Dear Sisters and Brothers,
The legislature will convene this coming Monday, November 28th. Some of us will be at the capitol that day to carry messages from our membership and to continue the fight for the working class. Many more of us will come on the days following and it is very important that members be here. It will not be enough.
The current economy is called “The Great Recession”. I call it “Depression”. The attacks on us as public servants and middle class families is more than depressing – it is outrageous.
The slash and burn done to the Washington state budget has led to thousands of layoffs, incapacitated us in educating our young people, placed our vulnerable citizens at risk and now threatens our very safety in our homes and communities as the state reduces supervision of felons.
We are left reeling in the face of what threatens our state and our families.
The Governor has already proposed huge cuts to public services, education, and public safety. Our healthcare, our pensions, our programs and our jobs are threatened in this upcoming legislative session. The future of our state hangs in the balance.
The continuing loss of family wage jobs only deepens our economic crisis. The loss of affordable seats in our colleges and universities threatens our economic future. Our consciences cannot cope with turning our backs on our elderly, our disabled, our veterans and our unemployed. Our beautiful parks and our natural resources, this environment we all enjoy, are threatened as well.
We know too well the fight to keep our top notch injured worker program and our facilities that house the mentally ill and the developmentally disabled. We have felt the loss of our juvenile facility, Maple Lane, the closure of our developmentally disabled homes at Frances Haddon Morgan Center, Ahtanum View prison, and the list of reductions and closures is too long to recount.
We, the public sector workers and the citizens we serve have paid the price for Wall Street excesses. One side of the aisle calls the hand outs and bail outs to big business “tax breaks”. The other side of the aisle calls them “tax incentives”. One side of the debate calls on big banks and corporations to pay their fair share during these tough times. The other side of the debate says don’t attack “job creators” . Well, here’s the real debate. Did the state’s public servants cause the economic crisis? NO! Does attacking the public safety net in the face of large scale unemployment make sense? NO! Will public sector employment lay offs solve the problem? NO! Do we want our parks to close? NO! Does deregulating industry to allow environmental damage make sense? NO! Does ending opportunity for young people to attend college make sense? NO!
So what can we do to make a difference? We all recently received a WFSE newspaper. In it, our legislators are listed with contact information. These elected representatives are accountable to us - the voters of this state. Please resolve today to find that newspaper and contact those legislators that are supposed to represent us and ask them to close outdated tax breaks and incentives that are not working and to support a strong economy that preserves the middle class, preserves the safety net, and protects our neighborhoods. We deserve no less.
Don’t delay – do it today! If they don’t hear from us – the silence will be devastating!
Wednesday, November 23, 2011
Thursday, October 13, 2011
Thank You Convention Delegates
Thank you to the wonderful convention delegates, alternates and guests for a great gathering of activists in Spokane. People like you all over this nation are the reason the middle class exists. You make a difference everyday. When you speak out, when you stand up, when you vote, you decide the future of America. Will we remain a great democratic force in the world or will we become a third world country plagued by the ultimate struggle between the very very rich and the very very poor? It's up to us.
This convention marked the beginning of a very great battle - a battle we cannot lose. We face a special legislative session that threatens the very existence of state government. November 28th legislators will decide if they have enough fiber in their backbone to stand up and develop real revenue solutions or if they will take the coward's way out and allow our state and our neighborhoods to devolve into chaos. We must be the conscience of the state. We must say NO to cutting off the vulnerable from the services they need. We must say NO to releasing dangerous offenders into our communities without supervision. We must say NO to profiteers who plan to become rich sucking off taxpayer resources through contracts with the state. We must STAND for what is right and what is just.
At this convention, we decided as a body that we will fight back and we will say ENOUGH IS ENOUGH!
In Medical Lake, we all stood together to speak out against the cuts that threaten our children, our families and our neighborhoods. We talked about the devastating cuts being considered statewide in all agencies. We sang together with Anne Feeney and Evan Greer, great labor singers - who inspire and move us to action.
I know I speak for all the officers elected at this past convention, when I tell you how humbled and honored we are to serve you for the next two years. These may be the toughest we've ever faced. I know that Sue Henricksen, Vice President, Rosemary Sterling, Treasurer, Judy Kuschel, Secretary and I will make a strong, tough team. We will stand with you; we will fight for you; and we will be united in our focus and in our actions. Thank you for your votes and thank you for your service to this great union and to our country.
This convention marked the beginning of a very great battle - a battle we cannot lose. We face a special legislative session that threatens the very existence of state government. November 28th legislators will decide if they have enough fiber in their backbone to stand up and develop real revenue solutions or if they will take the coward's way out and allow our state and our neighborhoods to devolve into chaos. We must be the conscience of the state. We must say NO to cutting off the vulnerable from the services they need. We must say NO to releasing dangerous offenders into our communities without supervision. We must say NO to profiteers who plan to become rich sucking off taxpayer resources through contracts with the state. We must STAND for what is right and what is just.
At this convention, we decided as a body that we will fight back and we will say ENOUGH IS ENOUGH!
In Medical Lake, we all stood together to speak out against the cuts that threaten our children, our families and our neighborhoods. We talked about the devastating cuts being considered statewide in all agencies. We sang together with Anne Feeney and Evan Greer, great labor singers - who inspire and move us to action.
I know I speak for all the officers elected at this past convention, when I tell you how humbled and honored we are to serve you for the next two years. These may be the toughest we've ever faced. I know that Sue Henricksen, Vice President, Rosemary Sterling, Treasurer, Judy Kuschel, Secretary and I will make a strong, tough team. We will stand with you; we will fight for you; and we will be united in our focus and in our actions. Thank you for your votes and thank you for your service to this great union and to our country.
Sunday, September 25, 2011
Job Actions Needed Now
Brothers and Sisters,
We have only until November 28th to make an impression on the public about what these cuts will do to our quality of life in Washington state. Banks and big business are raking money in hand over fist while the middle class and the vulnerable pay the price. Unless we can pressure the legislature and the governor into developing a real revenue package that saves state services, we will live in a state where our children are not safe, where our neighborhoods are not safe, a state where assaults and home robberies will overwhelm our public safety system. It will be a state where those who speak no English cannot get medical interpreter services, a state where emergency rooms are overcrowded and overwhelmed. The jobs we do will disappear and those we care for will be without state services.
I believe some of the cuts are cuts by design. The design is to contract out work to the private sector where the oversight and scrutiny to which government workers are subjected does not exist in the same way. Taxpayers will pay more, citizens will receive less. We need a real revenue solution. Without it we will all pay more for less. Job actions need to begin immediately. Please call Council 28 at 1-800-562-6002 and let us know how we can support your job action and get the word out.
Tomorrow morning at 10 am, members of Local 793 at Western State Hospital will be outside the kitchen on grounds in advance of an all staff meeting where they expect to hear about moving the mentally ill out of the hospital.
We have only until November 28th to make an impression on the public about what these cuts will do to our quality of life in Washington state. Banks and big business are raking money in hand over fist while the middle class and the vulnerable pay the price. Unless we can pressure the legislature and the governor into developing a real revenue package that saves state services, we will live in a state where our children are not safe, where our neighborhoods are not safe, a state where assaults and home robberies will overwhelm our public safety system. It will be a state where those who speak no English cannot get medical interpreter services, a state where emergency rooms are overcrowded and overwhelmed. The jobs we do will disappear and those we care for will be without state services.
I believe some of the cuts are cuts by design. The design is to contract out work to the private sector where the oversight and scrutiny to which government workers are subjected does not exist in the same way. Taxpayers will pay more, citizens will receive less. We need a real revenue solution. Without it we will all pay more for less. Job actions need to begin immediately. Please call Council 28 at 1-800-562-6002 and let us know how we can support your job action and get the word out.
Tomorrow morning at 10 am, members of Local 793 at Western State Hospital will be outside the kitchen on grounds in advance of an all staff meeting where they expect to hear about moving the mentally ill out of the hospital.
DSHS Budget Reduction Options Published
Executive Summary Department of Social and Health Services Budget Reduction Options
September 23, 2011
Current Fiscal Climate
The Washington State Economic and Revenue Forecast Council released its most recent revenue forecast on September 15. It projects General Fund-State revenue for the 2011-13 biennium down by more than $1.4 billion. Since September 2008 state revenue forecasts have declined by more than $7.5 billion.
The 2011-13 budget that was signed into law last spring included about $4.6 billion in reductions. In anticipation of the September revenue forecast, Governor Gregoire asked all state agencies to prepare budget reduction options of up to 10 percent for the remainder of the 2011-13 biennium. For the Department of Social and Health Services (DSHS) this equates to more than $573 million General Fund-State, with an additional reduction of close to $300 million in other funds, primarily federal.
How is the Department of Social and Health Services Funded?
The total Department budget for the 2011-13 biennium is just over $11 billion dollars - $5.7 billion General Fund-State, $5.1 billion General Fund-Federal, and approximately $300 million other funds. Many reductions made to General Fund-State result in additional reductions to General Fund-Federal.
The Department’s budget is distributed as follows:
Cumulative Reduction Impacts
Since the beginning of the 2009-11 Biennium (July 1, 2009), the Department has reduced spending by $2.2 billion ($1.6 billion General Fund-State). Administrative expenses have been reduced by close to 30 percent. Service reductions total more than $2 billion. Services have been cut in programs throughout the Department.
Between July 1, 2008 and June 30, 2011, the number of people (headcount) employed at the Department has been reduced by 2,902 (or more than 14 percent). Management positions have been reduced by almost 20 percent. While direct care positions have been reduced by eight percent, non-direct care positions have been reduced by 20 percent. Direct Care staff is defined as those positions exempt from the temporary layoff implemented through SB 6503, Sec. 3(4) in the 2010 legislative session.
