The
Area Labor Management Cooperative Council of East Central Ohio (ALMCC), located
in Zanesville, providing training, facilitation and consultation to businesses
and organizations in 14 counties of Appalachian Ohio; (names of counties
including Athens, Belmont, Coshocton, Guernsey, Harrison, Hocking, Jefferson,
Knox, Monroe, Morgan, Muskingum, Noble, Perry and Washington).
The focus is to provide the following
services: implement employee involvement programs in the region’s industrial,
public and service sectors (programs such as teambuilding, employee involvement,
facilitator training, problem solving, process improvements, effective safety
programs, conflict resolution, ISO9000, leadership for Total Quality, and much
more.); provide a forum for area labor and management leaders to identify and
jointly address community economic development issues; sponsor conferences,
forums and seminars on labor management issues; and publicize case studies and
activities of the ALMCC.
The ALMCC also provides
services in support of education. Endeavors
which successfully built educator and employer partnerships.
The Council has partnered with American Electric Power, the Ohio
Manufacturers’ Association, International Association of Machinists and
Aerospace Workers, International Brotherhood of Electric Workers, Coshocton’s
BEST, Muskingum Valley Educational Service Center and many other organizations
to promote collaboration. The ALMCC
has been awarded the National STW Best Practice by U.S. Departments of Education
and Labor; the 1999 National Labor Management Award for Collaboration, and the
1999 and 2000 Work In America Search for Excellence Award.
The
Columbus Area Labor Management Committee
(CALMC), established in 1986,
has provided services to enhance labor management cooperation and economic
development in Central Ohio as part of the Central/Southwest region. During the
past year, CALMC has worked with more than 50 of the region’s business
organizations and unions, reaching more than 10,000 employees.
The Committee’s services include training in developing high-performance work systems, team effectiveness,
workplace safety, interest-based problem solving, collective bargaining,
contract interpretation, leadership in a cooperative environment and many other
programs specifically designed to meet clients’ individual needs.
About 20 different public programs are designed and offered each year
educating more than 200 attendees from approximately 20 organizations.
CALMC also provides neutral facilitation to teams dealing with worker
adjustment and other labor management concerns and conducts workplace
assessments. To date, the Committee
has completed assessments for a total of 10 organizations covering 5,000
employees.
The Employee
Participation Council of North Central Ohio, based in Mansfield,
has provided training to more than 80 organizations over the last 15
years. Established in 1987, the
Council has provided training and process development assistance in labor
management cooperation, gainsharing, interest-based problem solving, strategic
planning, supervisory training and problem solving in joint process, team
processes, facilitator training, joint safety awareness, preventing violence in
the workplace and leadership training. Some
of the organizations assisted are: Norwalk Furniture, Ideal Electric, National
Lime & Stone, Shawnee State University, Carlisle Engineered Products,
Mansfield City Workers, Hydromatic Pump, and Ohio Department of Transportation.
The Council board membership consists of the key corporate and union
leadership found within the Council’s service area who are dedicated to the
concept of improving labor/management relations through cooperative programs.
The
Great Lakes Organized Labor Management Council (GLOLMC – formerly the Lorain
County Organized Labor Management Council) was established at Lorain
County Community College in 1990. The Council promotes positive labor management
relations and provides a forum to initiate educational activities to enhance
constructive working relationships. GLOLMC
conducts five annual workshops in which over 80 organizations have sent more
than 400 participants. The GLOLMC
serves both public and private sector organizations.
The Council offers outreach programs such as Total Quality People, Safety
Always, Labor/Management Committee training and facilitation, Joint Strategic
Planning, Built-Rite Construction Management Process and Customer Service
Training. The GLOLMC has expanded
its service area to include: Lorain, Cuyahoga, Summit, Medina, Lake, Erie, and
Huron Counties.
The GLOLMC
provides staff support to the Union Construction Industry Partnership (UCIP).
