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TRANSCRIPT
REPORT
of the
STRATEGIC PLANNING COMMITTEE
to the
BOARD OF DIRECTORS
OCTOBER 2012
Don Wykoff (DAL), Chairman
Ron Abel (UAL)
Tom Wychor (PCL)
AI #2
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Introduction
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breath of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities to
guide the direction of the union. ALPA’s leadership – its National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on this solid foundation and
included a report card summarizing the initiatives undertaken to support each priority,
what had been accomplished, and what work remained. The SPC recommended
updated strategic plan priorities, some of which were in the 2008 plan – repeated in
2010 either because of the importance of the union reaffirming certain key goals or that
work remained on the issue – and others which arise in the ongoing cycle of issue
prioritization and recalibration of goals. As in 2008 the delegate committees did not just
receive the report, but heard briefings from subject matter experts on key industry,
profession and Association issues and activities; discussed the issues and recommended
SPC priorities; and put its imprint on the final strategic plan priorities, which were
unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
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external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association. The report includes the following:
A report card summarizing key initiatives undertaken to support the strategic
plan priorities enacted by the 2010 Board of Directors.
An outline to guide the strategic planning discussions by delegate committee,
including the 2010 BOD strategic plan priorities, departments and National
Committees that support the delegate committee, a list of subject matter
briefings, and the SPC’s recommended strategic plan priorities for 2012.
Agenda items with strategic plan priorities recommended by the SPC for action
by each delegate committee.
Current Environment
The process by which the Committee crafts its recommendations starts with an
assessment of the environment – both external and internal – in which the Association
operates and key issues that affect our profession and our union. The list of current
environment issues below is by no means a comprehensive list of factors at play in the
airline industry and piloting world. Rather, the key issues are deliberately few in
number to highlight major issues and trends that frame the present and future.
External:
1. The U.S. passenger airline industry, especially the mainline carriers, continues to
show signs of financial stability. Despite high fuel prices, U.S. mainline carriers
as a whole posted profits for 2010 and 2011. Carriers are expected to be profitable
again in 2012 largely through a combination of capacity management, fare
unbundling, the increased ability to pass along rising costs through fare
increases, diminished new entrant activity, the benefits of consolidation, balance
sheet repair, and overall management toward the bottom line rather than
focusing on market share. However, the excessive tax burden on U.S. airlines and
the volatility of fuel prices continues to impact profitability.
2. The U.S. cargo industry has been experiencing softening in both domestic and
international freight traffic which is attributable to slower global economic
growth and the economic problems in Europe. While the largest operators such
as FedEx continue to be profitable, slowing demand will likely cause the cargo
industry to focus more on capacity management to maintain profit margins. In
Canada, cargo demand remains strong due to the need to transport goods to
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remote communities. This demand may result in “deliberate” growth and
possible consolidation in the Canadian air cargo industry.
3. Supplemental/charter airlines that rely on military contracts are facing
restructuring as the US government reduces its demand for lift capacity.
4. Airline consolidation continues in the airline industry, driven by efforts to grow
by acquisition rather than internal expansion, and to unlock cost and revenue
synergies. Express carrier mergers have been largely driven by cost synergies
and airline system diversification.
5. The restructuring in the express sector has accelerated. Fifty-seat jet aircraft have
become increasingly inefficient with today’s high fuel prices and lower industry
fare structures, and mainline airlines are shifting to larger regional jets. There are
also greater cost pressures on express airlines as mainline carriers have sought to
reduce costs through competitive bidding on air service agreements. The shift in
fleet composition at express airlines, towards larger but fewer regional jets,
creates greater risk of pilot job loss versus contract restructuring. As mainlines’
pay less for their feed, express managements are attempting to make up the
margins through whipsawing concessionary contracts
6. Globalization issues continue to have important implications for the industry
and the profession. The increase in the breadth of joint ventures both with and
without antitrust immunity highlight the need to ensure there are production
balances between the joint venture partners, not only for commercial purposes,
but to mitigate the risk that U.S. and Canadian pilots may not get their fair share
of the flying. Despite the change in administrations in Washington, there
continue to be efforts to weaken foreign ownership and control provisions in
aviation negotiations. On the global level, carbon emissions and environmental
issues, particularly from the EU ETS, continue to threaten the profitability of
airlines.
7. The current round of pilot negotiations at the major airlines – including the 2012
Delta agreement and the Continental-United Agreement in Principle – continues
the process of recovery from the bankruptcy and restructuring era and the
establishment of favorable and consistent patterns of pay, benefits, work rules
and job security.
8. Over the next ten years, more than 10,000 U.S. ALPA members will begin to
reach the age-65 mandatory retirement age. Hopefully ALPA members will also
be able to experience career progression, either through promotions, recalls, or
hiring, largely from express to mainline airlines.
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9. Air Canada, Qantas, and other international airlines are considering or actively
pursuing the establishment of separate offshore alter-ego airlines to outsource
flying. Mideast airlines are continuing to aggressively expand and export flying,
with wide-body orders that will nearly triple their wide-body fleets. Competitive
and economic pressures are forcing certain European airlines to pursue labor and
operational restructurings.
10. ALPA has continued to emphasize its bipartisan approach on Capitol and
Parliament Hills and greater engagement with industry stakeholders on issues of
common interest, emphasizing a “Pilot Partisan” agenda in Washington, DC, and
Ottawa. These steps have increased ALPA’s influence on and involvement in
issues that have an impact on the piloting profession, including the FAA
Reauthorization Act and the Export-Import Bank reauthorization.
11. The 2012 presidential election will coincide with the U.S. Senate elections where
one-third of the senators will face reelection (33 Class I seats), and the U.S. House
of Representatives elections of the members for the 113th Congress. Any change
in the White House would have a ripple effect on the priorities and operations of
departments and agencies that ALPA works with to promote pilot issues,
including the NMB, DOT, FAA, DHS, DOL, and DOS.
12. ALPA’s long-standing role as a leading advocate for One Level of Aviation
Safety and Security enabled the union to shape new flight- and duty-time
regulations and pilot certification and qualification requirements for air carrier
operations. However, the FAA’s enactment of new FTDT regulations with a
cargo carve-out currently positions the industry and profession with two levels
of safety. ALPA is pursuing a legislative fix to this carve-out on Capitol Hill.