Guiding Principles
As the Department deliberated on this next round of budget reduction options, we established the following principles to guide our decisions:
Strengthen and expand existing home and community based service delivery systems.
Continue with strategic program redesign.
In this economy, ask, “What is the role of the State? Should we continue with this program or service?”
Protect the most vulnerable
Maintain public safety.
Optimize efficiencies.
Be consistent with our Strategic Framework for the Future.
What Have We Preserved?
As we have implemented budget reductions since 2008, our guiding principles and strategic framework have enabled us to make decisions that continued to preserve services for the most vulnerable to the extent possible and to propose options which strive to continue to maintain and expand a system of home and community-based care. Programs were preserved, where possible, that encourage permanency for children in out of home situations, encourage independence for clients with functional or developmental disabilities, and provide assistance for families struggling in the current economic climate. Our Developmental Disabilities System of Care was enhanced by expansion of community services and supports to enable the closure and downsizing of Residential Habilitation Centers. Family Caregiver support was expanded in long term care to allow individuals to remain in their own homes for as long as possible. However, budget reductions of this magnitude cannot be accomplished solely through efficiencies and program redesign. Many of the reduction options listed below, if implemented, would eliminate services and impact our state’s most vulnerable citizens.
Budget Reduction Options
Following are decision packages that describe budget reduction options for the Department of Social and Health Services. These options total a 10 percent reduction in General Fund-state for the Department. While many of our proposed reductions are ones we believe are strategic, many others, if chosen, would have dramatic impact on the services and supports so many of our citizens depend on. Within these more drastic reduction options, we have provided alternative suggestions which closely align with our Strategic Framework for the Future, or at the very least are less painful to our most vulnerable clients. We did propose the most painful of options only in order to reduce the Department’s budget by the 10 percent target.
We have listed below several of our reduction options. This is not an exhaustive list. A complete list of reduction options will be posted at http://www.dshs.wa.gov/Budget/ .
Our budget reduction options can be seen in one of three ways:
Options that are strategic and aligned with our new Economic Realities.
(These reductions and program eliminations, if taken together, would reduce the Department’s budget by approximately three percent, or approximately $170 million gf-s. Many of these options are not feasible if options in the last category are taken. )
Program
Brief Description
CA
Continued payment integrity efforts, maximization of federal funding, and continuation of savings and efficiency measures implemented in previous budget cycles.
CA
Adjustments to Foster Care Funding which eliminates expenditures for programs no longer core to system performance, and prioritizes expenditures for areas that are consistent with the administration’s goals. Programs eliminated include Receiving Care Support Services and elimination of the Pediatric Interim Care Facility.
JRA
Phased closure of Naselle Youth Camp, consistent with the Department’s commitment to place youth close to families and community supports. (260 youths)
ADSA
Within the Major Eligibility and Program Reduction Package are alternative options which remain strategic and aligned with our new economic realities. These include:
Refinancing personal care under the Community-First Choice Option
Implementation of a public utility assessment on community residential providers and home care agencies
Additional investments in the home and community system of care for people with developmental disabilities resulting in continued consolidation of state-run Residential Habilitation Centers
Additional investments in the LTC Family Caregiver Support program
MH
Community redesign by reducing the number of existing Regional Support Networks to promote greater accountability and oversight, improved consistency in rate setting, and greater capacity to leverage limited resources.
MH/LTC
Closure of two decertified wards at Western State Hospital and increasing services in community Long Term Care settings for individuals with dementia or Traumatic Brain Injury. (82 clients).
MH
Delay in implementation of changes to the Involuntary Treatment Act from January 1, 2012 to July 1, 2015
DD/LTC
Increase Adult Family Home fees to cover 100 percent of the cost of critical oversight.
Options that are difficult but doable
(These reductions and program eliminations would reduce the Department’s budget by approximately 2.5 percent, or approximately $145 million gf-s)
Program
Brief Description
CA
Reduction and elimination of programs in support of children in out of home placements, which is achievable through successful efforts to reduce the number of children and length of stay for children in out of home placements. Programs eliminated included Foster Care Assessment Program, Comprehensive Assessment Program, Continuum of Care Program, Child Advocacy Centers, and research and training services.
JRA
Reduction to the JRA Residential Caseload, Institution Costs, and Juvenile Court Funding. (21 youths)
MH
Reduction to Medicaid capitation rates for RSNs, and elimination of funding for respite, clubhouses, and supported employment.
MH
Additional downsizing of the state hospitals by closure of four civil wards could be accomplished with investment in community capacity and supports.
DDD
Suspension of Individual and Family Services. (1,000 families)
LTC
Eliminate Adult Day Health Services. (1,000 clients)
ESA
Elimination of Refugee/Limited English Proficiency (LEP) Assistance for a number of clients, while preserving employment services for clients receiving LEP Pathway services. (4,900 clients received services in FY2011)
ESA
Elimination of Naturalization Services. (3,874 clients received services in FY2011)
ESA
Reducing the number of months families are eligible to receive TANF cash grants, eliminating the State Family Assistance monthly cash grant, and implementing a two percent ratable reduction to the monthly TANF cash grant. (58,580 families)
ESA
Elimination of the Aged, Blind, or Disabled and Pregnant Women Assistance Program monthly cash grants. (15,500 clients)
ESA
Elimination of the State Food Assistance program. (13,000 clients)
ASA
While the decision package to achieve a 10 percent reduction requires elimination of all alcohol and substance abuse services for adults, alternatives to consider include elimination of residential services, limiting detoxification services, and reductions in Parent Child Assistance Program.
DVR
Reduction of general fund-state dollars for the Basic Support Grant, which will eliminate these services for a number of clients. (14,000 clients served in FY2011)
Admin
Elimination of TeamChild and Washington Mentoring Program.
Options that are necessary to build to a 10 percent reduction, but in many cases will conflict with our guiding principles and our strategic framework for the future and create lasting consequences and long-term negative budget impacts.
(These reductions and program eliminations, if taken in total, would reduce the Department’s budget by approximately six percent, or approximately $340 million gf-s. However, if these reduction options are chosen, we will not be able to implement some of the options listed in the previous two sections.)
Program
Brief Description
ADSA
Major Eligibility and Program Changes – A reduction of this magnitude will have significant impact on our ability to maintain a balanced system of home and community based care. This decision package has alternative options, which are strategic and promote a more balanced system of care, listed in the options above. (more than 80,000 clients)
CA
Additional reductions to Behavioral Rehabilitation Services and Domestic Violence Services to children (more than 4,500 children)
ASA
Elimination of all alcohol and substance abuse services for adults, while retaining services for youth and pregnant and parenting woman. Alternatives to this option are described above. (more than 55,000 clients)
Admin
Elimination of Juvenile Detention Alternatives Initiative.
Next Steps
Secretary Dreyfus will meet with stakeholders and partners in the very near future to educate them about the cumulative reductions we have taken in recent years, to candidly discuss the impacts of the options presented here, and to invite them to join in the conversation and engage in the process.
September 23, 2011
Current Fiscal Climate
The Washington State Economic and Revenue Forecast Council released its most recent revenue forecast on September 15. It projects General Fund-State revenue for the 2011-13 biennium down by more than $1.4 billion. Since September 2008 state revenue forecasts have declined by more than $7.5 billion.
The 2011-13 budget that was signed into law last spring included about $4.6 billion in reductions. In anticipation of the September revenue forecast, Governor Gregoire asked all state agencies to prepare budget reduction options of up to 10 percent for the remainder of the 2011-13 biennium. For the Department of Social and Health Services (DSHS) this equates to more than $573 million General Fund-State, with an additional reduction of close to $300 million in other funds, primarily federal.
How is the Department of Social and Health Services Funded?
The total Department budget for the 2011-13 biennium is just over $11 billion dollars - $5.7 billion General Fund-State, $5.1 billion General Fund-Federal, and approximately $300 million other funds. Many reductions made to General Fund-State result in additional reductions to General Fund-Federal.
The Department’s budget is distributed as follows:
Cumulative Reduction Impacts
Since the beginning of the 2009-11 Biennium (July 1, 2009), the Department has reduced spending by $2.2 billion ($1.6 billion General Fund-State). Administrative expenses have been reduced by close to 30 percent. Service reductions total more than $2 billion. Services have been cut in programs throughout the Department.
Between July 1, 2008 and June 30, 2011, the number of people (headcount) employed at the Department has been reduced by 2,902 (or more than 14 percent). Management positions have been reduced by almost 20 percent. While direct care positions have been reduced by eight percent, non-direct care positions have been reduced by 20 percent. Direct Care staff is defined as those positions exempt from the temporary layoff implemented through SB 6503, Sec. 3(4) in the 2010 legislative session.
Guiding Principles
As the Department deliberated on this next round of budget reduction options, we established the following principles to guide our decisions:
Strengthen and expand existing home and community based service delivery systems.
Continue with strategic program redesign.
In this economy, ask, “What is the role of the State? Should we continue with this program or service?”
Protect the most vulnerable
Maintain public safety.
Optimize efficiencies.
Be consistent with our Strategic Framework for the Future.
What Have We Preserved?
