASA, Kennedy Space Center, Florida
AFGE Local 2498
Union:
Management:
Beginning:
Training:
Communication:
Features:
Accomplishments:
Sandra Rayner, President
AFGE Local 2498
PO Box 21021
Kennedy Space Center, FL 32815
(407) 8674540 FAX (407) 867-1458
Kenny Aguiliar, Labor Relations Officer
PO Box 21021
Kennedy Space Cente[ FL 32815
(407) 867-3364
Efforts to form a partnership began shortly after Executive Order 12871
was signed. The union and management signed a Partnership Charter in
October 1994. Prior to the development of the Partnership Council, the
parties enjoyed a positive but traditional relationship.
The partners took a two-day course with FMCS which culminated in the
Partnership Charter. The training included partnership development, inter-
est-based bargaining, and problem-solving techniques. Under the Center's
Continuous Improvement Program, the general workforce has received
training in facilitation, meeting skills, conflict management, and consensus
decisionmaking.
Management and the union distribute the minutes of Council meetings.
The Center's newsletter features parmership activities. The Council uses
luncheons and presentations to communicate partnership endeavors. The
union is developing a logo to represent the Council.
The Partnership Council includes four representatives from manage-
ment, four from the union, a non-voting facilitator/recorder, and five alter-
nate members. Agency management members include the Director of
Safety, Reliability and Quality Assurance, two high level managers from
budget and payroll, and the Deputy Chief of PersonneVLabor Relations.
Union members include the Local President and three other members. The
Council meets at least once a month and makes its decisions based on con-
sensus.
The Council has worked jointly on reorganization planning and a buy-
out and outplacement program.
The partners have revised the performance appraisal system.
The general workforce received labor relations training developed by
the Council.
41
The contract is due to be renegotiated. Since partnership, the parties
have realized that some parts of the contract represent the old relation-
ship and are no longer relevant. They are working on a different form
for the contract.
The Council is working on the issue of supervisor to employee ratios.
The partnership is working on establishing a partnership at the head-
quarters level.
The partners believe they have overcome the barriers of the traditional
model of labor-management relations, especially the lack of trust and
the reluctance to share information. ·
42
Union:
Management:
Beginning:
Training:
Communication:
Features:
NASA Lewis Research Center,
Cleveland, Ohio
AFGE Local 2182
Larry Kalb, President
AFGE Local 2182
NASA Lewis Research Center, MS 15-9
21000 Brookpark Road
Cleveland, OH 44135
(216) 433-5556 FAX (216) 433-8299, or
Don Striebing, Chief Steward
AFGE Local 2182
Gwen Davis
Head of Program & Policy Office
NASA Lewis Research Center, MS500-314
21000 Brookpark Road
Cleveland, OH 44135
(216) 433-2504 FAX (216) 433-8701
In 1986, NASA Lewis Research Center (NLRC) established a union-
management committee (UMC) to renegotiate the contract. This committee
embodied the goals and values of partnership and has become the parmer-
ship entity under the Executive Order. The parties were satisfied with the
contract provisions for the UMC and did not develop a separate partnership
agreement.
The Center began a quality circle program in the 1980's which included
training. After the establishment of the UMC in 1986, the training started
to cover partnership issues. Since then, the Committee has participated in
teambuilding and group dynamics training, and tries to conduct and/or
attend training annually on different topics. The UMC attended FLRA and
FMCS mining, but felt the courses were not advanced enough.
The UMC uses E-mail, the Center's newsletter, and publication of its
minutes to communicate with employees.
The UMC includes four division level managers and four of the highest
ranking union officials. A division secretary is the recorder and a labor
relations specialist moderates the meetings. One union steward and one
first line supervisor rotate participation every three months. The UMC
meets at least monthly, but more often if needed. Another union, the
International Federation of Professional and Technical Engineers, currently
has a partnership relationship separate from the UMC. Talks are underway
to create a Center-wide partnership including both unions.
43
Accomplishments: ·
The UMC has developed policies on employee assistance, smoking,
asbestos, and flexible work schedules.
The UMC has successfully dealt with issues involving credit hours for
wage grade employees, overtime, and toolbox replacement.
The UMC has developed a Competitive Placement Plan.
