This week the Western Regional Labour Relations Forum (AIS) met for the two days at the OPSEU Regional Office in London. This was the first regional meeting for the locals for this region for institutions. One of the important issues on the agenda was the overcrowding issue. This is not only at critical levels in the Western Region but across the province.
This issue was discussed earlier when the Joint Provincial Health and Safety committee met on June 24th this summer. The employer has not responded to any of the ideas presented to this date. The next H&S meeting is in Windsor on November 04th. This issue will continue to be on the agenda.
Again on Tuesday we discussed modifying working practices and implementing best practices for dealing with overcrowding in jails. The Union identified the lack of any type of regional or provincial co-ordination in the management of empty beds. The union identified the number of empty beds in the system that could be used to house the inmates that sleep on the floor of overcrowded jails. The Western Region being the worst. On that day all could have been placed in empty beds in the system.
We recommended the creation of a co-ordinator to manage the movement of remanded inmates provincially. A co-ordinator would remove the onus of the institution to trade, barter, and beg for beds. With an overview of the whole system inmates could be moved in a migrating fashion to create empty beds closer to where the need is the greatest. This is more than what the institutions, regions, and bailiff department are doing presently.
The Union also identified that there is no regional or provincial co-ordination when it comes to the closing of beds for maintenance or retrofitting cells. When the superintendents identified future plans, it became clear to everyone that part of the overcrowding problem is artificially generated. By better co-ordination of maintenance the impact of taking cells “off line” would be lessoned.
The ministry’s long term plan is to build jails to address the overcrowding. The short term plan is use the empty Y.O. beds in HWDC which will not be opened up until next April. That does not address the need now, over the winter when traditionally the count increases. The ministry does not have a plan other than let’s see what happens.
It is often said you can’t make change until you have a crisis. Only when you cause a crisis can you get the support needed to make the changes. Keeping that in mind…
It is not a giant leap to perhaps conclude the ministry is creating a larger crisis to ensure the government of the day continues to provide the funding for the new jails. By temporarily closing beds a jail saves money, fewer members are needed to work. The money saved can be used to offset budget shortfalls like overtime costs, escorts etc… When jails cram more inmates into each cell the costs per bed/inmate go down, again offsetting overtime costs, escorts, etc… This only increases the risk to our Health and Safety.
We have all seen this tactic played out year after year. So I have to ask, how long are we going to put up with this Ministry generated crisis?
In Solidarity
Dan Sidsworth
Friday, October 24, 2008
Thursday, October 23, 2008
Week ending on October 17 2008
This week saw the last meeting of this elected MERC team. Brother Almeida sent his regrets as he was attending the Executive Board meeting in Toronto. This MERC meeting was held in Brockville with Local 440 executive in attendance. Our agenda was again full starting at about ten in the morning and ending around five thirty that afternoon.
This was the last meeting for the members who were present representing the union before elections at divisional in November. It was also the first meeting for the employers co-chair. In the past two years we have seen the employer play musical chairs with four management co-chairs on their side of the table. This lack of commitment has not swayed us in our determination to press forward on our issues. We have I feel accomplished a lot at the MERC level with many new agreements and initiatives over the last two years. Of course there is still much more that needs to be addressed to make our work places better.
We continue to struggle with getting the employer to sign off on the MERC minutes and to have them posted both in a timely manner. We inherited a practice of past MERC teams that had a different point of view on getting the minutes out in a timely fashion. We have improved the process somewhat, but not to the teams satisfaction. The resistance to change has been found to be on both sides of the table. When changes are made people often take time to become comfortable with them. Hopefully these minutes will be signed off before November which would be a record!
In Solidarity
Dan Sidsworth
This was the last meeting for the members who were present representing the union before elections at divisional in November. It was also the first meeting for the employers co-chair. In the past two years we have seen the employer play musical chairs with four management co-chairs on their side of the table. This lack of commitment has not swayed us in our determination to press forward on our issues. We have I feel accomplished a lot at the MERC level with many new agreements and initiatives over the last two years. Of course there is still much more that needs to be addressed to make our work places better.