As we have implemented budget reductions since 2008, our guiding principles and strategic framework have enabled us to make decisions that continued to preserve services for the most vulnerable to the extent possible and to propose options which strive to continue to maintain and expand a system of home and community-based care. Programs were preserved, where possible, that encourage permanency for children in out of home situations, encourage independence for clients with functional or developmental disabilities, and provide assistance for families struggling in the current economic climate. Our Developmental Disabilities System of Care was enhanced by expansion of community services and supports to enable the closure and downsizing of Residential Habilitation Centers. Family Caregiver support was expanded in long term care to allow individuals to remain in their own homes for as long as possible. However, budget reductions of this magnitude cannot be accomplished solely through efficiencies and program redesign. Many of the reduction options listed below, if implemented, would eliminate services and impact our state’s most vulnerable citizens.
Budget Reduction Options
Following are decision packages that describe budget reduction options for the Department of Social and Health Services. These options total a 10 percent reduction in General Fund-state for the Department. While many of our proposed reductions are ones we believe are strategic, many others, if chosen, would have dramatic impact on the services and supports so many of our citizens depend on. Within these more drastic reduction options, we have provided alternative suggestions which closely align with our Strategic Framework for the Future, or at the very least are less painful to our most vulnerable clients. We did propose the most painful of options only in order to reduce the Department’s budget by the 10 percent target.
We have listed below several of our reduction options. This is not an exhaustive list. A complete list of reduction options will be posted at http://www.dshs.wa.gov/Budget/ .
Our budget reduction options can be seen in one of three ways:
Options that are strategic and aligned with our new Economic Realities.
(These reductions and program eliminations, if taken together, would reduce the Department’s budget by approximately three percent, or approximately $170 million gf-s. Many of these options are not feasible if options in the last category are taken. )
Program
Brief Description
CA
Continued payment integrity efforts, maximization of federal funding, and continuation of savings and efficiency measures implemented in previous budget cycles.
CA
Adjustments to Foster Care Funding which eliminates expenditures for programs no longer core to system performance, and prioritizes expenditures for areas that are consistent with the administration’s goals. Programs eliminated include Receiving Care Support Services and elimination of the Pediatric Interim Care Facility.
JRA
Phased closure of Naselle Youth Camp, consistent with the Department’s commitment to place youth close to families and community supports. (260 youths)
ADSA
Within the Major Eligibility and Program Reduction Package are alternative options which remain strategic and aligned with our new economic realities. These include:
Refinancing personal care under the Community-First Choice Option
Implementation of a public utility assessment on community residential providers and home care agencies
Additional investments in the home and community system of care for people with developmental disabilities resulting in continued consolidation of state-run Residential Habilitation Centers
Additional investments in the LTC Family Caregiver Support program
MH
Community redesign by reducing the number of existing Regional Support Networks to promote greater accountability and oversight, improved consistency in rate setting, and greater capacity to leverage limited resources.
MH/LTC
Closure of two decertified wards at Western State Hospital and increasing services in community Long Term Care settings for individuals with dementia or Traumatic Brain Injury. (82 clients).
MH
Delay in implementation of changes to the Involuntary Treatment Act from January 1, 2012 to July 1, 2015
DD/LTC
Increase Adult Family Home fees to cover 100 percent of the cost of critical oversight.
Options that are difficult but doable
(These reductions and program eliminations would reduce the Department’s budget by approximately 2.5 percent, or approximately $145 million gf-s)
Program
Brief Description
CA
Reduction and elimination of programs in support of children in out of home placements, which is achievable through successful efforts to reduce the number of children and length of stay for children in out of home placements. Programs eliminated included Foster Care Assessment Program, Comprehensive Assessment Program, Continuum of Care Program, Child Advocacy Centers, and research and training services.
JRA
Reduction to the JRA Residential Caseload, Institution Costs, and Juvenile Court Funding. (21 youths)
MH
Reduction to Medicaid capitation rates for RSNs, and elimination of funding for respite, clubhouses, and supported employment.
MH
Additional downsizing of the state hospitals by closure of four civil wards could be accomplished with investment in community capacity and supports.
DDD
Suspension of Individual and Family Services. (1,000 families)
LTC
Eliminate Adult Day Health Services. (1,000 clients)
ESA
Elimination of Refugee/Limited English Proficiency (LEP) Assistance for a number of clients, while preserving employment services for clients receiving LEP Pathway services. (4,900 clients received services in FY2011)
ESA
Elimination of Naturalization Services. (3,874 clients received services in FY2011)
ESA
Reducing the number of months families are eligible to receive TANF cash grants, eliminating the State Family Assistance monthly cash grant, and implementing a two percent ratable reduction to the monthly TANF cash grant. (58,580 families)
ESA
Elimination of the Aged, Blind, or Disabled and Pregnant Women Assistance Program monthly cash grants. (15,500 clients)
ESA
Elimination of the State Food Assistance program. (13,000 clients)
ASA
While the decision package to achieve a 10 percent reduction requires elimination of all alcohol and substance abuse services for adults, alternatives to consider include elimination of residential services, limiting detoxification services, and reductions in Parent Child Assistance Program.
DVR
Reduction of general fund-state dollars for the Basic Support Grant, which will eliminate these services for a number of clients. (14,000 clients served in FY2011)
Admin
Elimination of TeamChild and Washington Mentoring Program.
Options that are necessary to build to a 10 percent reduction, but in many cases will conflict with our guiding principles and our strategic framework for the future and create lasting consequences and long-term negative budget impacts.
(These reductions and program eliminations, if taken in total, would reduce the Department’s budget by approximately six percent, or approximately $340 million gf-s. However, if these reduction options are chosen, we will not be able to implement some of the options listed in the previous two sections.)
Program
Brief Description
ADSA
Major Eligibility and Program Changes – A reduction of this magnitude will have significant impact on our ability to maintain a balanced system of home and community based care. This decision package has alternative options, which are strategic and promote a more balanced system of care, listed in the options above. (more than 80,000 clients)
CA
Additional reductions to Behavioral Rehabilitation Services and Domestic Violence Services to children (more than 4,500 children)
ASA
Elimination of all alcohol and substance abuse services for adults, while retaining services for youth and pregnant and parenting woman. Alternatives to this option are described above. (more than 55,000 clients)
Admin
Elimination of Juvenile Detention Alternatives Initiative.
Next Steps
Secretary Dreyfus will meet with stakeholders and partners in the very near future to educate them about the cumulative reductions we have taken in recent years, to candidly discuss the impacts of the options presented here, and to invite them to join in the conversation and engage in the process.
It's A War On The Workers
Brothers and Sisters,
Agencies across the state are being told to cut programs, cut services, lay off workers and just let the public deal with the impacts. It’s a war on the middle class, a war on working families, and a war on the citizens of Washington state. Those least able to fight back will pay the price and some of them the ultimate price. We must not let it happen!
As the legislature moves toward special session in November, the banks, the corporations like Boeing, and healthcare CEOs are raking money in. Our most vulnerable citizens are being abandoned and our middle class is disappearing. If these things matter to you – stand up and fight back! I want to hear from you the plans your local puts together. We have a very short time to respond. It’s a war on the workers and a war on those least able to fight back. Stand together! Stand strong! We are all in this together. Fight back!
In Corrections we may face the lay off of the very people who keep our neighborhoods safe. Do we really want prisoners released without supervision in order to keep the wealthy from paying their fair share of the cost of public services?
In Employment Security, the very workers who help the unemployed find work face lay off themselves.
The list of potential cuts go on and on.
Children, victims of domestic violence, may have nowhere to turn.
Healthcare for children – gone.
TANF for families ends at 48 months. These are the things I’m hearing. I know you are hearing even more detail.
Six full wards in mental health proposed for closure. That’s 120 mentally ill beds closed.
These cuts are devastating to the citizens we serve. They are a cruel and inhumane response to a budget crisis our children, our elderly, our mentally ill, our developmentally disabled, and our poverty stricken families did not cause.
As you receive information about the pending cuts, please that information to me.
Agencies across the state are being told to cut programs, cut services, lay off workers and just let the public deal with the impacts. It’s a war on the middle class, a war on working families, and a war on the citizens of Washington state. Those least able to fight back will pay the price and some of them the ultimate price. We must not let it happen!
As the legislature moves toward special session in November, the banks, the corporations like Boeing, and healthcare CEOs are raking money in. Our most vulnerable citizens are being abandoned and our middle class is disappearing. If these things matter to you – stand up and fight back! I want to hear from you the plans your local puts together. We have a very short time to respond. It’s a war on the workers and a war on those least able to fight back. Stand together! Stand strong! We are all in this together. Fight back!
In Corrections we may face the lay off of the very people who keep our neighborhoods safe. Do we really want prisoners released without supervision in order to keep the wealthy from paying their fair share of the cost of public services?
In Employment Security, the very workers who help the unemployed find work face lay off themselves.
The list of potential cuts go on and on.
Children, victims of domestic violence, may have nowhere to turn.
Healthcare for children – gone.
TANF for families ends at 48 months. These are the things I’m hearing. I know you are hearing even more detail.
Six full wards in mental health proposed for closure. That’s 120 mentally ill beds closed.
These cuts are devastating to the citizens we serve. They are a cruel and inhumane response to a budget crisis our children, our elderly, our mentally ill, our developmentally disabled, and our poverty stricken families did not cause.
As you receive information about the pending cuts, please that information to me.
Wednesday, August 24, 2011
Wednesday, August 3, 2011
Wednesday, July 27, 2011
Employment Security Layoff Information
There was an informal meeting with ESD Management on July 21, 20011.
Labor met with Management from ESD to clarify how layoffs within ESD will be implemented.