Disputes are now resolved at the lowest level, and relatively few reach
the UMC for resolution. ·
U.S. Merchant Marine Academy,
Kings Point, NeWl Ork
AFGE Local 21
Union:
Management:
Beginning:
Training:
Communication:
Features:
Frank Ferguson, President
AFGE Local 2116
U.S. Merchant Marine Academy
Steamboat Road
Kings Point, NY 11024
(516) 483-3207
Captain James Armston
U.S. Merchant Marine Academy (USMMA)
Steamboat Road
Kings Point, NY 11024
(516) 773-5536
The USMMA and AFGE began working on their partnership shortly
after the Executive Order was signed. They had their first partnership meet-
ing April 14, 1994 and signed their Partnership Resolution on May 9, 1994.
Labor-management relations were adversarial in the past, which created a
challenge for the new partnership. Council members feel that outside facili-
tation was key in their ability to move beyotid old realities and develop new
relationships.
The partners used the facilitation resources of the FMCS. They believe
that outside facilitation is vital to success in the early stages. Council mem-
bers and twenty other employees received two and a half days of facilitation
training. Two Council members went to ADR training in Lancaster, PA,
and several members attended an Agency retreat on total quality. The
Council is addressing the additional training.needs of their parmership.
The Partnership Council communicates its efforts through union meet-
ings, management meetings, and word of mouth. In addition, Council
members agreed to have the decisions they reach reviewed by higher man-
agement and the local union membership. This keeps the workforce aware
of and involved with the Partnership.
The Partnership Council consists of three management members and
three members of each of the two AFGE bargaining units in the installation.
In addition, an AFGE District 2 representative and a Rear Admiral partici-
pate on the Council. The Council meets monthly and uses consensus to
reach decisions. They are working to define long and short term projects
for the Council to do, including communication mechanisms, upward
mobility in hiring practices, environmental concerns, and evaluation and
reward systems.
45
Accomplishments: ·
The Council believes it's still in the early stages of development and is
concentrating its efforts on improving and building the labor-manage-
ment relationship.
Council members have been able to mutually a~ee on several projects
for Council action.
Labor and management Council members participated in an employee
and labor relations seminar together.
The parties share pre-decisional information.
The labor-management relationship has changed from adversarial to one
of ~owing respect and trust. ·
46
Department of Veterans Affairs Medical
Center, Knoxville, Iowa
AFGE Local 1226
Union:
Thomas E. Collins, President
AFGE Local 1226
PO Box 617
Knoxville, IA 50138
(515) 842-6022 FAX (515) 828~5137
Management:
Beginning:
Training:
Linda Wheeler, Labor Relations Specialist
VA Medical Center
Knoxville, IA 50138
(515) 828-5087
Labor and management began to work together in 1992 on their Quality
Leadership Council (QLC) which oversaw the total quality management
(TQM) program. The parties signed a Partnership Agreement in May 1994.
Several members of the QLC also sit on the Partnership Council. Council
members feel that Executive Order 12871 and the partnership that grew
from it are the natural next step for the TQM program they worked on
together.
The partners attended a one-day session with FMCS in which they
assessed their relationship. They followed up with another all-day session
for union officials, managers, and supervisors on labor-management rela-
tions, grievances, arbitration, alternative dispute resolution, and active lis-
tening techniques. Council members have been trained on technical issues
such as the budget, strategic quality training, and self-directed teams.
Communication:
Features:
Accomplishments: ·
The Partnership Council publicizes its activities through E-mail, meet-
ing minutes, bulletin board notices, and the Center's monthly newsletter. In
addition, the Local President now participates in the Center's executive
level briefings.
The Partnership Council has seven union and seven management mem-
bers. They include the Associate Director, department heads, the
Administrative Assistant to the Chief of Staff, and the entire AFGE Local
Executive Committee. The Council is an advisory body that makes recom-
mendations to the Director. So far, all Council recommendations have been
approved. Council activities are handled by Council members or by sub-
groups. The Council invites other groups to make presentations or provide
additional information on an issue it is studying.
The Council resolved conflicts between their local TQM program and
national level requirements.
47
The Council developed an AIDS in the workplace training plan, a new
parking policy, a Family Friendly Leave Act pro,am, and a downsizing
policy.
· The Partners dealt successfully with the non-negotiability of profession-
al standards for nurses employed under title 38.
· Decisions are better and easier to implement due to the union's involve-
ment in the decision-making process.
· The use of formal methods of dispute resolution has been reduced.
· Pre-decisional information is shared.
LP Collins says that their partnership is going really well since they
entered into their a~eement in May 1994. He absolutely would recommend
partnership to other locals. ·
48
Department of Veterans Affairs Medical
Center, Louisville, KY
AFGE Local 1133
Union:
Management:
Beginning:
Training:
Features:
Accomplishments: ·
Perry Woolridge, President
AFGE Local 1133
VAMC
800 Zorn Ave.
Louisville, KY 40206
(502) 894-6919 FAX (502) 894-6105
Randy Loomis, Associate Director
VAMC
800 Zorn Ave.
Louisville, KY 40206
(502) 895-3401 Ext. 5507
The union and management signed 'their Parmership Charter in
February, 1995 to symbolize their commitment to working together and
sharing responsibility and accountability.