Internal:
1. The combination of a successful financial re-engineering of the Association over
the past decade and improvements in pilot pay and performance compensation
have enabled ALPA to achieve greater financial stability in its operations.
Policies recommended by the Special Committee for Finance, Structure, and
Services (SCFSS) and adopted by the Executive Board have improved the
financial management of the Association. The Association continues to rely on
the MCF to fund various activities.
2. Recent litigation against the Association reaffirm the value of Kitty Hawk
Insurance Company and its reinsurance program covering duty-of-fair-
representation issues along with the importance of training, preventive law, and
ALPA’s overall risk management program to reduce legal and financial risks to
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the Association. Risk has lessened in part because of the improved industry
environment and enhancements in pilot compensation.
3. Member engagement and support is improving as Association contracts recover
from the bankruptcy and restructuring era. When local leaders articulate clear,
aggressive, but realistic goals and implement careful strategic plans to achieve
those goals, support also grows. In a recent membership poll, 60% of those
surveyed said they would recommend membership in ALPA to a pilot who does
not have union representation.
4. Increased use of strategic planning within MECs has facilitated the development
of new bargaining strategies to streamline the bargaining process and achieve
effective contracts on a more expedited basis, including the FDX contract
extension in 2011 and the DAL contract in 2012.
It is within this environment that the Committee makes its recommendations regarding
ALPA’s strategic plan priorities. The list of priorities that follow in this report do not
include every institutional task, project or responsibility. Rather, they are priorities –
deliberately few in number – that will set the foundation for the future.
You will note that a number of 2010 BOD priorities are not included in our
recommendations for 2012, either because the project has been completed, the goal has
been achieved, the initiatives have been folded into other work or the item is not as high
of a priority as two years ago. This is reflective of an ongoing, institutionalized strategic
planning process.
As members of ALPA’s highest governing body, your role in shaping and approving
ALPA’s strategic plan priorities is crucial to the future direction of this union. As with
the 2008 and 2010 BOD meetings, the work on the priorities does not end with the
conclusion of your meeting. In fact, the work will begin again following a new course
you will have set.
Don Wykoff, Chairman
Ron Abel
Tom Wychor
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REPORT CARD ON ALPA ACTIVITIES AND INITIATIVES
REGARDING 2010 BOD STRATEGIC PLANNING PRIORITIES
BOARD OF DIRECTORS
OCTOBER 2012
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2010-2012 STRATEGIC PLAN REPORT CARD
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
Delegate Committee 1—ALPA Structure
Received briefings describing the union’s structure, its evolution, and alternatives that
exist within ALPA’s governing framework to tailor Master Executive Council structures
to the needs of individual pilot groups.
Initiative 1: Code-share family information sharing and development of pilot alliances
to support the principles of career protection, progression, contract and professional
standards
Establishment of USEPA
Support activities of DCPA and USEPA and those within other code-share
families
Initiative 2: Information sharing and coordination across pilot group lines and within
and between network, cargo and FFD carriers, along with international pilot alliances
Expanded dialogue and coordination between global pilot alliances, including
the establishment of the Global Pilot Symposium
Monthly conference calls among FFD MECs to share information
Cargo Symposium
Initiative 3: All ALPA MECs shall establish and maintain strategic plans, and ALPA
shall expand efforts to train and support the development and maintenance of strategic
plans
Increased emphasis on strategic planning through the Representation and
Communications Departments in their work with MECs
Development of a strategic planning module for the Leadership Training
Conference
Expanded efforts to train and support development and maintenance of MEC
strategic plans, including through the Resource Planning Team established by
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the Executive Board and embodied in Section 60 policy.
Section 60 policy established to require strategic plans and communications
plans for MECs seeking MCF authorization and MCF budget approval
Delegate Committee 2—Collective Bargaining and R&I
Reviewed background information that included Collective Bargaining Committee and
National Retirement & Insurance Committee reports, descriptions of cornerstone
contract and benefit provisions, historical data related to pay rates and benefits, among
other material.
Initiative 1: ALPA and MECs must focus on advancing contract standards via pattern
bargaining and mutual support
New DAL contract and CAL/UAL agreement in principle continue progressive
pattern bargaining trend among mainline carriers.
New bargaining strategies have been developed to different environments and
to expedite the bargaining process to achieve constructive outcomes.
Facing the possibility of an extended bargaining process due to FTDT rule
delays in 2010, in 2011 FDX agreed to a contract extension with raises,
removed bargaining from Section 6 but continued negotiations under a
protocol that set out dates/subjects, and gave ALPA the right to either re-
enter Section 6 or take an additional pay raise. The raise was exercised in
January, 2012.
In approaching negotiations to replace its contract that is amendable
12/31/12, the DAL MEC began negotiating a series of LOAs in 2012 and
engaged in a limited opener negotiations in the Spring of 2012, achieving a
contract with improvements in pay, benefits, work rules, job security and
growth became effective 7/1/12
Pattern bargaining strategies have positioned large jet operators to continue
progressive pay and retirement benefit patterns and further narrow the gap on
hourly pay rates, reducing contract disparities
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Initiative 2: The Collective Bargaining and National R&I Committees should develop
effective ranges, targets and standards for pay, benefits, work rules and job security for
ALPA contracts and negotiations
CBC and National R&I Committee continue to develop and refine bargaining
targets, trends and ranges to assist MECs and negotiating committees both
better understand industry and airline sector trends and how to develop
effective negotiating goals, proposals and timelines to maximize outcomes in
bargaining
CBC and N-R&I reviewing and updating Section 40 collective bargaining
policies and Section 55 retirement and insurance policies
Initiative 3: Continue to work to effectively mainstream benefit issues in the
negotiations process
Recent negotiations have successfully focused much more attention on benefit
issues through the process of benchmarking, contract comparison, member
education and creative bargaining. Examples are new retirement approaches at
HAL and ALA, and improved retirement benefits at DAL, JAZ and other
carriers. The successful negotiation of the retiree health HRA at FDX
represents just one of the enhancements related to health care.
Initiative 4: Strategic approaches to contract enforcement to ensure strategies are
consistent with MEC and bargaining strategies and goals
Dispute Tracking System helps analyze further steps regarding strategic
contract enforcement.