We continue to struggle with getting the employer to sign off on the MERC minutes and to have them posted both in a timely manner. We inherited a practice of past MERC teams that had a different point of view on getting the minutes out in a timely fashion. We have improved the process somewhat, but not to the teams satisfaction. The resistance to change has been found to be on both sides of the table. When changes are made people often take time to become comfortable with them. Hopefully these minutes will be signed off before November which would be a record!
In Solidarity
Dan Sidsworth
Tuesday, October 14, 2008
Week Ending October 10, 2008
This week the Central Regional Labour Relations Forum (Regional-ERC) met for the first time. This is an Adult Institutional Services committee. The forum is made up of the local presidents; the superintendents; the regional director; and a member of the MERC team. With the regional director present the forum is empowered to discuss problems and reach agreements on local or regional levels. This also gives an opportunity for the local presidents to network with each other. As this is a bargaining year, this can not be overstated. All seven locals in the GTA were represented with all coming away with positive reviews.
On the other hand, the P&P Northern Regional-ERC team walked out of the meeting when the employer told them that they would no longer be covering the expenses for any future meetings. This is a change of practice of more than 25 years. What all of a sudden has changed?
If the northern regional director wants to save a little money at the expense of good labour relations, she will find that a spending a little up front will save a lot of money in the long run. To move in this direction before we even start to bargain will surely cost more than just money for years to come. The damage has been done.
The invisible walls that have kept the union out of the Ontario Correctional Services College since its creation have finally started to come down. The MERC team has been advocating for a long time that we should have the opportunity to go into Bell Cairn to speak with all new recruits. The employer has agreed with us for months at the MERC table but we have been blocked by the administration of the “college”.
I am glad to report we finally have been given a date to go into the classrooms to meet with the first group of soon to be members in November. This is a big win for us, not only is it symbolic but also towards getting some representation in the workplace. Who knows maybe one day we could see a union office on site!
In Solidarity,
Dan Sidsworth
On the other hand, the P&P Northern Regional-ERC team walked out of the meeting when the employer told them that they would no longer be covering the expenses for any future meetings. This is a change of practice of more than 25 years. What all of a sudden has changed?
If the northern regional director wants to save a little money at the expense of good labour relations, she will find that a spending a little up front will save a lot of money in the long run. To move in this direction before we even start to bargain will surely cost more than just money for years to come. The damage has been done.
The invisible walls that have kept the union out of the Ontario Correctional Services College since its creation have finally started to come down. The MERC team has been advocating for a long time that we should have the opportunity to go into Bell Cairn to speak with all new recruits. The employer has agreed with us for months at the MERC table but we have been blocked by the administration of the “college”.
I am glad to report we finally have been given a date to go into the classrooms to meet with the first group of soon to be members in November. This is a big win for us, not only is it symbolic but also towards getting some representation in the workplace. Who knows maybe one day we could see a union office on site!
In Solidarity,
Dan Sidsworth
GETTING THE MINISTRY TO REFOCUS
I received a letter this week from the new Deputy Minister. (D.M.) The letter informed the MERC that his new people are going to hold focus groups in each region of the province. The letter was well written and uses all the right phrases like; anxious to gain an understanding; more in-depth; gain valuable insight; grass roots issues, etc…
My first reaction was here we go again, has no one been listening! I felt frustrated and insulted after reading the letter. We have been on this ride too many times already with nothing to show for it. This is more of the same condescending, and superficial type of rhetoric we have endured for years, with little or no changes.
I understand that the D.M. is new to corrections, and yes I do agree he should be speaking to the “front line employees” as the letter states. The letter hits on all the key phrases. They want to engage in constructive dialogue, they want to know our opinions, our thoughts, and take them to the decision makers. I also realize that the heads of all Ministry’s come and go, but have little impact on the attitudes and the day to day operations of our workplaces.
Why is it we have to resort to doing rally’s and demonstrations to get the bureaucrats in Toronto to take notice of what is actually really happening on the floors of our workplaces? The message is simply not getting to the people who are running the biggest Ministry in the Ontario Public Service.
