AFSCME Candidate Questionnaire (April 1, 2005)
Why are you seeking AFSCME endorsement? Have you received it in the past?
I believe in the right to collective bargaining—not only for better wages and working conditions—but also for full participation in the decisions made about in how things are done in the workplace.
I am a longtime member of two trade unions and have recently organized for the Teamsters (campaign at America West Airlines). AFSCME is and always has been a strong voice for the public employees at the city, and I want to have a strong, respectful, productive relationship with our public employees and AFSCME.
I have not previously sought AFSCME endorsement.
What other endorsements do you have or are you seeking?
I am Progressive Minnesota endorsed. In addition to AFSCME, I am seeking the DFL endorsement, MCLUC, Teamsters, and other unions that represent city employees.
How will you win this election?
Through grassroots organizing and a strong GOTV effort! My campaign has a dedicated team and volunteer base. Our current focus is on earning the DFL endorsement. We hope to secure the endorsement, then will broaden the campaign to the whole ward. We will ad to our volunteer base and reach out to communities that have been underrepresented in the political process. We want to build momentum not only for the election this fall, but also for 2006, 2008 and beyond.
1. Our Union understands the need to look for efficiencies and economies related to work done by city employees.
a) What role, if any, should employees and/or their Union play in decisions related to efficiencies and economies? When should they participate in the process?
City employees (along with their union) should have a major role in the process of finding and making decisions regarding efficiencies and economies in the workplace. They understand the needs and outcomes required of their work, and are the primary people to consult. Involvement should be from the beginning through the decision-making process.
When efficiencies and economies are found, a percentage of that savings need to be put back into city employee development, benefits, and wages.
b) What differences would there be in decisions related to contracting out to a private vendor versus shifting services to another public entity versus shifting work from one bargaining unit to another within the City?
If a decision to shift services needed to be made after going through a process where employees and their unions were fully involved, my first choice (if shifting services was justifiable) would be to shift the work from one bargaining unit to another. My second choice (where appropriate) would be to another public entity. The private vendor option would be my absolute last choice and only used if it was absolutely necessary. I am not supportive of the privatization of public services.
c) What guarantees for employees currently providing impacted services, if any, need to be part of the decision?
Due diligence that cost savings is real and not a tactic to arbitrarily downsize or privatize services. The process needs to be TRANSPARENT. Employees need to be heard, and need to be part of the decision process.
d) Would you support a system that would seek internal solutions, before shifting work to a private or separate public entity or another bargaining unit? Why or why not?
ABSOLUTELY!!! It saves time, money, energy, and is good for morale. The people involved know the issues and have probably been trying to remedy some of the situations for years (and their concerns may or may not have been recognized).
2. What role should the City Council play in influencing the policies and/or terms and conditions of employment for independent boards, like the Public Housing Authority, Library Board, and Park Board? Would you attempt to influence items during the budget process?
The City Council needs to play a leadership role, and help parties see the big picture. We need continuity and consistency across public entities. I would attempt to influence items during the budget process (as necessary). But it should be a system where employees and their unions have full participation/voices – not just driven by a cult of personality from the council.
3. Considering the recent strike by MPHA employees and our Union beginning negotiations with the Public Housing Authority, how would you use your influence to assure better labor management relations?
Management MUST uphold their end of an agreement. If they don’t, I would make sure the workers voices were heard at the council. I would bring media attention. I would use my experience as a union member and organizer and position of council to influence management towards a position of dignity, respect and action.
4. What role have you played in either advocating for strengthening or limiting the scope of the living wage ordinance?
I will be a strong advocate for strengthening the scope of the living wage ordinance.
The current policy only covers “economic development,” and exempts projects labeled “community development,” such as the downtown Target store. I would support strengthening the policy to cover all contracts, subsidized developments and tax breaks above $25,000. But the policy must enforced, and have teeth to it. Violations must be costly so there is no advantage in skirting the ordinance.
Also, I don't believe 110% of the federal poverty level is a living wage. I would lead the fight for a living wage ordinance that was equal to 130% of the poverty line, which is the maximum income a family can have and still be eligible for food stamps.
5. Despite our Union’s protest and an Appellate Court decision saying drug screenings are an issue for collective bargaining, the City’s Human Resources Department has verbally indicated that they will seek drug screenings as a condition for promotion and transfers to certain positions in the City. What do you understand to be the obligation of the City to negotiate terms and conditions of employment for current City employees?
The city cannot arbitrarily change the collective bargaining agreement. The city has an obligation to follow the agreement and abide by it. If the city wants something different they must follow the process and renegotiate, not make up their own rules.
6. As part of its 5 Year Budget Plan, the city has frozen at 2% overall wage adjustments, defined to include normal step movement, annual adjustments, normal longevity movement and increases, and shift differential increases. Wages for city employees are falling dramatically as compared to the Consumer Price Index as a result of this action. How would you address this loss of real wages?
A percentage of savings from finding “economies and efficiencies” should always go back into wages. Though symbolic, the salaries of elected officials should have also been frozen at 2% (or less!) for the five-year budget.
City employees are the backbone of our city. As the primary providers of quality services for our residents, they are entitled to quality compensation for their hard work.
7. How would you work with our Union in establishing a citywide policy of employee development and the restoration of cuts to education programs like Upward Mobility?
I would look to the union’s (and employee’s) needs and experience in what programs they have found most helpful, as well as for new ideas. Employee development is imperative for quality services and job satisfaction. And employees shouldn’t be expected to pay it themselves.
8. The reduction of the City’s workforce and additional job responsibilities for current employees has led to a stressful environment for city employees, managers, elected officials and the public. How would you set priorities for employees and the public to alleviate some of the additional stress? How would you create a work environment that is healthy and respectful?
Delivery of quality services is paramount. This can only be properly achieved when there is a work environment that allows employees to do their jobs well. Stress is a roadblock to employee performance—and must be mitigated through: transparency; employees having a significant voice and role in the decision making process; safeguard benefits as is possible; identify benefits that won’t cost additional money but will help with morale; creating different flex-time options (again, employee driven) and ALWAYS with respect to existing bargaining agreements.
9. What process would you use to encourage and facilitate communication between yourself and AFSCME?
My experience as a union member is that management usually perceives conversations with unions as adversarial from the get go. I do not. Labor and management are in a symbiotic relationship—a world of work together—unless we figure out our solutions together we will perish together.
My door will always open to union reps. But I will not wait for the union to come to me – will seek out regular meetings with stewards at the city as well as with union leadership.
10. Would you accept a campaign contribution from AFSCME political committees?
Yes. Union members are part of my base, and I see AFSCME as a full partner in improving the quality of life in the city.
Share your ideas & concerns with Ralph at 612-821-3819 or email rembuz@aol.com |