ESD clarified that there will be approximately 500 positions eliminated over the next 6 years. ESD is currently holding many positions vacant to accommodate the anticipated layoffs. Layoffs will be done by seniority and skills and abilities. (e.g. You are the most senior Adjudicator 4; you most likely will not face layoff)
If you receive an at risk letter you would then need to fill out the supplemental questions on NEO.GOV. This will give management the opportunity to see what other jobs you may qualify for as informal or formal options. HR in ESD will be providing training as people begin to receive at risk letters. ESD does not anticipate sending letters out anytime soon. Remember this process will take place over a 6 year period. Non perm and project positions will be the first positions eliminated when this process begins. If there is continued money for a project that project will stay in place.
Performance evaluations have no impact on layoffs!!!
ESD Management has agreed to provide training related to promotional applications to offices that request this training. Training will be offered at the Seattle Tele-center.
This article authored by Sue Henricksen, Vice President
Labor met with Management from ESD to clarify how layoffs within ESD will be implemented.
ESD clarified that there will be approximately 500 positions eliminated over the next 6 years. ESD is currently holding many positions vacant to accommodate the anticipated layoffs. Layoffs will be done by seniority and skills and abilities. (e.g. You are the most senior Adjudicator 4; you most likely will not face layoff)
If you receive an at risk letter you would then need to fill out the supplemental questions on NEO.GOV. This will give management the opportunity to see what other jobs you may qualify for as informal or formal options. HR in ESD will be providing training as people begin to receive at risk letters. ESD does not anticipate sending letters out anytime soon. Remember this process will take place over a 6 year period. Non perm and project positions will be the first positions eliminated when this process begins. If there is continued money for a project that project will stay in place.
Performance evaluations have no impact on layoffs!!!
ESD Management has agreed to provide training related to promotional applications to offices that request this training. Training will be offered at the Seattle Tele-center.
This article authored by Sue Henricksen, Vice President
Tuesday, July 26, 2011
Wednesday, June 22, 2011
DSHS Delayering Of Management
Today management met with the union to discuss delayering management. The following hand out was provided by management. This was described as how they broke out the issues.
Management Layers - Definitions
Institution - a state hospital, residential habilitation center, juvenile rehabilitation center or a total confinement facility RCW 71.09.020 operated by the department and under the control of the Secretary as specified in RCW 72.09.020 operated by the department and under the control of the Secretary as specified in RCW 72-01-050 and 72.050.010. The CEO or Superintendent directs the operations of facilities on a 24/7 basis and is responsible for the residents of the facilities. Staff assigned provide a range of direct services to the clients in residence, and oversees a broad range of support services. The Consolidated Support Services provides support services to state institutions and will be included in this group.
Regional Programs - community based service delivery offices located statewide designated to provide social and health service programs. At the forefront of regional programs are the line staff who interact directly with client and provides needed services. Community programs include community service offices, homes and community, residential care, child support, children's services, developmental disability field offices, and residential or community facilities.
Administrative Units - All central services provided to an administration or the department. To include all back office functions such as contracts, fiscal, payroll, purchasing, IT, communication, human resources, quality assurance, research, training, organizational development, and coordination, office management functions located in the Administration's headquarters or in outstations or satellite offices. Included in this group are Disability Determination Services, Fraud Investigation.
June 22, 2011
Reducing Layers of Management (De-Layering) Informal Discussion
For Management: Glen Christopherson, Peggy Pulse, Wendy Long, Autumn Sharp, Ellen Andrews
For Union: Debbie Brookman, Julianne Moore, Gayle Chamberlain-Smith, Michelle Stelovich, Kandy Kraig, Gabe Hall, Joey Ignacio, Donelle Pond, Fred Curry, Ted Olson, James Robinson, Daniel D’Haem (became ill and left)
Management information provided:
Goal is to have no more than these levels between Secretary of DSHS and first front line level:
5 in Administrative Units
6 in Regional Programs
7 in Institutions
Line level is zero. Secretary is 1 or 5 depending on how counted. Secretary is one for purposes of this discussion. We are not interested in removing line level supervisors. The questions is how do we manage and maintain oversight and not have span of control out of hand? Where we put the pressure is the question.
There will be fewer management positions. 18 million dollar reduction required in administrative overhead and other types of savings. 6.7 million have not been identified in savings. 6.7 million is savings we may achieve through this or maybe not. 80 positions need to be identified to make up the savings.
Management: We are not trying to move represented work to unrepresented positions. That’s why we want to work with you. The focus will be on middle management. We can’t say it wouldn’t impact a represented supervisor. We have not yet determined what positions we will look at. Regional consolidation will have impacts. The effort to delayer is known by the parties bargaining consolidation. Project manager Jim Hunt is coordinating. There are anomalies in HRMS and those have to be cleaned up. There were 9 levels of supervision in some places a month ago ( ADSA, CA, and ESA). Could be a data clean up issue. Management wants a more consistent approach to management across DSHS.
DSHS has no span of control standard now but may have later. ISSD now has 5 layers maximum. DSHS will have a larger span of control than other agencies. Management is working with a database rather than organizational charts. DSHS does not have a good organizational chart software program. Due to daily changes in positions, we need a database system that is more easily updated. How does management get employee input from across the agency? Management needs a mechanism to get input from workforce.
Union concerned about exempt and WMS staff bumping into the bargaining units.
On the database, employee line level is zero but may be labelled for example 7. The clean up on the database will take weeks. Maintenance is different and ongoing.
Union: We’ve identified a number of areas where we believe a work group would be able to provide the input you requested. We’d like the meetings to occur on work time. We’d also like some work time allowed to talk to co-workers about what the concerns might be.
How does the proposed maintenance consolidation work with the delayering? Specifically Mike Allen has been identified as over the project as well as CSS. The workers in temporary training positions are affected in what way? For example one of the workers is currently preparing for a post that was eliminated last year. The Union is concerned about exempt and WMS staff bumping into the bargaining units.
Management said there are 2902 fewer people working for the state as of June from 3 years ago.
The parties will meet again on June 30th.
Management Layers - Definitions
Institution - a state hospital, residential habilitation center, juvenile rehabilitation center or a total confinement facility RCW 71.09.020 operated by the department and under the control of the Secretary as specified in RCW 72.09.020 operated by the department and under the control of the Secretary as specified in RCW 72-01-050 and 72.050.010. The CEO or Superintendent directs the operations of facilities on a 24/7 basis and is responsible for the residents of the facilities. Staff assigned provide a range of direct services to the clients in residence, and oversees a broad range of support services. The Consolidated Support Services provides support services to state institutions and will be included in this group.
Regional Programs - community based service delivery offices located statewide designated to provide social and health service programs. At the forefront of regional programs are the line staff who interact directly with client and provides needed services. Community programs include community service offices, homes and community, residential care, child support, children's services, developmental disability field offices, and residential or community facilities.
Administrative Units - All central services provided to an administration or the department. To include all back office functions such as contracts, fiscal, payroll, purchasing, IT, communication, human resources, quality assurance, research, training, organizational development, and coordination, office management functions located in the Administration's headquarters or in outstations or satellite offices. Included in this group are Disability Determination Services, Fraud Investigation.
June 22, 2011
Reducing Layers of Management (De-Layering) Informal Discussion
For Management: Glen Christopherson, Peggy Pulse, Wendy Long, Autumn Sharp, Ellen Andrews
For Union: Debbie Brookman, Julianne Moore, Gayle Chamberlain-Smith, Michelle Stelovich, Kandy Kraig, Gabe Hall, Joey Ignacio, Donelle Pond, Fred Curry, Ted Olson, James Robinson, Daniel D’Haem (became ill and left)
Management information provided:
Goal is to have no more than these levels between Secretary of DSHS and first front line level:
5 in Administrative Units
6 in Regional Programs
7 in Institutions
Line level is zero. Secretary is 1 or 5 depending on how counted. Secretary is one for purposes of this discussion. We are not interested in removing line level supervisors. The questions is how do we manage and maintain oversight and not have span of control out of hand? Where we put the pressure is the question.
There will be fewer management positions. 18 million dollar reduction required in administrative overhead and other types of savings. 6.7 million have not been identified in savings. 6.7 million is savings we may achieve through this or maybe not. 80 positions need to be identified to make up the savings.
Management: We are not trying to move represented work to unrepresented positions. That’s why we want to work with you. The focus will be on middle management. We can’t say it wouldn’t impact a represented supervisor. We have not yet determined what positions we will look at. Regional consolidation will have impacts. The effort to delayer is known by the parties bargaining consolidation. Project manager Jim Hunt is coordinating. There are anomalies in HRMS and those have to be cleaned up. There were 9 levels of supervision in some places a month ago ( ADSA, CA, and ESA). Could be a data clean up issue. Management wants a more consistent approach to management across DSHS.
DSHS has no span of control standard now but may have later. ISSD now has 5 layers maximum. DSHS will have a larger span of control than other agencies. Management is working with a database rather than organizational charts. DSHS does not have a good organizational chart software program. Due to daily changes in positions, we need a database system that is more easily updated. How does management get employee input from across the agency? Management needs a mechanism to get input from workforce.
Union concerned about exempt and WMS staff bumping into the bargaining units.
On the database, employee line level is zero but may be labelled for example 7. The clean up on the database will take weeks. Maintenance is different and ongoing.
Union: We’ve identified a number of areas where we believe a work group would be able to provide the input you requested. We’d like the meetings to occur on work time. We’d also like some work time allowed to talk to co-workers about what the concerns might be.
How does the proposed maintenance consolidation work with the delayering? Specifically Mike Allen has been identified as over the project as well as CSS. The workers in temporary training positions are affected in what way? For example one of the workers is currently preparing for a post that was eliminated last year. The Union is concerned about exempt and WMS staff bumping into the bargaining units.