The Partnership Council is committed to the concept of joint training
for the partners.
The Partnership Council is made up of four management and five union
members. The Council participates in Center strategic planning sessions,
committee meetings, special events, and Medical Center activities.
The Council used an interest-based, quality-focused approach to nursing
issues rather than the old top-down approach. Partnership Council
members developed and successfully accomplished three main objec-
tives: increasing available hours for patient care, enhancing flexibility
in nursing assignments, and improving the cost-effectiveness of nursing
services.
The Council laid the groundwork for the integration of Psychiatry and
Psychology Services into the Mental Health Behavioral Sciences
Service. This effort was done to advance a multidisciplinary, team
approach to mental health care.
The Partnership Council helped coordinate and support a proposal to
relocate outpatient mental health services. They are now located in a
new, state-of-the-art community based facility that is easily accessible
to the Center's customers.
The relationship between labor and management has changed from
adversarial to one of trust, respect, and open communication.
49
· There has been a significant decrease in the number of g-rievances filed
since the Partnership Council began in 1995.
LP Woolridge says, "I have never seen anything work so well as part-
nership. There are no locked doors. No meetings take place without the
Local being involved." He adds that when problems do arise, they are han-
dled informally rather than by filing charges. ·
5O
Ohio Army and Air National Guard
AFGE Local 3970
Union:
Management:
Beginning:
Training:
Communication:
Features:
Ronald J. Liwo, President
AFGE Local 3970
302 Raymond St.
Walbridge, OH 43465
(419) 868-4083 or 8684153
FAX (419) 666-3362
Col. Ronald G. Young
Ohio Army and Air National Guard
2825 W. Dublin Granville Road
Columbus, OH 43235-2789
(614) 889-7985 FAX (614) 889-7052
The union and management started thinking about partnership when the
report of the National Performance Review (NPR) was published in
September 1993, followed by Executive Order 12871 in October 1993.
Throughout much of 1994, labor and management talked cautiously about
parmership. Then, in October 1994, management and union representatives
met with FMCS mediators for a day of partnership discussion. They
formed a team of eight members who met and used interest-based processes
to develop a mission statement, goals, and objectives for partnership. They
came back to the group with a proposal for partnership principles which the
larger group developed into their "Charter Agreement for Partnership."
Twenty-two labor and management representatives attended a three-day
FMCS training session on partnership principles and skills. The
Partnership followed up with one-day FMCS regional training sessions for
each of the local facilities.
The partners put out a joint publication to all management and unit
employees that highlights successes, discusses problems and growing pains
and covers other issues of interest. They conducted partnership orientation
at each local facility to encourage the development of local partnerships.
Members of the Partnership Executive Council have now started to travel to
other local partnerships to share information, offer assistance, and answer
questions.
The Partnership Executive Council consists of twelve members, includ-
ing the Adjutant General, two assistant Adjutant Generals, their Executive
Officers, the Human Resource Officer, the Local President, Secretary-
Treasurer and four Vice Presidents. There are now about twelve local part-
nership committees at different stages of development throughout the state.
At the major Guard facilities, the Local Vice President and stewards sit on
the local partnership committee along with appropriate senior management
officials.
51
At facilities with only two or three people under the same regional man-
agement structure scattered through the state, the Partnership has developed
Regional Partnership Committees. One union and one management partner
fi'om each facility go to the regional meetings to work on issues of regional
interest.
Accomplishments: ·
The Partnership developed labor-management hiring teams which
design questions and criteria, interview, evaluate, and reach consensus
on recommendation for hiring or promotion actions. On some teams,
the selecting official has opted to be on the team. In those cases, con-
sensus usually means selection.
· The partners jointly developed alternate work schedules.
The Partnership established a negotiation committee and charged it with
developing an agreement using interest-based techniques that reflects
the partnership principles embodied in the Partnership Charter. The
result was a contract that all parties can embrace.
· The Local President was invited to speak on a panel about partnership at
a conference of Human Resource Officers.
· Information between the parties is shared freely.
