AN EXCERPT FROM THE LABOUR RELATIONS BOARD WEBSITE DETAILING NOTED SUCCESS STORIES - IN THIS CASE KEN WAS BROUGHT IN TO MANAGE THE VILLAGE ON AN INTERIM BASIS AND TO INITIATE A SOLUTION TO THE UNION - MANAGEMENT IMPASSE .....

CASE STUDY #4 - April 2005
Village of Warfield and CUPE Local 2087

In the summer of 2004 the Union sought the assistance of an LRB mediator to assist in resolving outstanding collective agreement issues. Job security was a key issue between the parties with the Union seeking prohibitions on contracting out work of the bargaining unit.

Although the Union had been certified since 1955, the collective agreement was silent on the issue of contracting out. The obvious question was why had contracting out become a strike issue some 49 years later, particularly that there were only two regular staff members in the bargaining unit. During mediation it became apparent that the relationship between management and the bargaining unit was severely impaired. A lack of mutual respect and trust characterized the relationship, and as a result, assumptions and impaired communication led to fear of the unknown. Consequently, the Union sought to protect itself with restrictive language in the collective agreement. In turn, the Employer questioned the Union's motives and was reluctant to lock itself into such restrictive language.

The fact that Warfield is a small community providing for frequent interaction between politicians, staff and community members added another layer of complexity to an already charged situation. As a result, the parties agreed to the mediator's recommendation to examine the root conflict rather than simply treating the symptoms. Accordingly, the parties agreed to a one year roll over of the terms of the collective agreement with no contracting out of service during that time period. The purpose of this deferral was to allow the parties to make individual and collective efforts to improve the relationship with the assistance of the LRB.

During that one-year period the Union and the Employer undertook several initiatives to effect a change in the state of the relationship. Specific action steps developed by the parties through an Relationship by Objective Program, a change in management personnel, and a heightened awareness on the part of all parties concerned with the importance of working and maintaining a good working relationship have made a dramatic difference in current working relationships.

The interim Village manager, Ken Wiesner, attributes much of the change to a key concept found in Stephen Covey's book "Seven habits of highly effective people". By seeking to understand others we increase opportunities to be understood ourselves. According to Wiesner, inclusion and active listening provide a strong foundation for greater teamwork. In February of this year the parties confirmed this new approach in a joint press release announcing ratification of a new two year Collective Agreement. In the release Wiesner indicated Council was pleased with the positive tone during negotiations. CUPE Local 2087 President, Jean Poole commented that the Warfield Council demonstrated their committed support of their workforce in the face of much turmoil in the Public Sector bargaining environment.