Management said there are 2902 fewer people working for the state as of June from 3 years ago.
The parties will meet again on June 30th.
Monday, June 20, 2011
DSHS Institutions and SOLA Pay Statements
Today, your union met with management in a demand to bargain over printed and mailed earnings statements. Management wants all DSHS employees to print their own earnings statements from a computer at work or at home to save money. In previous discussions, management asserted a cost of $6000 a month to print and mail the statements. Since other data that was provided at that meeting proved to be untrue, we are not certain of the veracity of this dollar figure.
What we are certain of is WAC 296-126-040 states:
1. Every employer shall furnish to each employee at the time of payment of wages an itemized statement showing the pay basis (ie., hours or days worked), rate or rates of pay, gross wages, and all deductions for that pay period.
2. An itemized pay statement means a separate written statement from the paycheck issued to employees on each payday. Pay periods shall be identified on the pay statement by month,m day, year and payment date.
3. The pay statement may be furnished or made available electronically provided each employee has access to receive and copy it on the payday. If an employee cannot receive an electronic pay statement at work or at home on the established payday, the employer must provide a written pay statement to the employee on the payday.
Because SOLA is comprised of client homes where citizens with DD live, state computers and printers do not exist and if they did would be for client use. Therefore, management agreed that SOLA workers will not be required to use the electronic system.
The limitations of HRMS make it necessasry for an all or nothing approach. In other words, when the union proposed that workers be allowed to opt in or opt out of the electronic pay statement management wants to implement, management stated that HRMS cannot accommodate that.
Today the following members comprised our team: Claude Burfect, Lee Malinda, Sonya Evans, Gabe Hall, Julianne Moore, James Robinson, Carol Dotlich, Donnelle Pond, and Labor Advocate Debbie Lippincott
Present for management: Wendy Long, Peggy Pulse, Shane Escobel, Glen Christopherson, Jay Minton
Management wants employees to use Employee Self Service. Management stated that employees will have access to computers on all shifts. SOLA will not be affected at this point due to access problems. When the employee has no access to computers at work or at home to print their statement, the employee can fill out a slip to have payroll print it for them. All institutions can provide access except Fircrest and Rainier but management has assurance that both will provide computers and printers. HRMS will turn off statements for all employees in an institution. It cannot provide individual opt outs or opt ins. Employees who do not work on payday, can come in to work and get their pay statement.
The union bristled at the idea that employees have to report to work on their day off to get their earnings statement.
Union continues to request that this management plan not be implemented. The information management provided at last meeting about mail not being bulk and not zip code sorted turned out not to be true. Employees assigned to one on one client care cannot leave to get an earnings statement from the computer. We do not want to lose the ability to have a printed earnings statement. We cannot be clearer about that. We believe the law is on our side in this. Our members are not getting their rest breaks because there is no time. What management doesn’t seem to understand is that institution workers cannot just “go” anywhere. The patient demands and the safety concerns don’t allow workers to just “go” anywhere. There are real safety issues here and even peer pressure will dissuade workers from going to a computer to get their earnings statement. The more we pull people from their work with patients, the more injuries occur. Management plans to consolidate the business functions. We believe the inaccuracies will increase and the TSR leave confusion will leave employees unable to respond timely when errors occur. There are also concerns about confidentiality when printing statements on the units. Some computers must print into different buildings. Employee Self Service is still messed up. There are too many barriers and it makes no sense. The savings are relatively small, it disrupts patient care and some employees will require computer training.
LRO and Glen Christopherson said they will go back and explain that the current technology will not accommodate the plan to cease printing of earnings statements. Management stated that this issue of electronic earnings statements will not go away.
The union made the point that under the current circumstances of short staffing and workload demands as well as new consolidation issues and the shortcomings of the technology at this point, it makes no sense to move down this path. The costs of covering staffing while employees go to computers to print earnings statements would far outweigh any savings.
It was a good discussion. Management discussed doing a survey of our membership. The union warned that upsetting members in this way would be unwelcome. Moreover, the bargaining team is fully representative of our members and has the authority to bargain this issue. If a survey is sent out on this issue, please contact your Council Representative.
What we are certain of is WAC 296-126-040 states:
1. Every employer shall furnish to each employee at the time of payment of wages an itemized statement showing the pay basis (ie., hours or days worked), rate or rates of pay, gross wages, and all deductions for that pay period.
2. An itemized pay statement means a separate written statement from the paycheck issued to employees on each payday. Pay periods shall be identified on the pay statement by month,m day, year and payment date.
3. The pay statement may be furnished or made available electronically provided each employee has access to receive and copy it on the payday. If an employee cannot receive an electronic pay statement at work or at home on the established payday, the employer must provide a written pay statement to the employee on the payday.
Because SOLA is comprised of client homes where citizens with DD live, state computers and printers do not exist and if they did would be for client use. Therefore, management agreed that SOLA workers will not be required to use the electronic system.
The limitations of HRMS make it necessasry for an all or nothing approach. In other words, when the union proposed that workers be allowed to opt in or opt out of the electronic pay statement management wants to implement, management stated that HRMS cannot accommodate that.
Today the following members comprised our team: Claude Burfect, Lee Malinda, Sonya Evans, Gabe Hall, Julianne Moore, James Robinson, Carol Dotlich, Donnelle Pond, and Labor Advocate Debbie Lippincott
Present for management: Wendy Long, Peggy Pulse, Shane Escobel, Glen Christopherson, Jay Minton
Management wants employees to use Employee Self Service. Management stated that employees will have access to computers on all shifts. SOLA will not be affected at this point due to access problems. When the employee has no access to computers at work or at home to print their statement, the employee can fill out a slip to have payroll print it for them. All institutions can provide access except Fircrest and Rainier but management has assurance that both will provide computers and printers. HRMS will turn off statements for all employees in an institution. It cannot provide individual opt outs or opt ins. Employees who do not work on payday, can come in to work and get their pay statement.
The union bristled at the idea that employees have to report to work on their day off to get their earnings statement.
Union continues to request that this management plan not be implemented. The information management provided at last meeting about mail not being bulk and not zip code sorted turned out not to be true. Employees assigned to one on one client care cannot leave to get an earnings statement from the computer. We do not want to lose the ability to have a printed earnings statement. We cannot be clearer about that. We believe the law is on our side in this. Our members are not getting their rest breaks because there is no time. What management doesn’t seem to understand is that institution workers cannot just “go” anywhere. The patient demands and the safety concerns don’t allow workers to just “go” anywhere. There are real safety issues here and even peer pressure will dissuade workers from going to a computer to get their earnings statement. The more we pull people from their work with patients, the more injuries occur. Management plans to consolidate the business functions. We believe the inaccuracies will increase and the TSR leave confusion will leave employees unable to respond timely when errors occur. There are also concerns about confidentiality when printing statements on the units. Some computers must print into different buildings. Employee Self Service is still messed up. There are too many barriers and it makes no sense. The savings are relatively small, it disrupts patient care and some employees will require computer training.
LRO and Glen Christopherson said they will go back and explain that the current technology will not accommodate the plan to cease printing of earnings statements. Management stated that this issue of electronic earnings statements will not go away.
The union made the point that under the current circumstances of short staffing and workload demands as well as new consolidation issues and the shortcomings of the technology at this point, it makes no sense to move down this path. The costs of covering staffing while employees go to computers to print earnings statements would far outweigh any savings.
It was a good discussion. Management discussed doing a survey of our membership. The union warned that upsetting members in this way would be unwelcome. Moreover, the bargaining team is fully representative of our members and has the authority to bargain this issue. If a survey is sent out on this issue, please contact your Council Representative.
Tuesday, June 14, 2011
DSHS Consolidation of Regional Business Services
DSHS Management has embarked on multiple consolidation efforts. The plans put forward thus far leave us scratching our heads. The information we have received to date leaves us with many unanswered questions and a great deal of alarm. When asked about the various projects, we are told Governor Gregoire directed it. In some cases, management states the true purpose is not to save money - it is to consolidate. Some members attending these meetings have remarked that it seems an element of communism has crept into DSHS. Others are concerned it is merely an attempt to make state government look incompetent and then push for contracting out.
Whatever point of view the members adopt, we lack sufficient information to bargain the impacts on our members, our clients and our services. The last meeting on this particular topic was May 19, 2011. The notes I took are below. Today, June 14th we will attempt again to gather information so that our members can provide feedback to the team. These meetings are informal at this point.
Consolidation of Regional Business Centers - May 19, 2011
Management: The focus of the project is not to save money - it is to better align us to do the job rather than to save dollars. Each business center would be responsible for support to two of the current regions. One office will be in each new region. All Business officers will be consolidated into one. The contracts in scope o the project are purchased goods and services. Client and personal service contracts are not in scope. FA5s will be responsible for coordinating. There will be high level staff in each region. There are 3 regions with 1 regional administrator in each program area (JRA, ADSA, ESA, CA, (DD and HCS). There will be one business manager in each region. Service level agreements will be signed between the business centers and the regional administrator. Management will consider allowing persons to work virtuallky from their current worksite or near their home.
Union asked how would these business centers be successful in navigating all the funding streams, audit reqwuirements, court decisions, etc.?
Management said they will ask that question.
DSHS HR Terri Beck said the determination of whether or not the persons are in the bargsaining unit is up to PERC. If the original position coming to the business cengter was in the union, it will stay and if not, it will not be in the bargaining unit. She stated Peggy Pulse is the expert.
Union objected to this and said this will have to be worked out.