· Very few employee complaints even get to the grievance stage because
they are resolved at lower levels. n
I I II
U.S. Mint, Denver, Colorado
AFGE Local 695
Union:
Greg Wikberg, President
AFGE Local 695
U.S. Mint
320 W. Colfax Ave.
Denver, CO 80204
(303) 844~4834 FAX (303) 844-3602
Management:
Raymond J. DeBroekert, Superintendent
U.S. Mint
320 W. Colfax Ave.
Denver, CO 80204
(303) 844-4289 FAX (303) 844-3266
Beginning:
In June 1993, a new superintendent arrived at the Denver Mint and was
told by one of the union officers that the Mint was a battle ground, and he
had his shield and his sword and was ready to fight. There were more than
200 outstanding labor-management disputes, costing about $10 million per
year. In addition, product quality was poor and customer focus was hazy.
The new superintendent wanted to find a better way to do business. Thus
began the Denver Mint's partnership, which was later slzengthened by
Executive Order 12871. On September 21, 1994, labor and management
signed their partnership agreement and began their Partnership Council.
Training:
Communication:
The partners received training on team building from Bottom Line, Inc.
In addition, the Council believes in continuous joint mining, including tech-
nical subjects such as procurement and workplace safety. When managers
are given training, union stewards or officers can attend as well.
The Council communicates with employees by E-mail, newsletter, and
town hall meetings. Employees participate on problem-solving teams,
which also keeps them informed and involved.
Features:
The Partnership Council consists of eight members who meet once a
month or as needed. The Council is an advisory body that makes recom-
mendations to the Superintendent and the AFGE Local President, who
together decide whether to approve, modify, or (rarely) reject Council ideas.
Accomplishments: ·
The Council developed a quality improvement program called Total'
Quality Partnership. This program has cut machine down-time by over
fifty-percent and reduced the cost of rejects and rework in coin-making.
Efficiency has increased 100%. In 1995, the Mint set a world record by
pressing 10.3 billion coins.
53
· Ninety-eight percent of employee complaints have been resolved, saving
more than $10 billion.
The partners created a new Performance Appraisal System and are cur-
rently piloting the new system, which may be adopted Mint-wide in the
future.
The partners designed and implemented a Leadership Development
Pro,am to assess employees interested in being supervisors, union
stewards, or taking on collateral EEO duties. It is available to all man-
agement and bargaining unit employees who want to develop their lead-
ership skills in such areas as collaborative problem solving, performance
management, and influence skills. A team of union and management
officials, who were trained and certified by an outside professional com-
pany, do the evaluations.
The Partnership Council established mini partnership ~oups that bring
parmership to the 19 divisions within the Denver Mint. These partner-
ship ~oups are on the front lines and cover different shifts and work
activities.
The partners designed a training pro,am for employee development.
They set up an on-site library of materials and tools, and developed the
ability to certify formal and technical training. This enables the Denver
Mint to offer training to employees at less cost than before.
The Council developed a local ADR pro,am which has effectively han-
dled over a thousand disputes. Not one has needed a formal charge or
complaint to resolve.
The Council reinvented the light/modified duty pro,am.
Union officials are included on management promotion panels. The
Local President is involved in the selection process for all top manage-
ment candidates.
The Council established a Partnership awards and recognition process
that has helped to bring about a change in the culture of the workplace.
The Council designed and implemented a new smoking policy. In the
past, this issue was tied up at impasse for 15 years.
The Partnership Council won the 1995 National Partnership Council
Award, which they received from Vice-President A1 Gore on February
14, 1996. ·
54
Department of Veterans Affairs Domiciliary
White City, OR
AFGE Local 1089
Union:
Alan Vines, President
AFGE Local 1089
VA Domiciliary
8495 Crater Lake Hwy.
White City, OR 97503
(503) 826-2111 X 3378
FAX (503) 830-3527
Management:
George H. Andries, Jr., CHE, Director
8495 Crater Lake Hwy.
White City, OR 97503
(503) 826-2111 X 3202 FAX (503) 830-3500
VA Domiciliary
Beginning:
Communication:
Features:
Accomplishments: ·
The Domiciliary developed a structure for its Total Quality
Improvement (TQI) program in 1991. AFGE Local 1089 was a participant
on the Quality Council (QC) from the beginning. The union and manage-
ment signed a formal Parmership Agreement on August 19, 1994, establish-
ing the Domiciliary Partnership Council.
The minutes of both the Partnership Council and the Quality Council
are transmitted to all employees by E-mail. All employees are kept
informed about the activities of the Partnership and have a chance to review
recommendations made by the Councils.
The Partnership Council has four members, all of whom also sit on the
Quality Council. The Partnership Council is separate fi'om, but integrated
with, the Quality Council. Among other things, the Partners ensure that the
union is adequately represented on all Quality Improvement Teams char-
tered by the QC. The Partnership Council meets formally on a regular
basis and holds weekly informal meetings on issues of immediate concern.
