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Police Labor-Management Relations Vol 2, A Guide for Implementing Change, Making Reforms, and Handling Crises for Managers and Union Leaders

This guide, and the book to which it is a complement (Police Labor-Management Relations (Vol. I): Perspectives and Practical Solutions for Implementing Change, Making Reforms, and Handling Crises for Managers and Union Leaders), were created because there are no educational and training programs for police union leaders and police management that focus on how to implement change in a law enforcement agency in a cooperative manner, how to work together to obtain reforms within the agency, or what to do during a crisis to avoid escalating the situation. While there are training manuals, seminars, and literature on traditional police labor-management relations, these programs generally are targeted toward wages, hours, and conditions of employment in law enforcement agencies with formalized collective bargaining or a grievance procedure. Traditional labor-management programs are designed to have a “winner” and “loser” in each situation. The need for cooperative interactions between police unions and police management occur daily and not just during the collective bargaining process, grievances, or arbitration. In early 2002, the Office of Community Oriented Policing Services of the United States Department of Justice funded a project to address this situation. The goals of the project were to do the following:

1) Survey police union and police management on the current state of labor-management relations with an emphasis on implementing change in the proper direction, and also on the operations of the law enforcement agency with an emphasis on reform efforts.

2) Analyze the survey data to determine those aspects of the labor-management relationship that would appear to be the most cooperative and those aspects that would appear to be the least cooperative when the law enforcement agency is desirous of change or reform, i.e., what is working and what is not.

3) Create a model police labor-management process to implement change and reform the law enforcement agency.

4) Establish methods to encourage police unions and police management to work together to make the reduction of crime a part of their relationship (with or without the left to collectively bargain) and to develop a shared vision of a safer community.

5) Develop an educational and training program for police union leaders and police management in how to implement change in a law enforcement agency in a cooperative manner.

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