Then someone said something that stuck with me. Why not go and tell these people we are frustrated, that we are not being heard, that it is the decision makers in Toronto that are resistant to change. We have done this just as recently as the past commissioner, and nothing tangible has improved for the front line members.
While we continue to engage to effect change at the local, regional, and provincial levels, and have made some positive improvements, the culture in corrections remains the same. The over-all philosophy of the ministry is not to consult with the union, not engage in interest based problem solving, and not implement any of the countless recommendations from the numerous reports and studies completed to move towards improving Corrections in Ontario.
The letter lists topics which are to be discussed;
· Role and responsibilities
· Administrative structures
· Educational and developmental opportunities
· Resources and supports available
· Recognition and awards
This is the union’s agenda, this is what we have been saying for years and the ministry has done nothing to address our concerns. We are now in the beginning stages of the bargaining process. Is this the proper time to be doing this?
It is what it is. This is another opportunity to engage with the people who make the decisions for this Ministry, and tell them what we think. Do I think we should participate and support another round of focus groups? I have come to the conclusion that yes we need too. We need to send a clear message that we are frustrated, and angry, that we are cynical of any promises of change. We are tired of Ministry visions and mission statements. At the same time we can send the message that we support and will empower our bargaining teams in this round of bargaining.
The reason we engage with the employer is to effect positive change. If we are to participate in the focus groups we want some assurances;
· We need to know the results of the focus groups,
· We need to be consulted and to be a part of the implementation process,
· We need implementation timelines,
· We need to be able to hold the Ministry accountable if the changes are not implemented,
“You cannot depend on your eyes when your imagination is out of focus. “ Mark Twain,
If we are not willing to think outside of the normal way of doing business we will not move forward.
I have requested the new Deputy Minister meet with the MERC team. We will see if he really does want to engage with us or not.
In Solidarity,
Dan Sidsworth
My first reaction was here we go again, has no one been listening! I felt frustrated and insulted after reading the letter. We have been on this ride too many times already with nothing to show for it. This is more of the same condescending, and superficial type of rhetoric we have endured for years, with little or no changes.
I understand that the D.M. is new to corrections, and yes I do agree he should be speaking to the “front line employees” as the letter states. The letter hits on all the key phrases. They want to engage in constructive dialogue, they want to know our opinions, our thoughts, and take them to the decision makers. I also realize that the heads of all Ministry’s come and go, but have little impact on the attitudes and the day to day operations of our workplaces.
Why is it we have to resort to doing rally’s and demonstrations to get the bureaucrats in Toronto to take notice of what is actually really happening on the floors of our workplaces? The message is simply not getting to the people who are running the biggest Ministry in the Ontario Public Service.
Then someone said something that stuck with me. Why not go and tell these people we are frustrated, that we are not being heard, that it is the decision makers in Toronto that are resistant to change. We have done this just as recently as the past commissioner, and nothing tangible has improved for the front line members.
While we continue to engage to effect change at the local, regional, and provincial levels, and have made some positive improvements, the culture in corrections remains the same. The over-all philosophy of the ministry is not to consult with the union, not engage in interest based problem solving, and not implement any of the countless recommendations from the numerous reports and studies completed to move towards improving Corrections in Ontario.
The letter lists topics which are to be discussed;
· Role and responsibilities
· Administrative structures
· Educational and developmental opportunities
· Resources and supports available
· Recognition and awards
This is the union’s agenda, this is what we have been saying for years and the ministry has done nothing to address our concerns. We are now in the beginning stages of the bargaining process. Is this the proper time to be doing this?
It is what it is. This is another opportunity to engage with the people who make the decisions for this Ministry, and tell them what we think. Do I think we should participate and support another round of focus groups? I have come to the conclusion that yes we need too. We need to send a clear message that we are frustrated, and angry, that we are cynical of any promises of change. We are tired of Ministry visions and mission statements. At the same time we can send the message that we support and will empower our bargaining teams in this round of bargaining.
