Sorry for the delay folks, we seem to have missed posting the July issue of The Arc. The PDF version of the magazine can be found here:
May 16, 2018 / Robert M. Schwartz
In today’s dysfunctional economic climate, straightforward bargaining frequently comes up empty. Employers come to the table with lengthy lists of takeaways and refuse to compromise. Claiming impasse at the earliest opportunity, they threaten to carry out their final offer or impose a lockout.
To cope with these realities many unions are turning to militant contract campaigns. Creative and aggressive tactics can demonstrate members’ solidarity, resolve, and willingness to act.
Successful contract campaigns rely on wide participation. Months before negotiations begin, the union selects a contract action team. Using individual and group meetings, surveys, and house calls, the team reaches out to every worker, soliciting suggestions for bargaining demands and ideas for exerting pressure. Films, speakers, and handouts educate members about labor struggles.
Supportive details for reason #7 of the 10 reasons to Vote No
Many have expressed frustration that the Sick & Safe hours accrued are not put into an account like the health care or vacation funds. Part of the reason for this is that the law requires employers to pay out current wage hours, not wages earned at a previous wage scale. For our trade a clear example is an apprentice who moves up in year would get paid at their current hourly wage, not the wages from the previous school year when they actually accrued the benefit. So, banking wages does not work and banking hours is not possible due to these discrepancies.
Unlike most workers however, many if not most of us are continually switching employers. As one job winds down, we are laid off and re-dispatched to a new employer. When we are released from employment we are relieved of the Sick & Safe hours which we have accrued under the law. This of course leads to workers trying to figure out how can they work the system to ensure that they receive the benefits that they earned before those benefits are taken away. Often this leads to workers taking time for Sick & Safe situations during the last stretch of the job when they are most needed, putting them at odds with the contractor.
To avoid a loss of the benefit and ensure that the jobs are fully staffed to complete the job, the benefit should be paid out when the employee is laid off. This would help keep the workers on the job until the end, and still give them the opportunity to take care of their Sick & Safe situations which the benefit is intended to accommodate. When a worker is able to count on being able to afford to go to the doctor, get check ups, and what ever else they will be in healthier condition for the next job. Allowing this to occur after lay off, helps mitigate the downtime the contractors will occur during the project.
This is a Win Win.
For most of us, the strength of the labor movement in the United States has been steadily declining for our entire lives. The monumental victories of the first half of the 20th century (the 8 hour day, closed shop union contracts, unemployment insurance, etc.) have been under attack and for many workers these fundamental rights have been all but eroded. With the loss of union power we have also lost the methods and tactics of struggle that made those victories possible in the first place.
That is why the recent strike of the West Virginia teachers union is so important. Not only were they able to win the 5% pay increase they were fighting for in the era of “right to work”, they did it by returning to the rank and file militancy of the past. In order to win their strike the teachers had to defy state law as well as their own union leadership and in doing so they reminded us all of where our true power lies: with the rank and file and on the job.
The strike in West Virginia began with the blessing of the statewide teachers union leaders. Frustration had been boiling over among teachers across the state for years. Teachers in West Virginia in 2016 were the 48th lowest paid in the country, the average salary being around $45,000. Wages were not keeping up with rising healthcare costs and cost of living. A vote was taken and a work stoppage began on February 22nd, closing schools in all of West Virginia’s 55 counties.
From the beginning the strike was dynamic and explosive. Union members didn’t simply sit back and wait for the leadership to tell them to act, they took matters into their own hands. A rank and file Facebook group was started that quickly grew to 20,000 members voicing their frustrations and updating teachers in other parts of the state about unfolding events. The teachers had broad demands which brought in other public sector employees in West Virginia who supported them on the picket lines.
It is this strategy of action and solidarity that made it possible to continue the strike even after the official union leadership called for it to end. After the leadership struck a deal that was unacceptable to the membership they didn’t hang their heads and go back to work, they continued the strike as a “wildcat”. A “wildcat” is a strike that is called without the approval of the local, national or international union leadership. This tactic was common in the past and crucial to the strength of the labor movement in the 1930’s, 40’s and 50’s but has been suppressed and forgotten in more recent years.
In the end the teachers won a 5% pay increase which was approved not just for teachers but for all State employees. They did it by remembering the lessons of the past, not just the lessons of the labor movement but other movements of working people like the civil rights movement of the 1950’s and 60’s as well.
That lesson is this: the rules are often written not for us, but against us. They are written by politicians who line their pockets with donations from big business. They are written by companies that want to drive down wages and erode conditions to maximize their profits. They are written by so called union leaders who want to advance their own career no matter the expense to the workers they are supposed to represent.
But these rules are also arbitrary. They exist only as long as we let them exist and they can be overcome when we realize the power of our solidarity. This is what we are going to have to do if we want to rebuild a powerful labor movement that can defeat attacks like “right to work”.
There is an analogy that I think best illustrates this point. To a lion, the whip of the lion tamer seems too powerful to overcome. The lion might believe that for weeks or even for years, and during that time he will do what the lion tamer says. But we know that the lion is much greater than the whip, and the tamer knows this as well. All the lion has to do is realize it.
Or is it Organize vs Represent?
The International Brotherhood of Electrical Workers, like the majority of unions, has a tremendous focus on organizing workers into their Union under the premise of building market share. With new membership comes a greater share of the market, increased dues collection, and increased worker strength in contract negotiations. These characteristics hold true in an environment where employers are forced to be closed shops. Meaning that all of their workers who fall under the scope of the contract agreement with the Union, are required to be dues paying members.