Management: Every program will give up the FTE and money for the positions at the business center. Management wants to use existing staff to fill the positions. Management wants to move people in their existing classification initially but as attrition occurs they would change the job classes.
I will continue to try to post information as we receive it.
RESOURCES:
Whatever point of view the members adopt, we lack sufficient information to bargain the impacts on our members, our clients and our services. The last meeting on this particular topic was May 19, 2011. The notes I took are below. Today, June 14th we will attempt again to gather information so that our members can provide feedback to the team. These meetings are informal at this point.
Consolidation of Regional Business Centers - May 19, 2011
Management: The focus of the project is not to save money - it is to better align us to do the job rather than to save dollars. Each business center would be responsible for support to two of the current regions. One office will be in each new region. All Business officers will be consolidated into one. The contracts in scope o the project are purchased goods and services. Client and personal service contracts are not in scope. FA5s will be responsible for coordinating. There will be high level staff in each region. There are 3 regions with 1 regional administrator in each program area (JRA, ADSA, ESA, CA, (DD and HCS). There will be one business manager in each region. Service level agreements will be signed between the business centers and the regional administrator. Management will consider allowing persons to work virtuallky from their current worksite or near their home.
Union asked how would these business centers be successful in navigating all the funding streams, audit reqwuirements, court decisions, etc.?
Management said they will ask that question.
DSHS HR Terri Beck said the determination of whether or not the persons are in the bargsaining unit is up to PERC. If the original position coming to the business cengter was in the union, it will stay and if not, it will not be in the bargaining unit. She stated Peggy Pulse is the expert.
Union objected to this and said this will have to be worked out.
Management: Every program will give up the FTE and money for the positions at the business center. Management wants to use existing staff to fill the positions. Management wants to move people in their existing classification initially but as attrition occurs they would change the job classes.
I will continue to try to post information as we receive it.
RESOURCES:
Wednesday, May 18, 2011
Consolidation of Institution Maintenance
Maintenance Members have a lot of questions about the DSHS proposal to consolidate services. Today members from many facilities met with management for an informational meeting about Institutions Maintenance Consolidation. These are my notes of that meeting.
Management stated work began last fall at the request of the Governor’s Chief of Staff. There are reduced resources. How can we best address maintenance across institutions - not only for efficiencies but to allow the program staff to focus on program delivery to clients?
The current Consolidated Support Services Chief was brought in to advise. Bob Hubenthal is leading the effort. It started in December with a web conference with CEOs and Maintenance Chiefs. Seven workgroups worked from January thru April.
Key issue: recognition that there are some tasks that must remain on institution campus such as sewer treatment, laundry, boilers.
What is the appropriate size team that is a home team? Where are opportunities to group like skills together for a roving team that could move between institutions providing a level of service such as a painting crew, grounds crew - scheduled work like generator runs, preventive maintenance, etc.? There were two workgroups but they are now merged. 157 staff are currently in maintenance. We recognize that travel is not an efficiency so we developed hubs for roving teams. Fleet operations was looked at as well as equipment. Warehouse operations are not in the scope of this but have impact on the consolidation. Communication was also looked at between the teams. Closure of McNeil Prison has added additional responsibilities to DSHS. DSHS may share responsibility for SCC with Fish and Wildlife and General Administration. Proposals to close institutions will impact maintenance and staff. That’s how we came up with these proposals and administration to oversee these teams.
Since our first meeting we thought about the concerns the union raised about adding administration and have a new document to share. We looked at management we already have in Capital Programs and Capital Asset Management. We have now expanded our proposal to include East side CSS. This also addresses the concern about not losing federal funding.
Peggy Pulse will address the bargaining unit information. Consolidated Maintenance and Operations employees will report up through Financial Services Administration. Therefore institutions employees impacted will become part of economic and social services bargaining unit and not institutions bargaining unit. Funding remains at institutions but is allocated to maintenance. CSS and this new CMO will report through Financial Services Administration. PERC will have to decide the bargaining unit issue.
the union asked, "Could CMO report through DSHS Secretary as SCC does in order to maintain Institution bargaining unit status?" The union expressed concern about impact on bargaining unit members since the contract recently negotiated includes them in institutions bargaining unit and not financial services bargaining unit. Concerns were raised about federal funding requirements. What is the cost of licenses for the web based maintenance system. Management responded that Capital budget will cover the cost. Cost is 35k plus annual upgrades.
What is in the scope and what is out of the scope of CMO? It includes water treatment, wastewater treatment, transportation, laundry, custodial only at JRA, stationary engineers. What is not in scope is business functions, food service, security program related and direct line care. There will be service level agreements between the CMO and the Institutions that lay out what is expected. By July 1st we will have the structure in place. The time and attendance for the teams will be done through the institutions. Institutions business functions are also being consolidated but that is another area of discussion. CMO will start managing the budget and managing the people of maintenance.
The union asked if management considered a suggestion to do a smaller pilot of this to see how it works. Management stated they decided not to pilot this process on a smaller scale but to go all in all at once.
The union asked regarding job classes - does management plan to move from trade specific to maintenance mechanic series? Management said there were a few where they will move from one to the other in order to be able to utilize their skills better. Management is interested in similar job classes in order to make movement of staff easier.
The union asked about the fact that SCC will use construction series instead and it pays 10 ranges higher. Answer: SCC chose to do that not the CMO workgroup.
The union asked, "How will emergencies be responded to in 24/7s?" Management responded theat the CMO will have someone on site or someone with a radio that would dispatch people to emergencies.
Management wants to redeploy existing staff and use vacancies to reduce the workforce. 2 from WSH, 1 from Echo Glen, and 1 from CSS will remain vacant and not be filled. Management understands that there will be a learning curve.
Management will be verifying the licenses and skills that members have to determine who will be on roving team and who will be on home team.
The union asked about the background checks required to work in JRA vs. MH vs. DDD vs. SCC believing they differ. Management answer is: SCC has increased background information due to requirement for FBI fingerprints. However, they see no problem since they have to deal with contractors from time to time and have no problem.
The union will soon be required to bargain all of this and needs whatever information you can share as to the impact on the services and the workforce. Please meet with your representatives and discuss the issues. Some of us will want to stop it because we believe it will cost more and be inefficient. We may or may not be successful so we must prepare for both contingencies. Some of us may see this as an opportunity. If so, we need to hear from you too. You are the union and it is your voice that must be brought to the table. Please make it heard.
RESOURCES:
Management stated work began last fall at the request of the Governor’s Chief of Staff. There are reduced resources. How can we best address maintenance across institutions - not only for efficiencies but to allow the program staff to focus on program delivery to clients?
The current Consolidated Support Services Chief was brought in to advise. Bob Hubenthal is leading the effort. It started in December with a web conference with CEOs and Maintenance Chiefs. Seven workgroups worked from January thru April.
Key issue: recognition that there are some tasks that must remain on institution campus such as sewer treatment, laundry, boilers.
What is the appropriate size team that is a home team? Where are opportunities to group like skills together for a roving team that could move between institutions providing a level of service such as a painting crew, grounds crew - scheduled work like generator runs, preventive maintenance, etc.? There were two workgroups but they are now merged. 157 staff are currently in maintenance. We recognize that travel is not an efficiency so we developed hubs for roving teams. Fleet operations was looked at as well as equipment. Warehouse operations are not in the scope of this but have impact on the consolidation. Communication was also looked at between the teams. Closure of McNeil Prison has added additional responsibilities to DSHS. DSHS may share responsibility for SCC with Fish and Wildlife and General Administration. Proposals to close institutions will impact maintenance and staff. That’s how we came up with these proposals and administration to oversee these teams.
Since our first meeting we thought about the concerns the union raised about adding administration and have a new document to share. We looked at management we already have in Capital Programs and Capital Asset Management. We have now expanded our proposal to include East side CSS. This also addresses the concern about not losing federal funding.
Peggy Pulse will address the bargaining unit information. Consolidated Maintenance and Operations employees will report up through Financial Services Administration. Therefore institutions employees impacted will become part of economic and social services bargaining unit and not institutions bargaining unit. Funding remains at institutions but is allocated to maintenance. CSS and this new CMO will report through Financial Services Administration. PERC will have to decide the bargaining unit issue.
the union asked, "Could CMO report through DSHS Secretary as SCC does in order to maintain Institution bargaining unit status?" The union expressed concern about impact on bargaining unit members since the contract recently negotiated includes them in institutions bargaining unit and not financial services bargaining unit. Concerns were raised about federal funding requirements. What is the cost of licenses for the web based maintenance system. Management responded that Capital budget will cover the cost. Cost is 35k plus annual upgrades.
What is in the scope and what is out of the scope of CMO? It includes water treatment, wastewater treatment, transportation, laundry, custodial only at JRA, stationary engineers. What is not in scope is business functions, food service, security program related and direct line care. There will be service level agreements between the CMO and the Institutions that lay out what is expected. By July 1st we will have the structure in place. The time and attendance for the teams will be done through the institutions. Institutions business functions are also being consolidated but that is another area of discussion. CMO will start managing the budget and managing the people of maintenance.
The union asked if management considered a suggestion to do a smaller pilot of this to see how it works. Management stated they decided not to pilot this process on a smaller scale but to go all in all at once.
The union asked regarding job classes - does management plan to move from trade specific to maintenance mechanic series? Management said there were a few where they will move from one to the other in order to be able to utilize their skills better. Management is interested in similar job classes in order to make movement of staff easier.
The union asked about the fact that SCC will use construction series instead and it pays 10 ranges higher. Answer: SCC chose to do that not the CMO workgroup.
