MEMBER FOCUS
Communication Drives MOU Process
More than 500 MOU chapter success stories in wake of COVID-19
COVID-19 has divided communities in many ways since it became widespread in March, but for CSEA it has enabled members to solidify their voice and value in our union. Executive boards, negotiations teams, field staff, labor relations representatives (LRRs) and others have collaborated on drafting and negotiating memorandums of understanding (MOU) that best serve their respective chapters in creating a safe return to work environment.
More than 500 MOU chapter success stories in wake of COVID-19
COVID-19 has divided communities in many ways since it became widespread in March, but for CSEA it has enabled members to solidify their voice and value in our union. Executive boards, negotiations teams, field staff, labor relations representatives (LRRs) and others have collaborated on drafting and negotiating memorandums of understanding (MOU) that best serve their respective chapters in creating a safe return to work environment.
As the California Department of Public Health (CDPH) began to elevate its standards, CSEA took note. Seeing that safe, more highly enforceable conditions could be attained more quickly, our field team sought our Legal Department’s guidance to draft a proposal that could serve as a template for chapter negotiations teams throughout the state.
Some chapters have come to the table time and time again, for weeks on end, to demand the rights their members deserve. Some have even negotiated multiple times a week for months to ensure classified employees remain safe.
So far, this hard work has resulted in more than 500 MOU success stories, fully two-thirds of the chapters that CSEA represents. In some instances, they have even mitigated proposed layoffs by adding new duties to job classifications.
This is proof positive that the union, driven by its members, is defending jobs and securing standards that keep classified staff safe. The critical key to the success of these efforts, especially when in-person meetings are restricted, is communication.
So far, this hard work has resulted in more than 500 MOU success stories, fully two-thirds of the chapters that CSEA represents. In some instances, they have even mitigated proposed layoffs by adding new duties to job classifications.
This is proof positive that the union, driven by its members, is defending jobs and securing standards that keep classified staff safe. The critical key to the success of these efforts, especially when in-person meetings are restricted, is communication.
Chapter leaders involved in the negotiation of Return to Work agreements are the most important source of information for their chapter members, both when negotiating the agreement and enforcing the safety measures on a day-to-day basis.
Sending out regular updates to chapter members does more than inform of what is going on right now; it lets members know where they can go for reliable information next time they need it. With the information overload we all experience these days, consistent communication from the chapter is more important than ever.
Additionally, LRRs are also a great resource to have at chapter meetings. When chapter leaders and their LRR are in close communication, it is likely the field office can anticipate and address concerns more readily.
Finally, staying in touch with membership from each site is important for chapter leaders. If leaders and LRRs do not hear from each worksite, how will they know if the agreements and CDPH guidelines are being adhered to?
Additionally, LRRs are also a great resource to have at chapter meetings. When chapter leaders and their LRR are in close communication, it is likely the field office can anticipate and address concerns more readily.
Finally, staying in touch with membership from each site is important for chapter leaders. If leaders and LRRs do not hear from each worksite, how will they know if the agreements and CDPH guidelines are being adhered to?
To drive this success, work is being done virtually through Zoom meetings and phone calls. The Communications Department helped draft an outline for bargaining unit updates that can be used to create updates sent out after each negotiation session. Field staff host online trainings and frequently meet with member leaders from the area. The Return Taskforce also meets on a regular basis via Zoom and confers bi-weekly with staff coordinators from each office to assist program development in the field.