Development of data resources for staff and pilot representatives (e.g., brief
bank, enhanced arbitrator resumes, etc)
ALPA Grievance Seminar has incorporated strategic approaches to contract
enforcement into its training modules.
Delegate Committee 3—Safety/Security/Flight Time-Duty Time
Engaged in strategic planning discussions regarding ALPA’s safety and security
priorities to help shape the direction of your Union. Despite the abundance of issues
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that could easily be placed high on any airline pilot priority list, out of necessity,
delegates whittled down the list of safety and security to the following key issues.
Initiative 1: Promote one level of safety and security for passenger and all-cargo pilots
in the US and Canada, including;
establishment of secondary barrier standards,
the carriage of hazardous materials,
improvements to the FFDO program,
insure the safe integration of UAV/UAS operations in the NAS
Pilot training and qualification
FAA Reauthorization Act (2012) included the following provisions:
DOT given the ability to regulate the air transport of lithium metal and
lithium ion batteries in a manner more stringent than the ICAO Technical
Instructions based on “credible reports” of safety incidents attributable to
lithium batteries
Requires the FAA to analyze the feasibility of installing cockpit doors on all-
cargo aircraft and/or develop alternates to a secure door to limit access to
the flight deck
Directs FAA to develop a plan for integration of UAS’s into the NAS and to
establish a rulemaking initiative to develop regulations with regard to
operating UAS aircraft in the NAS
RTCA adoption of a technical standard for cockpit secondary barriers was
achieved. This effort, made at FAA request, was co-chaired by ALPA
representatives.
Legislative efforts underway to increase FFDO funding from $25m to $35m.
During early 2012 the ICAO Dangerous Goods Panel agreed to new
international technical instructions regarding the carriage of lithium batteries.
These new technical instructions contain improved provisions for labeling,
training, inspection, and pilot notification.
ALPA participation in a number of Aviation Rulemaking Committees
chartered by FAA have resulted in proposed new pilot training, licensing, and
qualification requirements for pilots wishing to fly for commercial airlines.
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The Association conducting symposiums to increase awareness and visibility
with industry, government, and media on the following issues:
Laser Symposium - focused attention on the increased occurrences of
deliberate laser strikes on commercial aircraft.
Cargo Safety and Security Symposium - increased awareness of the
disparity in regulations that apply to all-cargo operations versus the
regulations that apply to passenger operations.
Symposium on Pilot Training - focused on airline training and qualification
practices and future regulatory initiative to be expected by FAA and
transport Canada.
Initiative 2: Promote a trust-based security system, which includes implementation of
Known Crewmember; maintenance of RAIC.
Known Crewmember (KCM), a program developed by ALPA and Airlines for
America with the approval and support of the TSA, was launched in August
2011.
The program uses specialized screening expedites pilot access to sterile
areas of airports and makes airport checkpoint screening more efficient
KCM is currently available to pilots at 28 airlines in the U.S. at 10 airports
(August 2012) with nationwide implementation planned as quickly as
practical
ALPA has been successful during the past 2 years and have gotten agreement
from the various government agencies in the US and Canada for the need to
shift security screening philosophy away from screening for objects and on to
screening for hostile and criminal intent.
Evidence of the shift is the establishment of the Trusted Traveler program
and subset programs of Global Entry and Passenger Pre-Check.
Initiative 3: Promote Threatened Airspace Management concept to TSA and FAA to
create better warning system for flight crews and enhanced ATC crisis management
procedures.
ALPA has been in dialog with industry and government on the need to alert
airborne flights of specific security related events underway or threats to
aviation as they occur.
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A number of airlines independently initiate a notification process for
airborne aircraft.
A working group has formed with the goal of reviewing these independent
procedures and processes with the goal of standardizing them so that they
are applicable to and can be utilized by all air carriers. Further the group is
to explore developing a notification process that can be utilized by ATC.
Initiative 4: Promotion of the modernization of the US/Canada Airspace System.
Modernization of the airspace system leads to increased system efficiency and capacity
which are economic and growth benefits to the airlines.
FAA Reauthorization Act (2012) included the following provisions regarding
NextGen:
Funding mechanisms and deadlines for the adoption of existing navigation
and surveillance technology
Mandates development of navigation procedures and creation of an
Oversight Board with stakeholder participation to provide better oversight
ALPA participation on the NextGen Advisory Committee (NAC) and the Next
Generation Air Transportation System (NGATS) Institute puts ALPA in
leadership positions to steer the various NextGen initiatives.
Initiative 5: Promote “just culture,” providing greater protections for individuals
submitting reports from discipline and/or certificate actions, and limit how FOQA and
ASAP information could be used in civil litigation.
The FAA Reauthorization Bill of 2012 contained language that strengthened
protections for data collected as part of ASAP and FOQA programs
Initiative 6: Work to achieve effective FT/DT regulations consistent with ALPA policy
and to bring FRMS into an integrated implementation phase
FAA issued a Final Rule on Pilot Fatigue in December 2011 that incorporated:
Maximum flight duty periods and flight time limits based on the type of
flight and time of day it begins
10 hour minimum rest period
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New cumulative fight duty and flight time limits
Airlines may develop alternative ways of mitigating fatigue based on
science and validated by the FAA via an FRMS
The new rules do not apply to cargo operations
ALPA is actively advocating that Congress pass legislation to have the FTDT
regulations apply to cargo operations
ALPA sponsored a FTDT Conference with representatives from ALPA,
government agencies, airlines and other labor groups to explore how the Final
Rule could be put into practice, and how the industry can implement FRM
programs.
Initiative 7: Petition FAA and Transport Canada for the establishment of an
occupational safety and health division and effective Professional Standards programs
Discussion is underway with FAA and TC with an ALPA White Paper used as
the basis of the association’s position. It appears that under Canada Labour
Code Occupational Health is indeed the responsibility of TC
Delegate Committee 4—Finance/MCF/Strike Policy and Planning
Conducted a comprehensive review of ALPA’s resources from a structural, financial,
and staff complement standpoint. The focus of the discussion included industry key
indicators, ALPA membership and dues income, ALPA reengineering initiatives, and
several union accounts (A&S, SMRA, OCF, MCF), among other topics.