The two AFGE Partnership Council Members serve as mentors to the rein-
vention process teams, each of which includes AFGE representatives.
Three recommendations of the reinvention teams have been implement-
ed, resulting in changes that have saved the facility over $200,000
annually.
Teams have developed an improved patient scheduling and notification
system that has increased staff and patient satisfaction.
Through its quality pro,am, the facility created an Electronic Medical
Record that is considered a model for both the VA and the private sec-
tor.
The Domiciliary's cost per patient day dropped from $68 to $64
between FY 94 and FY 95, resulting in a cost avoidance of over $1.2
million.
The White City VA Domiciliary won the Robert W. Carey Award for
Long Term Care in 1994. The award team noted that employees at the
facility understood their roles and their relationship to the organiza-
tion's goals and vision.
Since the signing of the Partnership Agreement, there have been no for-
mal grievances or unfair labor practice charges filed. The partners now
solve problems and prevent new ones f~om developing through their
new informal and formal problem-solving mechanisms. ·
56
Union:
Management:
Beginning:
Training:
Communication:
Features:
Rock Island Arsenal
AFGE Local 2119
AFGE Local 2134
Diane Scott
AFGE Local 2119
PO Box 818
Moline, IL 61266-0818
(309) 782-6064 FAX (309) 794-9664
Karen Russell, President
AFGE Local 2134
400 19th Avenue
East Moline, IL 61244
(309) 782-3336 FAX (309) 782-5212
Mike Montford, Deputy Director
Directorate of Logisticsl
Rock Island Arsenal (Attn: SIORI-DL)
Rock Island, IL 61299-5000
(309) 782-1587-88 FAX (309) 782-0892
The Rock Island Arsenal has operated continuously since the 19th
Century, and Arsenal employees have been represented by unions all along.
Over the years, management and the unions had a traditional, adversarial
relationship. After Executive Order 12871 was signed in October 1993, the
parties began to discuss partnership. A working group of six management
and six union representatives worked with a facilitator; in June 1994 they
entered into a formal partnership relationship. Management made a com-
mitment to fund the Partnership. The Partnership Charter was signed at a
ceremony attended by employees and the media.
Partnership Council members received formal training in interest-based
bargaining and alternative dispute resolution. Later, the Council contracted
to provide 40 hours of IBB and ADR training to key supervisors and union
stewards. Teams of trained stewards and supervisors then trained others in
these problem-solving techniques. The partners continue to take advantage
of opportunities to train together.
Union Council members have been appointed to the management team
that is developing a new structure for the Arsenal to meet National
Performance Review mandates. Union Council members also participate in
the regular staff meetings held by the Arsenal Commander.
Employees at the Arsenal are represented by AFGE, the International
Association of Toolmakers, the International Brotherhood of Police
Officers, and the Federal Firefighters Association. At the time the
57
Panners hip began, AFGE Locals 2119 and 2134 were represented by
NFFE. Last year the members of both locals voted to change affiliation and
become part of AFGE.
Six management and six union representatives sit on the Council. The
union representatives include three from AFGE and one each from the other
three unions. The Council meets formally once a month, but can meet as
needed to address issues that can't wait until the next regularly scheduled
meeting. Decisions are made by consensus, which means that any partner
can block a decision. However, the blocking party is obligated to search for
and present alternative solutions or reevaluate his or her position. If the
parties are unable to reach consensus, that issue is addressed through the
collective bargaining relationship.
Accomplishments: ·
The Council developed an alternative discipline system available to
employees who request it. Both the unions and management have real-
ized reduced costs in this system, which is more humane than traditional
discipline systems .and involves the employee in accepting responsibility
and assisting in the corrective action.
The Council chartered a labor-management group to study the feasibili-
ty of self-directed work teams. Its recommendations were adopted with
minor revisions.
· The Council developed a recommendation on alternative work sched-
ules which was adopted by senior management.
Union Council members are included in the marketing and negotiating
teams that solicit new workloads for the Arsenal. One team with union
participation has already been successful in obtaining workload increas-
es.
The unions participate in the decision-making process on all issues,
including workers compensation costs and safety issues, planning for
reductions, holiday shutdowns, workloads, and capital expenditures.
Unfair labor practice charges and ~orievances have dropped dramatically
since pannership. And since pannership, all disputes have been
resolved without third party involvement. ·
58
Rock Island Arsenal Armament and Chemical
Acquisition and Logistics Activity
AFGE Local 703
Union:
Jim Connell, President
AFGE Local 703
Building 108, Second Floor, N.W.