The union asked, "How will emergencies be responded to in 24/7s?" Management responded theat the CMO will have someone on site or someone with a radio that would dispatch people to emergencies.
Management wants to redeploy existing staff and use vacancies to reduce the workforce. 2 from WSH, 1 from Echo Glen, and 1 from CSS will remain vacant and not be filled. Management understands that there will be a learning curve.
Management will be verifying the licenses and skills that members have to determine who will be on roving team and who will be on home team.
The union asked about the background checks required to work in JRA vs. MH vs. DDD vs. SCC believing they differ. Management answer is: SCC has increased background information due to requirement for FBI fingerprints. However, they see no problem since they have to deal with contractors from time to time and have no problem.
The union will soon be required to bargain all of this and needs whatever information you can share as to the impact on the services and the workforce. Please meet with your representatives and discuss the issues. Some of us will want to stop it because we believe it will cost more and be inefficient. We may or may not be successful so we must prepare for both contingencies. Some of us may see this as an opportunity. If so, we need to hear from you too. You are the union and it is your voice that must be brought to the table. Please make it heard.
RESOURCES:
Tuesday, May 17, 2011
DSHS Furlough Day Relief!
At long last and after a great deal of hard work, DSHS members will have relief from furlough days. Our DSHS workers took the largest number of furlough days of any agency in order to save services to the public and to maintain a capable and efficient workforce. I am very happy to announce that DSHS and the Office of Financial Management have approved our request to end temporary layoff days.
This relief applies to both the ESSB 6503 temporary layoffs and the department-initiated Extended and Expanded Temporary Layoff (or non-ESSB 6503 Temporary Layoff). Represented workers will not be taking the scheduled June temporary layoff day. Workers subject to temporary layoff under the DSHS- initiated plan and who have contributed the equivalent of seven or more days, will not be required to take additional time.
Represented workers will receive official notification rescinding temporary layoff. DSHS states that notification letters are being prepared and will be distributed as quickly as possible. Each letter will specify what time period the temporary layoff is rescinded. Be careful to get supervisory approval before you make any changes to your schedule or attempt to cancel any furlough days.
The official announcement is due out this afternoon! Watch for it!
This relief applies to both the ESSB 6503 temporary layoffs and the department-initiated Extended and Expanded Temporary Layoff (or non-ESSB 6503 Temporary Layoff). Represented workers will not be taking the scheduled June temporary layoff day. Workers subject to temporary layoff under the DSHS- initiated plan and who have contributed the equivalent of seven or more days, will not be required to take additional time.
Represented workers will receive official notification rescinding temporary layoff. DSHS states that notification letters are being prepared and will be distributed as quickly as possible. Each letter will specify what time period the temporary layoff is rescinded. Be careful to get supervisory approval before you make any changes to your schedule or attempt to cancel any furlough days.
The official announcement is due out this afternoon! Watch for it!
Friday, April 15, 2011
DSHS Institutions Closures
Both the Senate and House budgets propose closures of RHCs. Frances Haddon Morgan Center, Yakima Valley School, Rainier, have all been named with an end goal of closing them all. Take action now. Each day has been a seesaw with a different RHC targetted. Providers have been bringing their clients to testify against the RHCs. They look forward to the closures and the property as a means to put more money into the community. We cannot bring our clients to the legislature or even disclose their names without fear of termination. That leaves our dear ones without a voice to save their homes. The parents and advocacy groups are fighting hard as are some of our members. It is not enough. We need you!
There should be a continuum of care for the developmentally disabled. Please plan to come to Olympia Monday or any day next week. The legislature will work on the budget and members are needed here until 8 pm most nights. Whatever shift you work, whatever your days off are, you DO have time to be here and you are needed now. The closures will be the end of living wage jobs for hundreds of working families. The closure results for our clients is even more dire. Please help.
Whether the legislature attempts to close services for youth, elderly, disabled, or mentally ill - an injury to one is an injury to all. Be present for the fight!
There should be a continuum of care for the developmentally disabled. Please plan to come to Olympia Monday or any day next week. The legislature will work on the budget and members are needed here until 8 pm most nights. Whatever shift you work, whatever your days off are, you DO have time to be here and you are needed now. The closures will be the end of living wage jobs for hundreds of working families. The closure results for our clients is even more dire. Please help.
Whether the legislature attempts to close services for youth, elderly, disabled, or mentally ill - an injury to one is an injury to all. Be present for the fight!
Tuesday, April 5, 2011
Rally April 4 2011 Martin Luther King Park
Remarks of Carol Dotlich at Martin Luther King Park April 4th 2011
Forty three years ago, Dr. Martin Luther King Jr. stood with AFSCME sanitation workers in Memphis Tennessee. They were public servants subjected to unsafe working conditions and no power at the collective bargaining table. Dr. King came to give them power. Dr. King said, “The struggle for public workers and the public services they provide and their collective bargaining is a moral fight. “
Dr. King’s message was right in 1968 and it is right today.
Need is not the crime. Greed is the crime.
1% of the wealthiest today control the hearts and minds of American politics.
Need is not the crime. Greed is the crime.
Public servants – teachers, police, park rangers, firefighters, social workers-these are not the enemy.
Need is not the crime. Greed is the crime.
Organized labor-collective bargaining built the middle class in America.
Today our country is at war against crime in many countries. At home, in American, corporations are funding a war on American families. This is a war on the working class – a war on folks who just want to go to work every day, send their kids to school, put food on the table, one day retire in dignity and enjoy the fruits of all those years of labor. This war attacks their retirement funds, their healthcare plans and even social security itself.
If today, Dr. Martin Luther King Jr. were alive, and I wish he were, he would be standing with us against the corporations and the union busting politicians, and the robber barons and he would say to us now as he said then: “An individual has not started living until he can rise above the narrow confines of individualistic concerns to the broader concerns of humanity.”
Brothers and sisters – Need is not the crime. Greed is the crime.
Today heaven sheds its tears for all those who share the dreams and vision of Dr. Martin Luther King for we have not realized that dream. Heaven cries out for justice for workers. It reminds us that we must stand today as Dr. Martin Luther King stood in 1968 – we must stand for justice-we must stand for working America-we must carry on the dream!
Forty three years ago, Dr. Martin Luther King Jr. stood with AFSCME sanitation workers in Memphis Tennessee. They were public servants subjected to unsafe working conditions and no power at the collective bargaining table. Dr. King came to give them power. Dr. King said, “The struggle for public workers and the public services they provide and their collective bargaining is a moral fight. “
Dr. King’s message was right in 1968 and it is right today.
Need is not the crime. Greed is the crime.
1% of the wealthiest today control the hearts and minds of American politics.
Need is not the crime. Greed is the crime.
Public servants – teachers, police, park rangers, firefighters, social workers-these are not the enemy.
Need is not the crime. Greed is the crime.
Organized labor-collective bargaining built the middle class in America.
Today our country is at war against crime in many countries. At home, in American, corporations are funding a war on American families. This is a war on the working class – a war on folks who just want to go to work every day, send their kids to school, put food on the table, one day retire in dignity and enjoy the fruits of all those years of labor. This war attacks their retirement funds, their healthcare plans and even social security itself.
If today, Dr. Martin Luther King Jr. were alive, and I wish he were, he would be standing with us against the corporations and the union busting politicians, and the robber barons and he would say to us now as he said then: “An individual has not started living until he can rise above the narrow confines of individualistic concerns to the broader concerns of humanity.”
Brothers and sisters – Need is not the crime. Greed is the crime.
Today heaven sheds its tears for all those who share the dreams and vision of Dr. Martin Luther King for we have not realized that dream. Heaven cries out for justice for workers. It reminds us that we must stand today as Dr. Martin Luther King stood in 1968 – we must stand for justice-we must stand for working America-we must carry on the dream!
Friday, March 25, 2011
Tuesday, March 22, 2011
WSDOT Worker Memorial Event/National Work Zone Memorial Wall
Remarks of Carol Dotlich, WFSE/AFSCME President
WSDOT WORKER MEMORIAL EVENT/NATIONAL WORK ZONE MEMORIAL WALL
WSDOT Headquarters, Olympia on March 22, 2011
Secretary Hammond, friends, families and employees of the Department of Transportation.
I’m Carol Dotlich, president of the Washington Federation of State Employees. We’re proud to represent the 2012 employees in Highway Maintenance. Our highways and freeways are safer because of them and all of the citizens of the state owe them a huge debt of gratitude. In the storms that rage around us DOT is on the job.
When they leave home for their shift, there’s no guarantee they’ll return home in one piece.
And, tragically, some of our members don’t return home – 59 since 1950.
We like all of you are saddened by the death of Department of Transportation employees, including four Federation members since 2000 alone: Sam E. Williams of Local 1290 in Lewis County, Jake Baardson of Local 378 in King County, Neal Richards of Local 1556 in Port Angeles, and, most recently, Billy Rhynalds of Local 378.
We simply can’t lose any more DOT workers. They are vital to our state. But more importantly, they are husbands and wives and dads and moms and sons and daughters. The impact on the families left behind is the most tragic outcome.
In the words of Mother Jones, we mourn the dead and fight like hell for the living. On this both the Union and Management agree we stand ready to partner for safety everyday.
Monday, March 21, 2011
Put People First! rally on April 8 at the Capitol
Rally at the Capitol steps at noon on April 8 to demand that legislators put people first when seeking solutions to the budget crisis.
Washington state's economy has been brought to its knees over the past several years - not by working men and women, but by Wall Street bankers who created the worst economic crisis in our country since the 1930's. Many ordinary working-class people have already paid the price in lost jobs, homes, services and hope.