Initiative 1: Support the efforts of the Special Committee for Finance, Structure, and
Services (SCFSS) as it reviews and makes recommendations to ALPA’s governing
bodies regarding resource levels and allocation of resources to address the demands for
additional services by LECs, MECs, national projects and services, and our members.
October 2011 Executive Board adopted revisions to Section 60 policies,
including:
Streamline allocation of dues into 4 funds (A&S, MEC, LEC, OCF) and
permit refunds from MEC account surpluses under certain conditions
Refine and expand use of OCF regarding supplementary funding to MECs
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$500k off-the-top dues allocation after Mansfield settlement loan is paid off
to be used for strategic purpose such as MCF funding
Other policies to increase cost efficiency
Establishment of a Resource Planning Team
SCFSS recommendations to the 2012 Board of Directors:
Phase out of non-status reps
All pilot wage deferrals into 401(k) or Canadian equivalent plans should be
subject to dues
Raise threshold for a special MEC meeting to 50% + 1 when in the OCF
Initiative 2: Support and encourage the goal of negotiating company-paid Flight Pay
Loss in all future bargaining opportunities, as set forth in Section 40 Part 5.K.4. of the
ALPA Administrative Manual.
Transition and protocol agreements for recent airline mergers (PCL-MSA-CJC,
ATN-SWA, CAL-UAL, ASA-XJT) provided for company paid FPL and other
MEC expenses
Delegate Committee 5—Communications/Public Relations/PDG
Examined how ALPA can increase the effectiveness of its communications both
internally and externally to reconnect our pilots to their union, helping them
understand what their union does for them on an every day basis, and that together,
WE ARE ALPA.
Initiative 1: Effective communications with our members is the key to maintaining a
strong, unified Union. The entire Association - the Board of Directors, our MECs and
LECs, and our union leadership – must pursue and support initiatives to promote
ALPA’s message. Continuing to build on our robust use of technologies, tactics and
media, we must stay ahead of the curve and determine what new ways we should
deliver our messages.
Refocused national publications for the “sound bite generation” to include
industry news, more human interest stories, infographics, and other items that
are relevant to our members
Reinvigorated MEC and LEC newsletters
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Implemented new technologies for distribution (ePubs) and interactive tactics
such as QR codes
Developed ALPA Daily for staff and elected leaders
Enhanced ALPA’s Social Media suite
Created ALPA Mobile app
Launched the FlightDeck, a video podcast featuring industry news, pilot
profiles, etc.
Initiative 2: Communicating ALPA’s message is of utmost importance, we must also
remain relevant to our members and determine what other information they need and
want to hear from their Union.
Conducted an All-Member Survey to determine what members want ALPA to
inform them about, and how they want to receive that information
Enhanced internal marketing of ALPA causes, products, and services in
various communications vehicles
Initiative 3: Elevate communications efforts to the media, Capitol Hill, Parliament Hill
and industry forums.
Implemented robust, proactive external communications program that
included media interviews, press statements, op-eds, and advertisements.
Initiative 4: ALPA’s brand is much more than the ALPA logo or the membership pin, it
is ALPA’s mission. ALPA’s message should be undeniably woven into every internal
and external message, including membership campaigns, bargaining initiatives, safety
and security endeavors, recruiting efforts, legislative agendas, and outreach to future
aviators.
Developed the ALPA Brand Guidelines, brand materials and a communicated
a brand strategy to promote ALPA’s brand and enhance awareness and
understanding of what ALPA is and what it does for its members, the industry
and the traveling public.
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ALPA’s Education Committee built relationships with AABI-accredited flight
schools and established ACE Clubs at Embry-Riddle Daytona Beach, UND, etc.
Delegate Committee 6—Legal, Grievance & Mergers
Focused its discussions on issues relating to career security, mergers, and merger
policy. Delegates considered current developments in the merger arena, including
implementation of the revised ALPA Merger and Fragmentation Policy, and proposals
related to enhancing career security.
Initiative 1: Risk management - from the establishment of Kitty Hawk to the
development of duty of fair representation insurance to our resources, policies and
practices – has been a cornerstone of protecting the viability of the Association. These
efforts have collectively shielded us from significant risks and financial exposure.
Expansion and refinement are necessary to continue to preserve the viability of the
Association and the services we provide to our members. This includes a strong
emphasis on the training and education of our members, pilot representatives and
MECs regarding their roles and responsibilities, and the purpose and application of the
Association’s risk management policies and procedures.
Section 40 risk management policies implemented in 2010 and refined by the
Executive Board in April 2012.
Policy was successfully applied to lump sum payments negotiated at PCL,
ATL and TSA
Expanded training modules at the Leadership Training Conference and by the
Resource Planning Team in presentations to MECs regarding roles and
responsibilities of pilot representatives, current legal issues and risk
management
On-going management of ALPA’s insurance program with Kitty Hawk to
protect the viability of the Association.
Extensive resources and efforts dedicated to protecting the Association in the
Brady case and other significant litigation.
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Delegate Committee 7—Government Affairs & Regulatory
Reviewed ALPA’s current legislative and regulatory initiatives for the U.S. and Canada,
including a discussion of comprehensive energy and transportation policies, ALPA’s
involvement on Capitol Hill, its political action program (ALPA-PAC), and ALPA’s
position on foreign ownership and control.
Initiative 1: ALPA must continue to promote the establishment of national level
aviation policies to promote financially stable U.S. and Canadian airline industries.
(specific priorities identified by the BOD presented below)
ALPA participated on the Future of Aviation Advisory Committee (FAAC) and
made recommendations to the Department of Transportation Secretary in
December 2010 (certain recommendations presented below)
Development of ALPA’s Level The Playing Field (LTPF) legislative and
regulatory initiative
Initiative 2: Continue to oppose efforts to modify foreign ownership and/or control
limitations that would not benefit ALPA members
In coordination with the AFL-CIO Transportation Trades Department (FFD),
informed the DOT in May 2012 that the TTD believes the U.S. should not
support a proposed Multilateral Convention on Foreign Investment in Airlines
moving forward at ICAO
LTPF priority to maintain the current foreign ownership and cabotage
restrictions in the U.S.