UCIP represents over 10,000 journeypersons and apprentices and 1,200
contractors. This unique
partnership serves the Northeast Ohio area to promote union construction,
provide good employment opportunities through apprenticeship programs and
develop a drug-free workplace system in the construction industry.
UCIP is the largest labor/management cooperative in the State of Ohio. The City of Vermilion Team & Trust Builders, another
GLOLMC client, presented their accomplishments of cooperation at the 2,000
Buckeye Labor Management Conference
The GLOLMC works closely with
other Area Labor Management Committees. Currently,
the Employee Participation Council of North Central Ohio (EPCNCO) and the GLOLMC
are delivering labor management partnership training to the employees of Ohio
Department of Transportation District 3. Over
400 union and management employees are being trained with skills to develop a
positive labor or management relationship in an effort to focus their best
effort in serving Ohio residents. The
GLOLMC has also a member of the team that has been approved to deliver Labor
Management Committee training to any State agency with the desire to improving
their relationships.
Other members of the team include OLMCP grantees: Work in Northeast Ohio
Council, Labor Management Resource Network, EPCNCO, and the Columbus Area Labor
Management Council (the lead organization).
The GLOLMC has collaborated
with several community improvement economic development organizations including:
Lorain County 2020, the Lorain County Chamber of Commerce, Hard Hatted Women of
Cleveland, Lorain County Workforce Institute, the Lorain County Labor Agency,
the United Labor Agency in Cleveland, Cuyahoga County Youth Build, Cleveland Job
Corp and the Workplace Relations Institute.
The Labor
Management Resource Network (LMRN) formerly the Greater Hamilton
Labor-Management Council, has undergone a renewal with a new name, expanded
Board and community presence via a membership organization. LMRN has assisted
more than 80 organizations and unions in 5 Southwest Ohio counties surrounding
Cincinnati. The LMRN focuses on creating high-performance workplaces through
joint labor-management participation. This organization also provides customized
training and neutral facilitation services that foster long-term partnerships
between labor and management. Specialty areas include organizational change
training, organizational assessments, labor management cooperative effort in the
pubic sector and workplace assessments. The market value of LMRN services to
Southwestern Ohio communities exceeds $400,000 per year.
The Mahoning
Valley Labor Management Council formed in 1974, continues to provide
specialized labor management training primarily in a three-county area: Mahoning,
Trumbull, and Columbiana. It is
considered part of the northeast region. Companies
assisted include both public sector entities (City of Youngstown and Mahoning
County) and manufacturers (WCI, Thomas Steel, and LTV Steel,), as well as health
care organizations (the newly merged Forum Health,
Trumbull Memorial Hospital and Hillside Rehab).
The MVLMC also hosts a series of timely workshops catering to a diverse
audience. The Council’s
partnership with the Youngstown/Warren Regional Chamber has enhanced the
organization’s ability to raise labor management awareness and promote
economic stability throughout the Mahoning Valley.
It provides services such as training in Team Building, Workplace Safety,
and Process Improvements.
The Ross County Area Labor Management
Committee covers Ross, Pickaway and Pike
Counties. RCALMC was
established in 1987 at Ohio University-Chillicothe by the Chillicothe-Ross
Chamber of Commerce to bring harmony and to enhance labor management
cooperation. RCALMC provides cost-effective training and has partnerships with
other committees and centers to help implement the training programs. RCALMC receives strong support from local businesses, unions,
government, and educational community. Some of RCALMC’s recent projects
include: “Civility in the Workplace,” “FISH!;” “Violence in the
Workplace,” and “Who Moved My Cheese?” They have recently awarded their fifth Labor/Management Golf Scholarship.
The Southwestern Ohio Working Network in Dayton, Ohio has been working to improve the performance of organizations in the Miami Valley and surrounding counties since 1989. The program was established to encourage the development of labor management partnerships through providing training and support services to business and industry in the area.
The Network has trained over 5000 people from public and private sector organizations, representing upper and middle management to front line supervision and production workers in union and nonunion companies.