The reason we engage with the employer is to effect positive change. If we are to participate in the focus groups we want some assurances;
· We need to know the results of the focus groups,
· We need to be consulted and to be a part of the implementation process,
· We need implementation timelines,
· We need to be able to hold the Ministry accountable if the changes are not implemented,
“You cannot depend on your eyes when your imagination is out of focus. “ Mark Twain,
If we are not willing to think outside of the normal way of doing business we will not move forward.
I have requested the new Deputy Minister meet with the MERC team. We will see if he really does want to engage with us or not.
In Solidarity,
Dan Sidsworth
Monday, October 6, 2008
Week Ending October 03, 2008
This week the SAROC steering committee met with the employer over three days. I attended the caucus day on Monday. This is the first time the committee has met since the removal of the past ADM. By all reports the meetings went well.
I spent the Wednesday in Stratford working with the Local President (who is still unclassified after about eight years with no end in sight) to get a proper compressed work week (CWW) schedule for the Kitchen staff. One full time position is forty hours a week; it should not take rocket science to come up with a schedule that will meet the needs of the employer and the members.
The employer has on the “table” a schedule that balances if you break down each shift worked by the minute. So, if a shift is 11.25 hours, you would work 675 minutes per day. That still didn’t add up at the end of the week. By cooking up the math they think they have hidden the real hours needed to work in the kitchen. We presented a twelve hour CWW schedule that balances, is more efficient, and eliminates the three hour shifts the unclassified member is working.
On Friday the employer met with the Job Security Officer and myself regarding the new Toronto South Detention Centre. Nothing new was discussed; this was just a rehashing of the same information that was shared with us on September 22, 2008. The employer did make it clear that the two new facilities would be privately constructed and leased back to the government over thirty years or more, as they have done in the building of the new Public and Private Partnership (PPP) hospitals. These buildings are leased back to the government for a profit.
This will mean a Jail will be maintained and repaired on a day to day basis by a private consortium. It doesn’t take one long to figure out the more repairs made, the less profit made. Fewer repairs equal more money for the big consortium and a lower safety level for the members locked in what will be the biggest Jail in the Country.
It is just another step in the privatization of our public services. If we have learned anything from the past at CNCC with a private company operating a Jail, it is that putting people in jail to make money is wrong. A maximum security setting mixed with a private company interested only in profit for its stock holders, should not be at the cost of our health and safety.
In Solidarity,
Dan Sidsworth
I spent the Wednesday in Stratford working with the Local President (who is still unclassified after about eight years with no end in sight) to get a proper compressed work week (CWW) schedule for the Kitchen staff. One full time position is forty hours a week; it should not take rocket science to come up with a schedule that will meet the needs of the employer and the members.
The employer has on the “table” a schedule that balances if you break down each shift worked by the minute. So, if a shift is 11.25 hours, you would work 675 minutes per day. That still didn’t add up at the end of the week. By cooking up the math they think they have hidden the real hours needed to work in the kitchen. We presented a twelve hour CWW schedule that balances, is more efficient, and eliminates the three hour shifts the unclassified member is working.
On Friday the employer met with the Job Security Officer and myself regarding the new Toronto South Detention Centre. Nothing new was discussed; this was just a rehashing of the same information that was shared with us on September 22, 2008. The employer did make it clear that the two new facilities would be privately constructed and leased back to the government over thirty years or more, as they have done in the building of the new Public and Private Partnership (PPP) hospitals. These buildings are leased back to the government for a profit.
This will mean a Jail will be maintained and repaired on a day to day basis by a private consortium. It doesn’t take one long to figure out the more repairs made, the less profit made. Fewer repairs equal more money for the big consortium and a lower safety level for the members locked in what will be the biggest Jail in the Country.
It is just another step in the privatization of our public services. If we have learned anything from the past at CNCC with a private company operating a Jail, it is that putting people in jail to make money is wrong. A maximum security setting mixed with a private company interested only in profit for its stock holders, should not be at the cost of our health and safety.
In Solidarity,
Dan Sidsworth
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