Initiative 3: Ensure that U.S. and Canadian airlines must receive a fair share of
international flying opportunities
LTPF priority that Congress should pass legislation ensuring there is a close
correlation between the proportion of revenue a U.S. airline receives from a
revenue sharing arrangement regarding international flying and the amount of
actual flying performed (Along the lines of H.R. 4788)
Initiative 4: Establishing and maintaining international aviation policies that provide an
effective balance between economic, security, airline and worker interests and priorities,
including opposition to pilot outsourcing
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Export-Import Bank Reauthorization Act of 2012 includes important safeguards
for U.S. airlines and their employees regarding the bank’s financing of U.S.
manufactured wide body aircraft to overseas airlines.
Directs Secretary of Treasury to pursue negotiations with all countries that
finance wide body aircraft with government funds to reduce export credit
financing, with the goal of eliminating such financing
Increase in transparency on proposed bank financing with public comment
Require economic and job impact studies
Bank is required to undertake studies regarding domestic content
FAAC recommendation to foster conditions that enable global airline alliances
and manufacturers and protect and create U.S. industry jobs.
LTPF priority that the DOT look to strengthen its new entrant requirements for
start up airlines to set higher financial standards
Initiative 5: Support efforts to relieve tax and fee burdens on airlines
FAAC recommendation that the DOT commission an independent study of the
impact of federal aviation tax burdens
LTPF priority to promote a rational, common-sense aviation taxation policy
that promotes the airline industry’s viability and growth
LTPF priority for the U.S. to increase the number of visas to be issued to
potential travellers from China to promote tourism
Initiative 6: A rebalance of U.S. DOT policy goals to place a greater emphasis on the
importance of available domestic airline industry relative to pro-consumer and
competitive public interest factors
LTPF priority to reform “passenger protection” regulations to give greater
weight to the economic impact government decisions will have on affected
airlines and their workers
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Initiative 7: Promoting policies to ensure the airline industry attracts and retains highly
qualified and talented employees and increases stable, good-paying jobs for our citizens
Initiative 8: Ensuring effective funding of NextGen
FAA Reauthorization Act (2012) included the following provisions regarding
NextGen:
Funding mechanisms and deadlines for the adoption of existing navigation
and surveillance technology
Mandates development of navigation procedures and creation of an Oversight
Board with stakeholder participation to provide better oversight
Initiative 9: Enactment of bankruptcy legislation to reestablish collective bargaining as
the primary means to make any changes to a labor contract and to clarify that a union
may seek damages from the employer, or strike, if the bankruptcy process results in
forced changes to a CBA
LTPF priority to advocate that Congress act to overhaul the Section 1113
process and return it to its original intent of providing a fair process to balance
the need for economic restructuring for distressed employers with a basic level
of protections for workers’ vested interests
Initiative 10: Promoting initiatives to stop oil speculation to reduce the volatility of oil
prices and the impact on the airline industry, along with opposition to Cap and Trade
and other similar proposals that would harm the airline industry
LTPF priority to advocate for the passage of S.1598, the Anti-Excessive
Speculation Act, which curbs oil speculation while allowing legitimate hedging
Initiative 11: ALPA must continue efforts to use regulatory, legal and bipartisan
legislative processes to advance ALPA’s goals regarding the effective processing of
collective bargaining under the CLC and RLA, including supporting NMB-
recommended changes to its administrative practices regarding mediation services
delivery
FAAC recommendation to urge the NMB to expeditiously implement Dunlop
2’s recommendations
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Dunlop 2 recommendations have been implemented by the NMB
Delegate Committee 8—Organizing
Reviewed ALPA’s organizing efforts and membership initiatives. Members of the
Committee engaged in spirited debate on ALPA’s past and present internal and
external organizing activities, including the structure, process, and financing of
organizing in the U.S. and Canada.
Initiative 1: ALPA’s Organizing Task Force to develop methodologies to measure the
value of adding prospective pilot groups to ALPA, develop cost-benefit metrics
regarding the cost of organizing and representing new pilot groups, and develop broad
goals for ALPA’s organizing efforts, including criteria for identifying organizing
targets.
The OTF should identify and develop internal organizing goals designed to foster
member support for the goals and priorities of the union
The OTF developed metrics, criteria and methodologies regarding whether to
organize and represent a new pilot group, including:
Decision points when considering whether to pursue a campaign
Resources for a campaign
Resources to represent a pilot group
Strategic goals
OTF decided to put external organizing activities on hold for 2012 to ensure all
ALPA resources are dedicated to support the bargaining and other
representation activities of its members
Development of an Internal Organizing work plan
Telephone and web survey of membership to better identify what matters
to our members
Focus groups with employees to get input on key issues and concerns, with
similar groups planned for members and pilot leadership
Evaluation of the Association’s outreach strategies
23
Role of the Resource Planning Team
Enhanced ALPA’s communications tools, including the development of the
ALPA Daily for the elected pilot leadership and staff
24
25
STRATEGIC PLANNING COMMITTEE
STRATEGIC PLAN DISCUSSIONS AND ACTION ITEMS
by
BOD DELEGATE COMMITTEES
BOARD OF DIRECTORS
OCTOBER 2012
26
27
BOD Delegate Committee 1
Subject Matter: Structure
2010 BOD Priorities:
1. ALPA reaffirms the value of, and ALPA’s commitment to, code-share family
information sharing and the development of pilot alliances within network
families to support the principles of career protection, progression, contract,
and professional standards.
2. Information sharing and coordination is also integral across all pilot group
lines and within and between network, cargo, and FFD carriers, along with
engagement inside and between international pilot alliances.
3. In order to enhance contract standards, coordination and planning should
include national Collective Bargaining Committee and national Retirement &
Insurance Committee information regarding substantive targets, bargaining
models, and pilot group best practices.
4. The Board of Directors recommends that all ALPA MECs establish and
maintain strategic plans.
5. In support of these recommendations ALPA shall expand efforts to train and
support the development and maintenance of MEC strategic plans, including
availability of examples, structures, and templates.
6. The BOD tasks the SRSRC to perform a review and offer recommendations on
specific national and presidential committee chairmen attendance at the BOD.
Further, the SRSRC will also review committee written report requirements in
current policy language recognizing the value of written committee reports in
reporting recent committee actions.
ALPA Departments and National Committees Supporting Delegate Committee #1:
1. Departments
Representation
Economic & Financial Analysis
28
Membership
Information Technology
General Manager
2. National Committees
Strategic Planning Committee
Special Representational Structure Review Committee
Collective Bargaining Committee
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
An overview of the purpose and role of the Resource Planning Team
established in policy by the Executive Board.
