the new paradigm in policing: contracting, shared services and consolidation. presented by illinois...
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The New Paradigm in Policing: Contracting, Shared Services and Consolidation.
Presented byIllinois Criminal Justice Information Authority
November 29, 2011
Public Sector Unions: Strategies when making significant organizational change
Michael Polzin, Ed.D., Associate Professor
School of Human Resources and Labor Relations
Michigan State University
Overview of presentation
• Characteristics of unions• Causes of resistance• Engaging the union in a collaborative
process• Collective bargaining issues• How to address CB issues• Notes on successful union-management
change
Characteristics of unions
• Tend to be re-active and pragmatic• Protective of members’ interests and well-being
– Seek to balance efficiency, equity, and voice• 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
Causes of resistance• Lack of understanding of the problem or need, as well as its importance• Absence of union involvement in the design process• Concern that the collective bargaining agreement and process will be
undermined– Increase in work responsibilities– Reduction in pay and benefits– Gutting of seniority provisions
• Antithetical to goals and values of the organization• Perception that there are few or no upside opportunities• Fear a reduction in autonomy and security, including job security• Perception that needs/concerns are not being heard or taken into
consideration• Absence of transparency in the process• Lack of data to support change; lack of metrics with which to measure
success• Use of a FORCING rather than FOSTERING process
Engaging the union(s) in a collaborative process
• Exploring stage
• Planning and designing stage
• Implementing stage
Exploring stage• Build a foundation: clarify the questions that the change is
intended to answer– What is the problem that is being addressed?– What are the goals and intended outcomes?– Why is this necessary or desired?– Begin with questions, not with answers/proposals
• Identify the key stakeholder interests– What concerns need to be addressed for ANY plan to
achieve widespread support?• Scan of the current environment in terms of strengths,
weaknesses, opportunities and threats (SWOT)
Exploring stage - continued
• What is to be gained by going forward together?
• How will decisions be made and by whom?• Review practices employed in other
locations• Review the research on consolidation,
contracting and shared services– effectiveness – problems encountered
Planning and designing stage
• Identify options that might address needs and concerns– Build on strengths; shore up weaknesses
• Evaluate options against interests and constraints
• Consider intended and unintended consequences
• Develop a plan
Planning & designing --continued
• Solidify commitment and support for the plan
• Jointly communicate plan to constituents• Provide education and training where
needed• Integrate with other initiatives• Establish metrics to evaluate – criteria for
success
Implementing stage
• Trial period or “both feet in”?• Establish a mechanism for evaluating and
making adjustments• Monitor and evaluate the process and
outcomes• Jointly problem solve when issues arise
Collective bargaining issues include:
• Employment security• Training• Compensation• Promotions and
transfer• Seniority rights
• Scheduling• Contracting• Staffing levels• Overtime• Shift rotation• Vacation and paid
leave scheduling
Addressing CB issuesusing a collaborative process
• State the problem or issue• Identify the stakeholders• Identify and record stakeholder interests• Generate options• Evaluate options• Craft a solution
What is different about an interest based approach?
• It begins with questions, not answers• It seeks consensus, not compromise• It involves all key stakeholders• It uses data to understand problems and
issues, not simply anecdotes• It makes decisions based on data• It follows a structured process
A union-management view of successful & unsuccessful change
Successful• Use of data• Built on honesty and trust• Involvement of those affected• Learn from the past & utilize
feedback• Consistent with other goals• Flexible implementation process• Incorporated follow-up plans• Utilized a joint labor-management
process• Sufficient time & patience provided(Source: Polzin and Yantovsky, Report on the 1st National Joint Union-
Management Executive Symposium , U.S. Department of Justice, Office of Community Oriented Policing Services (2009),
Unsuccessful• “Flavor of the month”• Failure to involve those affected• Resources to support change
not provided• Poorly thought out• Insufficient will• Fear & resistance not addressed• Failure to achieve buy-in from
those affected• Bad timing• No or poor communication
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