The Network offers consulting and facilitation services with customized training programs for a variety of topic areas, including:, labor-management cooperative processes, designing and implementing self-directed work teams, Innovative Leadership Certificate Programs, and establishing effective labor- management and safety committees. Some additional programs include: Dealing with Difficult People, Mediation, Workplace Violence, Intergeneration Communication and Motivation, Myers Briggs Personality Assessment, Teambuilding, Customer Service, Communication Excellence, Diversity, Sexual Harassment, Senior Leadership Development and Strategic Planning.
The Network focuses on assessing an organizations current situation and future goals, custom designing an appropriate program or process, implementing the program/process, evaluation, and on going follow- up and support.
The Stark
and Tuscarawas County Labor/Management Councils, (SCLMC and TCLMC) were
established in the late 80’s to serve the labor relations needs for unionized
organizations throughout Stark and Tuscarawas Counties.
Today the SCLMC is located at the Advanced
Technology Center (ATC) of Stark State College, and the TCLMC is located at the Verizon Building in New Philadelphia.
Both Councils are located in the northeast region.
The SCLMC and TCLMC utilize a
comprehensive proactive approach as they meet the expanding needs of private and
public sector organizations. Specialized
training programs available emphasize a cooperative joint effort by labor and
management to solve work place related issues. (i.e. quality, productivity, customer
service). A detailed organizational
review or assessment is provided to each organization as a benchmark to measure
future success. This is followed by
a joint process steering committee training.
Monthly meetings are then monitored or facilitated by SCLMC and TCLMC
staff insuring a greater level of success.
Additional training is available to employees at all levels and can
include any or all of the following: systematic problem solving, basic and
advanced team facilitation, work place violence prevention and strategic
planning. The SCLMC and TCLMC are
partially subsidized by Ohio Department of Development grants, and receive local
funding from municipalities, counties and membership fees.
The SCLMC and TCLMC staff has over 26 years of combined experience in
training, facilitation and organizational assessments.
Since 1998 they have combined to serve 48 organizations impacting over
4,900 employees. The success rate
of their cooperative joint processes is over 94 percent.
The key to a cooperative process is commitment, change, cooperation and
communication.
The
Northeast Ohio Center for Labor Management Cooperation, formed in 1986, is a
program of the Work In Northeast Ohio Council.
This Center provides on-site consulting and training services in the
areas of labor management cooperation, leadership development, strategic
planning, lean business systems and quality improvements. The Center focuses its
reach to organizations in a 17-county Northeast Ohio area, with specific
emphasis on the
Greater Cleveland and Akron areas.
It also works through other Centers and area committee throughout Ohio.
The Center delivers its services
through public education, specific workshops and conferences, and providing
on-site advisory services.
Each year the Center reaches over 500 attendees at its public programs
and over 5,000 workers at over 50 sites.
Public programs such as Exploring Labor Management Cooperation, Labor and
Lean Systems, Team Leader and Facilitator Training, and Supervisor Training are
offered.
While the Center specializes in helping manufacturing companies, it also works with government, education, and healthcare organizations. The Center has assisted approximately six school systems and their unions better understand Ohio Award for Excellence (OAE) Baldrige quality systems. It has provided assistance to several government agencies such as the Ohio Department of Transportation and the Ohio Department of Mental Health and their AFSME unions. And it is working with local colleges to help the Healthcare v industry.
A special project to assist Ohio steel companies stay competitive is underway in collaboration with the United SteelWorkers of America unions.
The host organization, Work in Northeast Ohio Council (WINOC) recently celebrated its 20th anniversary and has received numerous recogitions from local and national sources. The state investment in the Center is leveraged about ten-fold throughout Ohio.
The
Northwest Ohio Center for Labor Management
Cooperation (NOCLMC) at The
University of Toledo has been in existence since 1986 serving 26 counties in
northwest Ohio. Many organizations
that contact this statewide Center for assistance have been on the threshold of
closing or leaving northwest Ohio. The
Center’s first client was the Jeep plant in 1986.
Overall, every organization the Center has worked with has increased
production, number of employees, capital improvements and worldwide
competitiveness.