People are looking for real solutions. We don't need more cuts to working families. We need legislators to recognize that public servants and middle-class workers have already made deep sacrifices to help fix the economy.
The legislature gave away $3 billion in tax breaks in the past 10 years. We need legislators to close tax loopholes and protect the safety net.
On April 8th - come to Olympia and stand in solidarity to demand that legislators protect the middle class and find real solutions to the budget deficit.
REGISTER ONLINE HERE
We now know that well over 5000 labor and community people are ramping up for this rally. I hope to see your face in the crowd!
Buses are running from Arlington, Everett, Seattle, Tukwila, Federal Way, Tacoma, Lakewood, Spokane, Richland, Sunnyside, Yakima, Vancouver and Kelso. Seats are limited, so register today.
REGISTER ONLINE HERE
Sunday, March 20, 2011
Standing With Wisconsin Public Service Workers
On March 2nd, union members of WFSE Local 1488, SEIU, and UAW stood with students who sponsored a rally in support of our AFSCME sisters and brothers in Wisconsin. The rain fell hard and the wind blew strongly. The weather didn't dampen the resolve of these activists. Solidarity ruled the day!
Save Maple Lane School For Our Youth
The legislature targeted Maple Lane School for closure in 2013. It has an outstanding program for mentally ill youthful offenders. Moving these youth to other institutions and housing them with more sophisticated and dangerous offenders is a recipe for tragedy because these youth are very vulnerable.
The arguments to save the school are valid. Taxpayers have invested millions of dollars into capital programs there. The physical plant will not be paid off until 2018. the latest forecasts show that the population of youthful offenders is increasing. The Murray study that the legislature commissioned 18 months ago said facts do not support closure of either Maple Lane or Green Hill. The family wage jobs that will be lost in an area with high unemployment makes the impact of the closure even bleaker for the community. Our youth will be the adults of our communities tomorrow. Shouldn't we be willing to spend money to insure they are healthy, responsible citizens when they live next door to us? This is a nationally recognized public service. It's a service that is being fast tracked for closure this year.
Those who provide services to our youth are standing up and fighting to save it. The photos above were taken on March 3rd when JRA rallied, lobbied, and talked with Governor Gregoire's staff.
Tuesday, March 8, 2011
Calling All Law Enforcement and Security Members
April 1st through 3rd, AFSCME Councils 28 and 75 will host a Public Safety Conference at the SeaTac Doubletree Hotel. This is always a very popular event and Council 28 will pay for 6 members to attend. Two of those slots are already taken and only 4 are left. Please contact me if you would like to attend at Council expense. Any member may request to attend. All members are welcome. This will be of particular interest to those who provide law enforcement or security functions. Some locals provide expenses for their members to attend so be sure to attend your local membership meeting and express your interest.
Tuesday, March 1, 2011
Friday, February 18, 2011
Monday, January 10, 2011
Opening Day At The Legislature - Rally
Opening day of the legislature, WFSE members from all around the state rallied on the steps of the capitol to say we’ve sacrificed enough. Our collective bargaining agreement embodies the concept of preserving services for the public. We call on the legislators to approve the agreement we negotiated and to treat public servants with the respect and dignity we deserve.
Carol Dotlich and Ginger Richardson, President of Local 308, Department of Corrections local, addressed the crowd gathered on the capitol steps. They were joined by Jeff Johnson, President of the Washington State Labor Council and Lynne Dodson, Secretary-Treasurer who expressed the support of the labor community for the state workers who have sacrificed so much to maintain services to the public who both need and want these services. A crowd of community supporters joined our group of activists carrying signs decrying the cuts to services proposed in the Governor’s budget. The Governor herself has publicly declared that she hates her budget because of what it does to the citizens of the state.
Thank you to all who turned out to carry our message to the senators and representatives of Washington State.
Thursday, January 6, 2011
Statewide Executive Board Approves Green Caucus
Members who are interested in participating in the "Green Caucus" should contact me at carold@wfse.org. The economy has forced the Governor and the legislature to make tough decisions about state programs and services. Many of these will have deep impacts on our members who work in Ecology, Natural Resources, Fish and Wildlife, Hatcheries and Parks. Those decisions will impact everyone who enjoys living in this state with its rich tapestry of life. The "Green Caucus" will give voice to the concerns our members have related to these issues. The creative ideas our members generate will have great value for the future of our state and the services we provide to the public.
Wednesday, January 5, 2011
Opening Day Of The Legislature
Opening day of the legislature is January 10th and we are looking forward to a solid turnout of membership to carry our message to the new legislature. It will be an exciting day and the beginning of our intense fight to save state services to the public, save family wage jobs, stop closures, protect our pensions, and protect the contracts we have negotiated. Much will be required of the leaders and the membership this session. We need a steady presence at the capitol as well as phone and e-mail support. The Internal Organizing Committee has been working hard to mobilize the membership. Thank you to all who are participating in this effort. If you wish to join us, please confirm that you are coming by contacting the legislative department at 1-800-562-6002. We will have lunch for you and give you directions to the WSLC building in Olympia.
This legislative session we will fight to preserve state services and state jobs. We currently face closures of Francis Haddon Morgan Center, Maple Lane School, Yakima Valley School, and significant reductions in staff and programs throughout the state. Many programs face merger and some wholesale elimination. Every Higher Education campus faces significant reductions in state fund dollars. Due to the current economy, the Governor reported in the press that the state can no longer be the safety net. All of our leaders must be involved in mobilization efforts. We can only succeed if our membership is active and determined to win.
The good news, if there is good news, is that the Governor did a press conference following the conclusion of negotiations. She included WFSE represented by me and SEIU represented by Jonathan Rosenblum. That press conference can be seen on TVW website December 18th. In it she defended state employees and the work that they do. She said we had sacrificed enough financially. She said she would fight for the contract we negotiated, including our health plan. Although some of the press and certain legislators have continued their unpleasant comments, Governor Gregoire has remained steadfast in the press interviews we have seen subsequently.
Sisters and Brothers we are in it to win it. Just as our bargaining teams have had the courage and fortitude to stand in the face of the storm, our leaders and our members must do the same. We are in it to win it.
This legislative session we will fight to preserve state services and state jobs. We currently face closures of Francis Haddon Morgan Center, Maple Lane School, Yakima Valley School, and significant reductions in staff and programs throughout the state. Many programs face merger and some wholesale elimination. Every Higher Education campus faces significant reductions in state fund dollars. Due to the current economy, the Governor reported in the press that the state can no longer be the safety net. All of our leaders must be involved in mobilization efforts. We can only succeed if our membership is active and determined to win.
The good news, if there is good news, is that the Governor did a press conference following the conclusion of negotiations. She included WFSE represented by me and SEIU represented by Jonathan Rosenblum. That press conference can be seen on TVW website December 18th. In it she defended state employees and the work that they do. She said we had sacrificed enough financially. She said she would fight for the contract we negotiated, including our health plan. Although some of the press and certain legislators have continued their unpleasant comments, Governor Gregoire has remained steadfast in the press interviews we have seen subsequently.
Sisters and Brothers we are in it to win it. Just as our bargaining teams have had the courage and fortitude to stand in the face of the storm, our leaders and our members must do the same. We are in it to win it.
New Group Forms To Look At Tort Reform
A sub-group of the Legislative and Political Action Committee members has formed to look at tort reform. The members of the group selected thus far are: Aaron Cole, Steve Segall, Mike Weisman, Lee Novak, Yousef Fahoum.
Local 1488 Plans Rally In Support Of PAC Unit
As many of you are aware, we have a number of outstanding issues at the University of Washington with action pending.
Our members who were moved from one work location to another (the PAC unit) and then told they are no longer covered by the contract are still battling back with full union support. The following message is from Vanessa, WFSE Organizer, who is assigned to work with them:
“We are planning a candle light vigil as a united action to demonstrate our concern about the way in which the UW is dealing with its employees. At the call center (Pac) unit employees our members are being discriminated against in many forms. There seems to be age discrimination, racism, including discriminatory behavior toward employees with serious health issues. The tentative date and time is January 14th at 5:00 PM at Harborview Medical Center 9th and James Street.” Please support these workers and attend if you are able.
Our members who were moved from one work location to another (the PAC unit) and then told they are no longer covered by the contract are still battling back with full union support. The following message is from Vanessa, WFSE Organizer, who is assigned to work with them:
“We are planning a candle light vigil as a united action to demonstrate our concern about the way in which the UW is dealing with its employees. At the call center (Pac) unit employees our members are being discriminated against in many forms. There seems to be age discrimination, racism, including discriminatory behavior toward employees with serious health issues. The tentative date and time is January 14th at 5:00 PM at Harborview Medical Center 9th and James Street.” Please support these workers and attend if you are able.
Local 1488 Members Meet UW President Phyllis Wise
Tuesday, January 4th, Local 1488 members Paula Lukaszek, James Bals, Ed Vazquez, and Francisca Flores met with the University of Washington President Phyllis Wise to share the challenges faced by the membership. They were warmly received by the President who allowed for a free flowing conversation without interference from others. The financial pressures they face with the increased parking fees, the increased workload due to the reductions in staff, safety concerns, the changes in work schedules and the impacts, the lack of a tentative agreement were all well stated. These members advocated for respect and dignity for the workers and offered solutions that would improve operations and the morale of the workers. They offered a partnership approach to resolving problems. The President clarified issues the University faces and posed for pictures with the group. We asked for a path forward in our relationship and are hopeful that the conversation provided valuable insights for both the President and the Union.
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