Rock Island, IL 61299-7630
(309) 782-0277 FAX (309) 782-4728
Management:
Bruce Stout
ACALA
Building 110, Second Floor
Attention: AMSTA-AC-AST
Rock Island, IL 61299-7630
Beginning:
The union and management began their partnership before Executive
Order 12871, when they worked together on the reorganization that created
the Armament and Chemical Acquisition and Logistics Activity (ACALA).
The reorganization was accomplished without any adverse actions or
employees losing their positions, pay or grades. That experience helped the
parties develop a full blown partnership. They formally signed their
Parmership Charter in June 1995.
Training:
The partners attended a three-day training seminar on partnership issues
conducted by the Department of Labor in April 1995. The training also
included managers and stewards who were not on the Partnership Council
but were interested in learning so they could participate in partnership
activities. Twenty-five people were trained in all. The Partnership held a
two-day refresher course in March 1996 to train new members and update
the old members.
Communication:
The Partnership Council uses bulletin boards to publicize its activities
and publish its minutes. The Partnership Charter, with the names, E-mail
addresses, and phone numbers of Council members, remains on the boards
so employees can contact Council members with questions, suggestions and
ideas.
Features:
Accomplishments: ·
The Partnership Council includes fourteen members. There are six
union and six management members. The additional two positions .are.
unrepresented employees, who were appointed by management and do not
represent any organized employee groups. One is a professional employee
and one is a wage grade employee.
The parties negotiated their new agreement using interest- based bar-
gaining techniques.
59
The partners developed a new work schedule which was included in
their collective bargaining agreement.
The partners resolved a longstanding issue concerning holiday shut-
down days. The facility now will remain open on the day after
Thanksgiving and on Mondays and Fridays that fall next to holidays.
The partners jointly developed a new voluntary retirement procedure.
Since its implementation, it has been much easier for union stewards to
get the information they need to assist members.
Grievances are handled differently than they were before. Stewards
examine each employee complaint and decide if it lends itself more to a
partnering approach than to the formal grievance procedure. Seventy-
five percent of employee complaints have been resolved outside of the
formal procedure since parmership. In several cases, this has led to
more creative and humane solutions than the grievance procedure usual-
ly produces.
The Local President now attends the management staff meetings and is
kept informed about ACALA issues. Management shares much more
information with the union than it ever did before.
The union is far more visible than before. It is now a proactive player
in ACALA rather than just reacting to management actions. ·
Naval Surface Warfare Center (NSWC)
Crane Army Ammunition Activity (CAAA)
Crane, Indiana
AFGE Local 1415
Union:
Management:
Beginning:
Training:
Features:
WilliamMason, President
AFGE Local 1415
300Hwy 361 B-1817
Crane, IN 47522
(812) 854-1839 FAX(812) 854-3815
Steve Gootee, Executive Director
300 Hwy 361 B-1
Crane, IN 47522
(812) 854-3313
Partnership began in the fall of 1990 with discussions between the
AFGE Local President and the Executive Director of NSWC. They decided
that it was time to enter into a new era of labor-management relations
which would encourage and utilize the minds and talents of both employees
and managers. Union and management negotiated their contract using
interest-based techniques. The result was a contract everyone was proud of
and could support. In August 1994, after Executive Order 12871, the par-
ties signed a Partnership Agreement. In September 1995, Local 1415
signed a partnership agreement with CAAA, their other large bargaining
unit at the facility.
Management and labor partners were trained in partnership principles,
problem solving techniques, and relationship building.
When the union and NSWC began their partnership relationship in
1990, they negotiated a labor-management committee called the Center
Resolution Committee (CRC), which was comprised of three labor and
three management representatives. The CRC was charged with the respon-
sibility to maintain the current negotiated agreements, negotiate future
agreements, act as the on-Center third-party arbitrator in the grievance pro-
cedure, and investigate problems and make policy to correct systemic prob-
lems.
The partnership efforts that resulted from E.O. 12871, complement and
strengthen the earlier initiatives, but the new Parmership Council deals with
different issues. It focuses on the operational aspects of the facility, work-
ing to make it a more efficient, higher quality and safer organization.
Partners deal with short term and long term issues using consensus to make
decisions. The Partnership enhances but does not replace the negotiated
agreements between the parties.
61
Accomplishments: · The Partners are full members of the NSWC Board of Directors.
Since the inception of the pannership relationship, the parties have
negotiated better agreements, had fairer decisions without outside inter-
vention and corrected many problem areas at NSWC.
