Board Minutes June 2025: Difference between revisions
→Bargaining Committee Report
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=== Bargaining Committee Report === | === Bargaining Committee Report === | ||
*report attached | |||
*Discussion: | |||
*Bargaining is going great. Reps are having fun. There is agreement that a typical Collective Agreement is too restrictive, so it is kind of a hybrid agreement with guiding principles stated at the outside which are intended to be upheld throughout. Prioritized accessibility & readability of the agreement while setting a high standard for the organization. They will be at the table again tomorrow and the next day, so feedback from tonight will be incorporated. | *Bargaining is going great. Reps are having fun. There is agreement that a typical Collective Agreement is too restrictive, so it is kind of a hybrid agreement with guiding principles stated at the outside which are intended to be upheld throughout. Prioritized accessibility & readability of the agreement while setting a high standard for the organization. They will be at the table again tomorrow and the next day, so feedback from tonight will be incorporated. | ||
*The CBA mandates creation of a Labour Management Consulting/Communications committee, of up to 3 board and 3 staff members. The co-directors would remain quite autonomous in their day-to-day work as per our recent trajectory, and the board would/should maintain it's own HR Committee, but the LMCC would take the place of, for example, meetings between HR committee and staff. Colin notes that having parallel lines of authority can create conflict, he feels the LMCC's scope should be limited to "the correct execution of the agreement," not strategic or operational decisions. Karl ?s whether LMC is "a clearinghouse, or a pressure release valve." | *The CBA mandates creation of a Labour Management Consulting/Communications committee, of up to 3 board and 3 staff members. The co-directors would remain quite autonomous in their day-to-day work as per our recent trajectory, and the board would/should maintain it's own HR Committee, but the LMCC would take the place of, for example, meetings between HR committee and staff. Colin notes that having parallel lines of authority can create conflict, he feels the LMCC's scope should be limited to "the correct execution of the agreement," not strategic or operational decisions. Karl ?s whether LMC is "a clearinghouse, or a pressure release valve." | ||
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*Questions about a hiring committee including at least 50% workers-- could be complicated in the event of hiring an ED, but ultimately that committee is just advisory. | *Questions about a hiring committee including at least 50% workers-- could be complicated in the event of hiring an ED, but ultimately that committee is just advisory. | ||
*It was quite a mental exercise writing for current long-term / dedicated staff as well as any potential new staff. | *It was quite a mental exercise writing for current long-term / dedicated staff as well as any potential new staff. | ||
*Current clause suggests a mandate for board to write grants to find COL increases-- should be made more open-ended, a shared responsibility between staff and board, including all revenue streams, while still | *Current clause suggests a mandate for board to write grants to find COL increases-- should be made more open-ended, a shared responsibility between staff and board, including all revenue streams, while still recognising that it is an expectation to prioritise COL increases. | ||
*Some clauses currently reference involving the Union, which should be clarified to refer the workers, not CUPE. The intention is for workers to always have access to CUPE representation if needed, but for no one to never have to contact the union if all is going well. | |||
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=== President's Report === | === President's Report === | ||