Michael Polzin, Ed.D ., Associate Professor School of Human Resources and Labor Relations Michigan State University

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

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

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

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

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

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

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

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

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

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

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

12. Addressing CB issuesusing a collaborative process • State the problem or issue • Identify the stakeholders • Identify and record stakeholder interests • Generate options • Evaluate options • Craft a solution

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

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