· The partners have developed an Employee Council to address employee
concerns and find solutions.
· The Partnership is in the process of creating self-directed work groups
in the organization.
LP Mason notes that there are rough times as well as productive times.
Both Commands are better, more enjoyable, and more productive places to
work, but it takes a lot of effort from both parties to spread the partnership
concept throughout the organization to all employees and managers. All in
all, LP Mason thinks partnership is worth pursuing. ·
62
St. Lawrence Seaway
and Development Corporation
AFGE Local 1968
Union:
Craig Bolik, President
AFGE Local 1968
P.O. Box 5181
Massena, NY 13662
(315) 764-3255 FAX (315) 764-5859
Management:
Linda Harding
251 Fregoe Road
Massena, NY 13662
(315) 764-3244 or 3202
Beginning:
Cooperation between labor and management dates back to March 21,
1964 when the parties signed a Memorandum of Understanding that includ-
ed a Joint Cooperation Committee (JCC). The JCC was made up of two
union and two management representatives who met at least once every
two months and dealt with such issues as the elimination of waste, quality
improvement, education and training, correction of problems that caused
grievances, improvement of working conditions, and lifting employee
morale. In August 1973, the JCC became the joint labor-management E-
Board Committee which meets monthly and includes five labor and five
management members. After Executive Order 12871 was issued, the
Associate Administrator instructed management to prepare to enter into a
partnership with the union and invited the union to discuss creating a part-
nership agreement and council. Union and management members met on
June 8, 1994 to begin partnership discussions and signed a Partnership
Agreement on January 5, 1995.
Training:
Fifteen union and fifteen management representatives attended a two-
day training session by FPMI on partnership, interest-based bargaining, and
alternative dispute resolution. Later that year, union and management rep-
resentatives attended a second two-day session conducted by FMCS. All
employees have received 24 hours of teambuilding training by the
Consortium of People Educators. The partners believe that the entire work-
force should have partnership training.
Communication:
The Partnership Council communicates its decisions and activities by
posting them on the bulletin boards. It also provides articles about the
Council for the employee newsletter, Seaway People.
Features:
The Partnership Council meets once a month and includes five manage-
ment and five union representatives. The chair alternates each month
between the union and management. The Council addresses some of the
issues the JCC and E-Board Committee discuss, but issues that impact the
63
collective bargaining agreement, remain the responsibility of the joint E-
Board Committee. The parties strive to reach decisions by consensus using
interest-based techniques. If the partners are unable to reach consensus,
either party may request the services of FMCS.
Accomplishments: .
Over the years, the labor-management relationship had its ups and
downs, usually brought on by changes in personnel. More recently, the
parties feel that their relationship is a businesslike one.
· The parties exchange information freely, rather than having to exchange
numerous memos and requests.
· The union is involved early in issues.
The union and management jointly take on such issues as privatization,
safety concerns, employee orientation, training, suggestion and perfor-
mance awards, and ways to accomplish work more efficiently and effec-
tively.
The union and management are jointly working on proposals and leg-
islative initiatives to establish the Seaway as a Performance Based
Organization. ·
U.S. Department of Agriculture,
Forest Service
AFGE Local 2543
Union:
Management:
Beginning:
Training:
Communication:
Features:
Herman E. Hall, President
AFGE Local 2543
USDA Forest Service
Box 248
Wiggins, MS 39577
(601) 9284422 FAX (601) 928-9556
Kenneth R. Johnson, Forest Supervisor
USDA Forest Service
National Forests in Mississippi
100 West Capital Street
Jackson, MS 39269
(601) 965-5486 FAX (601) 965-5519
The National Forests in Mississippi and AFGE Local 2543 met together
in 1994 to discuss implementation of Executive Order 12871. They devel-
oped a Partnership Agreement and a Partnership Council.
The partners attended a two-day training session put on by the Federal
Mediation and Conciliation Service. This training covered various partner-
ship issues and resulted in the parties identifying basic guidelines for their
partnership. The Partnership Agreement calls for joint training for manage-
ment and union representatives at all levels on alternative dispute resolution
techniques and interest-based bargaining.
Communication has been enhanced by the early sharing of information
and the inclusion of the local president on the Leadership Team and the
Reorganization team. This has helped both communication between the
union and management and communication with the workforce.