Each year the Center works
intensively with management and labor establishing customized cooperative
processes. The Center’s staff
members are qualified change agents, trainers, and facilitators recruited from
the labor-management community’s private sector.
The Center has a strong commitment to labor-management cooperation, which
has fostered strong ties in northwest Ohio including the Working Council for
Employee Involvement (WCEI). WCEI
provides up to 25 experienced, hand-on trainers to the Center every year to
assist in conducting assessments, steering committee off-site development,
workshops, presentations, and individual expertise providing more than 800
volunteer hours each year.
This strong volunteer base is a
primary factor that allows the Center to provide services on an expenses-only
basis. The Center’s Advisory
Board believes this to be very integral to the neutrality and success of the
Center and sends a clear message that the Center’s mission is to provide
quality service. This allows the
Center to decline to participate if any inappropriate agenda it perceives. Each organization that receives assistance is asked to become
a volunteer for the Center and assist launching other organizations on the path
to cooperation. Through the
auspices of the Center, plant managers, union presidents, quality liaisons,
trainers and facilitators from the various facilities mentor others as well as
speak at functions. The Center’s
network and volunteer support allows organizations to shorten the learning curve
and become increasingly more competitive in a shorter period of time.
The statistics tell the story. Since
its inception the Center has provided: 10,229 units of service, 560
organizations attended workshops, 189 organization’s attend conferences, 65
organizations attended networking meetings, 61 organizations have received
recognition awards from the Center for their volunteerism, 92 organizations had
471 process facilitators trained through the Center, 118 organizations have
received assessments, and 101 steering committees have been developed.
The
Southwest Ohio Center for Labor Management Cooperation, affiliated with Wright State University in Dayton since 1987, is a statewide
Center. In the past 14 years, the Center has become a leader in developing
innovative processes for positive organizational change. The Center has
worked with over 500 companies. The
chosen focus is building partnerships which design and implement solutions to
the critical challenges unique to each entity, while expanding the ultimate
potential for improved working environments and renewed profitability.
The Center thrives on delivering the highest quality services that
integrate theory, innovative best practices, 14 years of experience, and
expertise to engage the total workforce, establish or maintain cooperative
foundations, and improve overall individual and organizational performance
excellence.
The Center serves as a
statewide resource to assist in minor or major change and focus on discovering,
developing and delivering customized organizational interventions.
The proven techniques, skills, and approaches include services:
consulting, cultural and needs assessments., coaching, targeted interventions,
and personalized training either directly in-plant, in statewide public
seminars, or in cooperation with regional labor-management committees.
Their partnerships embrace all areas of workplace need: cooperative
processes, labor-management groups; positive work relations; effective and
innovative leadership; cooperative supervisory skill building; interpersonal
relations; co-worker and gender to generation communication; constructive
de-escalation of conflict; and team development from natural workgroups to high
performance work teams.
The Center works with all
levels of the workforce, leadership, and union representation and has served
over 500 organizations, with over 10,000 hours of free or low cost consultation
or coaching, conducted nearly 100 plant assessments or analysis, and developed
over 350 plant-specific training/education programs.
Some of the highly specialized topics include: labor-management
relations; committee and team development and maintenance; workplace conflicts
and violence prevention; diversity and harassment issues; time or stress
management solutions; joint safety team growth; whole system approach to
continual improvement; collaborative quality, ISO and lean programs; defined
strategic planning and SMART goal setting; and the creation of cooperative,
inclusive, high-performance environments.
In 1997 the Center added the
Partnership Resource Institute (PRI) to address the state of Ohio’s constantly
changing need for continual support, coaching, and education of the professional
development for individuals in the field of cooperation, labor-management
relations, and conflict resolution. The
institute maintains a multi-year training/education curriculum to provide
subject matter experts and services for these professionals.