Resource Planning Team – Strategic Planning Elements. This includes an
overview of MEC Strategic Planning, its purpose, approaches and results.
Coordination issues within and between pilot alliances.
An update on the role and activities of international pilot alliances,
including an overview of the Global Pilot Symposium.
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #1:
Code-share family information sharing and development of pilot alliances
to support the principles of career protection, progression, contract and
professional standards
Information sharing and coordination across pilot group lines and within
and between network, cargo and FFD carriers, along with international pilot
alliances
All ALPA MECs shall establish and maintain strategic plans, and ALPA
shall expand efforts to train and support the development and maintenance
of strategic plans.
Establish a more systematic role for the Resource Planning Team and
resources to advise and support MEC, including incorporation into MEC
strategic planning.
29
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
30
BOD Delegate Committee 2
Subject Matter: Collective Bargaining and Retirement & Insurance
2010 BOD Priorities:
1. Pattern bargaining and mutual support across pilot group lines is essential to
enhance contract provisions and establish favorable ranges and standards for
all contracts. ALPA and its MECs must reevaluate and focus on advancing
contract standards which have been established for the long-term career
interests of members and of the profession.
2. Acceptable pay ranges and standards for work rule, benefit, and job security
provisions established by the Collective Bargaining and National R&I
Committees should be actively incorporated into MEC planning and
negotiations.
3. With the growing emphasis on establishing new benefits and improving the
existing Retirement and Insurance provisions, ALPA and its MECs need to
continue to effectively mainstream the negotiation of R&I issues and better
coordinate negotiation of benefits, work rules, pay and job security provisions.
4. MECs should establish strategic approaches to contract enforcement to ensure
that their contract enforcement strategies are consistent with their collective
bargaining strategies and goals.
ALPA Departments and National Committees Supporting Delegate Committee #2:
1. Departments
Economic and Financial Analysis
Representation
Retirement and Insurance
2. National Committees
Collective Bargaining Committee
National Retirement & Insurance Committee
Flight Time/Duty Time Committee
31
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Resource Planning Team – Representation Elements. This includes an
overview of the negotiations process and phases, roles in negotiations, and
alternative bargaining models.
Industry Overview, including airline financial results, industry trends and
outlook.
Historical bargaining cycles, pattern bargaining trends and factors that will
affect collective bargaining going forward.
Retirement and Insurance issues in contract negotiations, including efforts
to mainstream R&I issues and National R&I Committee benchmarking of
pilot contract benefits.
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #2:
Confirm that ALPA and MECs should continue to focus on advancing
contract standards via pattern bargaining and mutual support, and that
bargaining targets, trends and ranges should be used by MEC negotiating
committees to develop effective negotiating goals, proposals and timelines
to maximize outcomes in bargaining.
Discuss the desirability that ALPA and MECs take into account the ever-
changing political, economic, legal and industry environment in developing
bargaining strategies and MEC strategic plans to maximize outcomes for its
members.
Promote the development of new bargaining strategies and models that
recognize and adapt to the changing environment.
Recommend that consideration of the internal and external environment,
and new strategies and models be a major element of ALPA’s training
curriculum for negotiating, R&I and SPC committees, MEC training and
ALPA’s Leadership Training Conference.
Continue to plan for bargaining that will coincide with implementation of
new Flight Time/Duty Time regulations and build resources that can be
made available to MECs.
32
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
33
BOD Delegate Committee 3
Subject Matter: Safety, Security, Pilot Assistance, and Flight Time/Duty Time
2010 BOD Priorities:
1. Continue to promote a safe and secure working environment for the piloting
profession with
Establishment of secondary barrier standards
Relating to the carriage of hazardous materials
Continued enhancements to the FFDO program
Establishment of policy to ensure the safe integration of UAV/UAS
operations in the NAS
2. Promote a trust-based security system that includes the implementation of
CrewPASS.
A great deal of information exists about the majority of individuals that
move through airport security screening points and board our aircraft. A
trust-based security system utilizes that information and allows security
screeners to focus more attention on individuals that are not “known.” This
in turn leads to more efficient and effective use of security resources.
CrewPASS is a subcomponent of a trust-based security system because it
allows for specialized screening of airline pilots, who are known quantities.
It should be a priority for implementation at each ALPA carrier.
3. Promote Threatened Airspace Management concept to all appropriate agencies,
including, but not limited to, TSA, FAA, Transport Canada, and RCMP to
create an effective warning system for flight crews and enhanced ATC crisis
management procedures.
4. Enhance pilot selection, training, qualification, mentoring and professional
development in order to meet the needs of our industry and membership.
5. Promote the modernization of the U.S./Canada Airspace System to increase
system efficiency and capacity, which would be of economic and growth
benefit to the airlines.
34
6. Promote “Just Culture” and voluntary safety reporting programs, provide
greater protections for individuals submitting reports from discipline and/or
certificate actions, and oppose the use of FOQA and ASAP information in civil
litigation.
7. Work to achieve effective FT/DT regulations consistent with ALPA policy.
8. Work with IFALPA, ICAO, and industry to bring FRMS out of the
development phase and into an integrated implementation phase.
9. Petition the FAA and Transport Canada for the establishment of an
occupational safety and health division. Authority would be given to direct,
train, equip, gather data, analyze, inform, set standards and enforce regulation
protecting the health of aircrew in our workplace.
10. Petition the FAA and Transport Canada to advocate for effective Professional
Standards programs at all commercial airlines consistent with ALPA policy.
ALPA Departments and National Committees Supporting Delegate Committee #3:
1. Departments
Engineering and Air Safety
Legal
2. National Committees
Air Safety Organization
Aviation Safety
Aviation Security Committee
Pilot Assistance
Flight Time/Duty Time Committee
President’s Committee for Cargo
President’s Committee for Remote Operations
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
35
An overview of the implementation of Known Crewmember (KCM),
including a status of airports, airline participation/subscription process
barcode distribution and pilot signup, and mechanics of pilot access.
First Officer Qualifications, including an overview of the 2010
Legislation/Law requiring ATP effective Aug 1, 2013 and the FAA NPRM
issued Feb 2012 establishing credit scheme and new “restricted” ATP.