The Partnership Council includes four regular and two rotating mem-
bers, half fi'om the union and half from management. The Council meets
two weeks prior to the quarterly Leadership Team meetings. After the ini-
tial partnership training, the parties identified the following guidelines for
their partnership: 1) deal with concerns before they become complaints; 2)
be open to change; 3) increase the visibility of the union; 4) support agency
objectives; 5) commit to the success of the Partnership Council; 6) get
information to all employees; 7) encourage resolution at the source of the
complaint; 8) include the union president on the Forest Management
Leadership Team; and 9) ensure Forest Service regulations and policies are
applied consistently and accurately.
65
Accomplishments: ·
The Partnership's involvement in the reorganization effort has resulted
in combining seven organizational units into three, saving over three-
quarters of a million dollars.
The Partnership Council involved employees in the reorganization
which has helped get employee support and kept morale high. In addi-
tion, the Partnership worked to insure that downsizing was accom-
plished by attrition whenever possible, and that quality, customer ser-
vice, productivity, and work coverage did not suffer.
During the reorganization, the Partnership Council negotiated changes
in employment conditions on seven occasions. In each case, agreement
was reached by consensus using a collaborative problem-solving
approach. The parties also negotiated a new collective bargaining
agreement in July 1996, replacing the previous one that had been in
effect since November 1977. The Agreement was completed without
acrimony and without any involvement by a third-party. ·
66
Angry and disappointed
Thought the city was finally doing something right by
putting together an advisory panel of riders of SEATS
I was wrong
This is more than a question of red bus or blue bus
Worse service
1. Iowa City drivers can not go into homes
Johnson County drivers can
2. Have two phone numbers - one for destinations inside
Iowa City and one for destinations outside Iowa City
Currently, there is one
3. Iowa City wants current SEATS drivers to train their
replacements - has no other ideas of how to train drivers
Johnson County has excellent, well-trained drivers
Joe Fowler said that cost savings will come mostly from
overhead
Costs
1. Management- $90,000
Steve Atkins already hired Ron Logstrom to run paratransit
and Chris to supervise dispatcher. He said that he will hire
more management if his scope was expanded.
Where is your savings?
2. Janitorial Services - $15,000
A SEATS driver informed me that they have no janitor.
Where is your savings?
3. Rent, Electricity, Utilities - $15,000
Why don't you rent them the space in your bus barn?
Paratransit is not a cash cow.
The County has offered to pay you back some of the funds
created by the departure of the direction. They won't have
a surplus of money every year. In all likelihood paratransit
will loose money.
Zero savings
Worse service
WHY??
This service is vital to elderly people and people with
disabilities. It is abhorrent to use it in a grudge match with
the County.
Date:
To:
From:
Re:
February 24, 1998
City Council
People for Equitable Paratransit Services (PEPS)
Advisory Committee on paratransit
On February 23, over thirty paratransit advocates met at the Iowa
City Public Library to discuss the method of selection and the charge of
the Advisory Committee currently being established by the City. The
meeting included riders, both elderly and persons with disabilities, as
well as service providers.
The recommendations are as follows:
· Service providers sit as ex officio, or non-voting, members of
the committee, allowing three more voting members on it.
Cross-representation/diversity on the committee. As the
committee currently stands elderly users are absent. We urge
the council to revisit the conversation in last evening's work
group and support representation of elderly riders.
Individuals who were formerly eligible for SEATS and were
denied paratransit access in the last recertification process are
also absent.
Application process. While the council has already
determined the individuals on the committee, we strongly feel
that the process needed to be opened up to the community
through an application for participation on the committee.
Length of term -- one to three years. We urge the council to
develop a committee with long-term vision for quality
paratransit incorporating staggered terms.
We also urge the Council to consider that the charge of the
committee would include but not be limited to:
assuring that the service meets the needs of consumers;
creating a method or process of incorporating community
concern and continued development or expansion;
City Council Memo
Page 2
- developing details of the paratransit plan so that quality
of service is at least the same;
- creating timelines for implementation of the
developments;
training of drivers, e.g. investigating the types of training
programs and incorporating knowledge-based methods of
training;
- monitoring of the new service;
- and the use of taxis.
We also urge the council to perform a trial run with the City
paratransit plan to see if the number of vans, driver hours, and
dispatchers, etc. are adequate for the demand. We suggest that the City
observe the current operation of SEATS for two weeks utilizing the City
paratransit plan and then, for two weeks, experimentally operate
paratransit on its own.
Consumers of the service and advocates have and continue to
express many concerns regarding the quality of service that the City will
provide under its plan. We are pleased with the council's decision to
formalize the role of paratransit users in developing the plan. If the City
moves forward with its own paratransit, it is imperative that the quality
of service remain at least comparable and that attention is given to
seriously addressing needs that are not being met by the current
paratransit service.