The PRI sustains a flexible schedule of integrated, relevant courses to
provide “road show” classes, workshops, seminars, and special events to
augment new and established LMC committee/councils’ professional or financial
standing or client needs
The
Ohio
Employee Ownership Center
(OEOC) at
Kent State University is a statewide Center that
provides information and technical assistance to owners seeking to sell to their
employees and employees and managers seeking to buy their plants and companies
throughout the state of Ohio. OEOC provides specialized ownership training and
organizational development services to existing employee-owned firms, and it
runs monthly seminars of one to three days each for a network of 60
employee-owned companies. It also has an active research and publications
program. The OEOC has an advisory board of 20, including labor, management and
community representatives, reflecting the constituency, which it serves. In the
typical year, the OEOC works with about 20-40 companies employing 3,000-8,000
whose owners are seeking to sell to their employees or whose employees are
seeking to buy the plant or company. On the average, 4-8 employee buyouts in
firms employing 300-1,000 are completed annually. In addition, the OEOC provides
training and organizational development services to 4-6 companies annually, and
about 450 employee owners attend one or more of the Network programs staffed by
the OEOC. In recent years, in collaboration with the Greater Cleveland Growth
Association’s Council of Smaller Enterprises (COSE) and CAMP, the OEOC has
provided 10 succession planning seminars annually in the Cleveland area,
reaching 60-80 owners of businesses employing 4,000-6,000; the program has
proven an effective means to retain jobs that would otherwise be lost from
failure to plan for succession.
Since
its establishment in
1987, the OEOC has assisted about 400 employee and management groups and/or
companies that were considering employee ownership as a strategy to secure
prosperous businesses in Ohio; these firms employed about 80,000. As of January
1, 2001, 57 of these firms employing 11,500 had adopted employee stock ownership
plans. In 1990, the OEOC established Ohio’s Employee-Owned Network, a
consortium of 55 employee-owned firms that participate in monthly workshops for
ESOP companies. It is estimated
that more than 3,000 employee owners have participated in one
or more of the Network
programs over the past years. The OEOC has conducted company specific training
in employee ownership issues in about 30 Ohio companies; more than 9,000
employee owners have been though the OEOC’s various in-company-training
programs. In addition, 350 owners of 300 Cleveland-area closely held businesses
have attended one or
more of the OEOC’s business succession planning seminars; these firms employ
29,000. OEOC staff
members have written or edited nine books, two dozen articles and book
chapters, ten training manuals dealing with various aspects of employee
ownership and speak regularly on the subject at conferences; the OEOC’s annual
conference has grown to involve more than 350 participants and has become the
largest regional employee ownership meeting in the country.
The OEOC’s program has
received national recognition through support of national foundations including
the Ford and MacArthur foundations, and contracts with Federal agencies. It has
received international recognition for its project to help Russian State
enterprises privatize through employee ownership, and it has also held contracts
for employee ownership work in Belarus, Egypt, Hungary, and Sweden.
If the OEOC’s total state
grant since 1987 is divided by the 11,500 jobs it has helped to save or
stabilize through employee ownership, the cost per job is about $160, making it
among the most cost-effective Ohio economic development programs. The secret?
Helping people help themselves.
The Workplace
Relations Institute at
Lorain County Community College is
a Center providing education, training, technical assistance and applied
research to support public sector workplace collaboration throughout Ohio. In
the past few years, Institute staff at this statewide Center, has worked with
over 30 school systems, 18 municipalities, and 10 county agencies to promote
labor/management and employee/employer collaboration. The areas of work with
these groups include workplace safety, violence prevention, communication,
problem solving, quality service, ‘win-win’ negotiations and alternatives to
privatization. The Institute is also home to the Ohio Safety Center,
responsible for administering “Safety Always”, the statewide joint safety
management process of the Ohio Labor Management Cooperation Program that reduces
accidents, injuries lost time, and safety-related costs for Ohio’s public and
private sector employers and employees. Development and administration of
LCCC’s Associate of Technical Studies in Workplace Relations degree is another
Institute responsibility, as is provision of organizational and safety
assessment services and workshop curriculum to OLMCP members.