Unmanned Aerial Systems – Remotely Piloted Aircraft, including Military
and Security Applications, Proposed commercial operations and integration
into the NAS, and the regulatory process underway and ALPA
participation.
FFDO Status, including program funding and carriage.
An overview of the new FTDT regulations (FAR 117).
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #3:
With the development of an industry standard for cockpit secondary
barriers, ALPA needs to focus on advocating for voluntary equipage on our
airliner fleets
Advocate the elevation of ICAO technical instructions on lithium batteries
to ICAO standards and to press DOT for a PHMSA or FAA regulation
regarding the carriage of lithium batteries.
Continue to pursue improvements to FFDO the program.
Continue to insure the safe integration of UAV/UAS operations in the NAS
Promoting a trust-based security system focused on shifting the U.S.
government’s security screening philosophy away from screening for
objects and on to screening for hostile and criminal intent continues to be a
top priority.
With the implementation of KCM, the program efforts need to focus on
having all ALPA carriers subscribe to the program
Continue to promote the modernization of the US/Canada Airspace System
– including advocacy for effective equipage, policies and procedures – to
increase system efficiency and capacity to enhance growth and economic
benefits to the industry and profession.
36
Continue to work with ALPA MEC’s and FAA to insure ASAP and FOQA
programs are working properly and to further improve the non-punitive
aspects of the programs.
Work through the legislative process to include cargo airline operations in
FAR 117
Work with the ALPA MECs to insure to proper development and
implementation of Fatigue Risk Management Programs (FRMP) at the
individual airlines.
Continue to advocate for the establishment of an occupational safety and
health division and effective Professional Standards programs
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
37
BOD Delegate Committee 4
Subject Matter: Finance, Major Contingency Fund, Strike Policy and Planning
2010 BOD Priorities:
1. Support the efforts of the Special Committee for Finance, Structure, and
Services (SCFSS) as it reviews and makes recommendations to ALPA’s
governing bodies regarding resource levels and allocation of resources to
address the demands for additional services by LECs, MECs, national projects
and services, and our members.
2. Charge the SCFSS to evaluate the frequency and scope of further reviews of the
finances, structure, and services of ALPA.
3. Support and encourage, for financial consideration, the goal of negotiating
company-paid Flight Pay Loss in all future bargaining opportunities, as set
forth in Section 40 Part 5.K.4. of the ALPA Administrative Manual.
ALPA Departments and National Committees Supporting Delegate Committee #4:
1. Departments
Finance
General Manager
2. National Committees
Special Committee for Finance, Structure and Services
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Resource Planning Team – ALPA Resources and Finances Elements.
ALPA Financial Update and MCF outlook.
Overview of the activities of the Special Committee for Finance, Structure
and Services (SCFSS), including policies adopted by the October 2011
Executive Board and recommendations to the 2012 Board of Directors.
38
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #4:
The Major Contingency Fund is one of ALPA’s most important strategic
and financial assets. The Association should continue to pursue budgeting
practices and policies to both reduce the demands on, and improve the
funding of, the MCF.
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
39
BOD Delegate Committee 5
Subject Matter: Communications, Public Relations and Professional
Development
2010 BOD Priorities:
1. Effective communications with our members is the key to maintaining a strong,
unified union. The entire Association - the Board of Directors, our MECs and
LECs, and our union leadership – must pursue and support initiatives to
promote ALPA’s message. Continuing to build on our robust use of
technologies, tactics, and media, we must stay ahead of the curve and
determine new ways to deliver our messages.
2. While communicating ALPA’s message is of the utmost importance, we must
also remain relevant to our members and determine what other information
they need and want to hear from their union.
3. The union must continue to position itself by pushing its agenda to U.S.,
Canadian, and international governments, regulators, and industry partners to
ensure that the pilots’ perspective and ALPA’s priorities are incorporated into
regulatory and legislative actions that will affect airline pilots, especially our
members.
Includes educating various audiences that ALPA’s historical record of
influence in matters of safety and security, legislation, and collective
bargaining is unparalleled. ALPA must continue to harness its authority in
these areas. Moreover, ALPA must strive to centrally locate its educational
resources to best meet the needs of its membership as well as the general
public interested in aviation.
Provide continuing education programs and mentoring for members using
conferences, written instructions and computer-based instruction.
4. ALPA must also leverage its influence and actions to enhance media messaging
and coverage of pilot, union and industry issues to protect the integrity of the
piloting profession.
5. ALPA’s brand is much more than the ALPA logo or the membership pin, it is
ALPA’s mission. ALPA’s message should be undeniably woven into every
40
internal and external message, including membership campaigns, bargaining
initiatives, safety and security endeavors, recruiting efforts, legislative agendas,
and outreach to future aviators.
The Association must develop new tactics and initiatives to promote
ALPA’s brand to enhance awareness and understanding of what ALPA is
and what it does for its members, the industry and the traveling public.
ALPA Departments and National Committees Supporting Delegate Committee #5:
1. Departments
Communications
Information Technology
2. National Committees
Professional Development Group
Education Committee
Leadership Committee
Membership Committee
Furloughed Pilots Support Network
Veterans’ Affairs
Strategic Preparedness and Strike Committee
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Resource Planning Team – Communications Elements, including effective
communications strategies and services, and the roles of MEC Strategic
Planning Committees and the Strategic Preparedness and Strike Committee.
An overview of ALPA’s Branding strategy, and next steps in the process.
Bargaining cycles, alternative bargaining models, factors that will affect
collective bargaining going forward and the linkage between the bargaining
environment and communications strategies.
SPSC overview of Forging New Tools to adapt communications strategies
to an ever-changing bargaining environment.
41
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #5:
Build on our robust use of technologies, tactics and media to more
effectively communicate with, and become more visible to, our members.
Continue to develop new communications strategies at the national and
MEC levels – including SPC, Family Awareness and P2P - that take into
account the ever-changing political, economic, legal, airline and industry
environment. Ensure the strategies are synchronized with the bargaining
environment and MEC negotiating strategies and strategic plans, to
maximize outcomes for its members.
Continue active engagement with our membership regarding their interests,
views and priorities, including regular polling/informal surveys and face-
to-face interaction.