In Right to Work (RTW) States, organizing an employer does not necessarily mean that all of the members will pay their fare share, and the ability to keep an employer signatory to a contract agreement is in constant peril. RTW States do not require employees to pay their fair share and they have recertification procedures which create huge hurdles for the Unions who are operating there. This dynamic leads Unions in these locals to the question of how to attract workers and win them over to being full dues paying members.
Do you focus your energy on Organizing new workers to account for attrition, or do you develop higher quality representation to turn those workers into dependable members?
If the 9th District Progress meetings of the past have been any indicator, the focus is on organizing new members and signing new contractors. All of the metrics which account for “progress” in the 9th District are focused on the organizing success and or failure of the constituent Locals. Numbers reflecting member engagement, such as participation levels at meetings or during votes, are absent from the powerpoint presentations and speakers. The focus on Organizing is of seeming paramount importance in the struggle against member attrition and market share development.
Unfortunately, this focus on organizing will not hold up when RTW makes its way into the remaining states which have yet to adopt it. When workers are given a choice of paying dues or not they will ask themselves, “What am I getting for my money?”. Currently the answer to this question is ultimately a lack of representation, an unenforced contract, and more organized workers to compete against for the next job. How many times have you seen a representative come out to your workplace when an election wasn’t right around the corner? Are the terms of the agreed to contract violated on a daily basis, by you, your coworkers, and or your employer? We need as many workers as we can get right now, so the third item listed above doesn’t play out currently, but be assured some will be thinking about it when times get lean again.
According to http://www.ibew46.org/our_team.html there are currently seven representatives in Local 46 for 5200+ members. That is over 740 members for every 1 representative. It is not possible for the number of representatives that we have, to be able to handle this many members effectively. The current membership is under represented, and there is an underlying resentment for paying dues without a justifiable level of representation on the jobs. This does not appear to be changing dynamic either, as the number of unpaid representatives (Stewards) remains in the single digits, and as the Leadership is focused on extending Organizing dues for another three years. The current representation model that has been implemented will be hard pressed to keep those that are concerned about being represented paying dues when RTW becomes a reality. There will be a dramatic cut off in the amount of dues collected as the membership is disenfranchised with the level of representation, tired of unenforced contracts, and fearful of having to compete with more workers for the same jobs.
Ultimately, the members are the customers that the Hall is in place to provide services for. The Hall has agreed to provide members with contract enforcement through representation and job opportunities through organizing. If the product that the Hall is producing only includes job opportunities, then the members who are buying for representation, will stop paying dues when given the choice. They will question what is the point of paying dues to an organization which is focused on bringing in more workers for them to compete against, when the Hall won’t provide significant representation and fight for the fair treatment of the members they currently have.
The end product of Local 46 has been too focused on organizing and needs to shift to representation as its primary focus. RTW is on the horizon whether workers and their unions want it or not. If the Local continues to focus the majority of its dues on organizing, then it will not be able to provide justification for those that question the level of representation they are buying with their dues payments. To remain competitive and to keep the funding up so LU 46 can afford to pursue organizing efforts, they must increase representation and turn the focus to customer satisfaction. The membership must become the primary focus of their Hall, and the quality of the representation must be increased substantially to keep them.
The costs of providing representation at levels more reasonable than 740 to 1, does not have to be substantial. There is a huge opportunity to drastically change the amount of representation that the membership experiences by simply appointing Stewards. At the time of this writing there is 7-8 currently appointed stewards for the Inside Wire unit of LU 46. There is way more than 7-8 job sites, which leaves thousands of members without daily representation on their jobs. By appointing Stewards, the Business Manager of LU 46 could show the membership that he too is concerned about providing the membership the representation it deserves, while keeping costs in check by hiring more and more staff to try and address the issues.
IBEW LU 46 should appoint Stewards on every job possible, and put more of the memberships dues money into providing the representation they are paying for.
Less than a week to go until our Organizing Training with SEASOL! We have an event page up on Facebook. Please RSVP if you can make it!
Please make sure to drop off your completed ballot at any Library in King county! Please remember to vote for candidates that are pro union and not in favor of, “right to work”.
If you do the math, it’s 9.31X40= 372.4X4= $1489.6 which is similar to an average house payment! Why don’t we have an updated pension plan? We spend so much money on our pension and our healthcare! notice the bottom of our pension plan REVISED JUNE 1, 2004! Thirteen years without an update, wth!
PSEW PENSION PLAN
Looks like there is some solidarity developing at IBEW LU 46! Last week Rank & File members put forward a motion to declare Wednesdays as Union Pride Day. The motion specifically asked the Local’s leadership to send out a “robodial” to their membership asking the members to wear IBEW t-shirts each and every Wednesday starting this week.
This is an effort to show unity for a strong Sound & Comm contract as the unit goes back into negotiations in November. When the Inside Wire unit joins in this effort, not only does it support the Sound & Comm unit, it will also help get Inside Wire members geared up for their contract negotiations starting early next year. If you are with IBEW make sure you and your coworkers wear a union shirt, button, or hardhat sticker starting this Wednesday.
Don’t have a union shirt or sticker? You can show your commitment to solidarity by not wearing the company clothing on Wednesdays, or by wearing a button if you have a company uniform!
How does your trade’s wages and benefits stack up when compared to the other trades? The package information below includes all wages and benefits paid per hour. The training column is the number of hours required to complete apprenticeship. The figures for training were collected from the applicable apprenticeship programs and building trades websites.