Expand strategic relationships with industry associations, groups and
stakeholders to more effectively promote ALPA’s priorities, enhance the
image of the Association and piloting profession, and to stay engaged and
relevant in the industry.
Further strengthen the Association’s brand by implementing and expanding
the ALPA Brand Guidelines and strictly monitoring its usage.
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
42
BOD Delegate Committee 6
Subject Matter: Legal, Grievance and Mergers
2010 BOD Priorities:
1. Risk managementfrom the establishment of Kitty Hawk to the development
of duty of fair representation insurance to our resources, policies, and
practiceshas been a cornerstone of protecting the viability of the Association.
These efforts have collectively shielded us from significant risks and financial
exposure. Expansion and refinement are necessary to continue to preserve the
viability of the Association and the services we provide to our members. This
includes a strong emphasis on the training and education of our members, pilot
representatives and MECs regarding their roles and responsibilities, and the
purpose and application of the Association’s risk management policies and
procedures.
ALPA Departments and National Committees Supporting Delegate Committee #6:
1. Departments
Legal
General Manager
2. National Committees
Collective Bargaining Committee
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Resource Planning Team – Legal Elements, including: DFR 101, Fiduciary
Responsibilities, RLA/Status Quo primer, Merger Policy and merger issues,
and Lump Sum Allocation Policy
Overview of Risk Management and Kitty Hawk Insurance Company
Litigation Update
Overview of the Ex-Im Bank litigation
Discuss implementation of Section 40 lump sum allocation policies.
43
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #6:
Risk management - from the establishment of Kitty Hawk to the
development of duty of fair representation insurance to our resources,
policies and practices – has been a cornerstone of protecting the viability of
the Association. These efforts have collectively shielded us from significant
risks and financial exposure. Expansion and refinement are necessary to
continue to preserve the viability of the Association and the services we
provide to our members. This includes a strong emphasis on the training
and education of our members, pilot representatives and MECs regarding
their roles and responsibilities, and the purpose and application of the
Association’s risk management policies and procedures.
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
44
BOD Delegate Committee 7
Subject Matter: Government Affairs and Regulatory
2010 BOD Priorities:
1. ALPA must continue to promote the establishment of national level aviation
policies to promote financially stable U.S. and Canadian airline industries. This
should include:
Continuing to oppose efforts to modify foreign ownership and/or control
limitations that would not benefit ALPA members.
Ensuring that U.S. and Canadian airlines must receive a fair share of
international flying opportunities.
Establishing and maintaining international aviation policies that provide an
effective balance between economic, security, airline, and worker interests
and priorities, including opposition to pilot outsourcing.
Supporting efforts to relieve tax and fee burdens on airlines.
A rebalance of U.S. DOT policy goals to place a greater emphasis on the
importance of available domestic airline industry relative to pro-consumer
and competitive public interest factors.
Promoting policies to ensure the airline industry attracts and retains highly
qualified and talented employees and creates stable, good-paying jobs for
our citizens.
Ensuring effective funding of the Next Generation Air Transportation
system (NextGen).
Enactment of bankruptcy legislation to reestablish collective bargaining as
the primary means to make any changes to a labor contract and to clarify
that a union may seek damages from the employer, or strike, if the
bankruptcy process results in forced changes to a collectively bargained
agreement.
Promoting initiatives to stop oil speculation to reduce the volatility of oil
prices and the impact on the airline industry, along with opposition to Cap
and Trade and other similar proposals that would harm the airline industry.
45
2. ALPA must continue efforts to use regulatory, legal and bipartisan legislative
processes to advance ALPA’s goals regarding the effective processing of
collective bargaining under the Railway Labor Act, including supporting NMB-
recommended changes to its administrative practices regarding mediation
services delivery.
ALPA Departments and National Committees Supporting Delegate Committee #7:
1. Departments
Government Affairs
Economic and Financial Analysis
Legal
2. National Committees
International Affairs Committee
Air Safety Organization
Aviation Sustainability and the Environment
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Leveling the Playing Field (LTPF), ALPA’s policy white paper on
recommended legislative and regulatory priorities to enhance the business
environment for airlines in the U.S., defending U.S. jobs in the international
marketplace, and enhancing international aviation safety regulations
through ICAO.
Overview of the activities of the International Affairs Committee to inform
the DOT and DOS of the importance of maintaining the current foreign
ownership and cabotage restrictions in the U.S.
ALPA-PAC – Building a PAC-Partisan Congress, including the role of
ALPA-PAC and efforts to build relationships in Congress to promote
ALPA’s pilot partisan agenda.
46
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #7:
Continue to promote the establishment of national aviation policies to level
the playing field for ALPA carriers and promote financially stable U.S. and
Canadian airline industries.
Maintain the current foreign ownership and cabotage restrictions in the U.S.
Educate Congress, DOT, USTR and DOS on the dangers of modifying
foreign ownership/and or control limitations, and continue engagement
with DOD to ensure Pentagon support for no changes to the current rules.
Work with Congress to pass legislation ensuring there is a close correlation
between the proportion of revenue a U.S. airline receives from a
revenue/profit sharing arrangement regarding international flying and the
amount of actual flying performed.
Ensure effective implementation of the safeguards in Export-Import Bank
Reauthorization Act of 2012 with the goal of eliminating wide body aircraft
export credit agency financing and the consequential negative impact on
U.S. airline jobs.
Continue to promote a rational, common-sense aviation taxation policy that
promotes the airline industry’s viability and growth. Work with Congress
and the Administration to oppose the EU ETS.
Pursue reform of “passenger protection” regulations to give greater weight
to the economic impact government decisions will have on affected airlines
and their workers
Work to ensure the DOT strengthens its new entrant requirements for start
up airlines to set higher financial standards
Work with Congress to pursue legislative changes to Section 1113 to return
it to its original intent of providing a fair process to balance the need for
economic restructuring for distressed employers with a basic level of
protections for workers’ vested interests
Continue to support legislative efforts to crackdown on oil speculation
while allowing legitimate end-users to engage in legitimate hedging.
3. Report to Plenary:
Overview of briefings, discussions, findings, and conclusions within
delegate committee
Action Items adopted by delegate committee
47
BOD Delegate Committee 8
Subject Matter: Organizing
2010 BOD Priorities:
1. ALPA’s Organizing Task Force should develop a methodology to measure the
projected value of adding any prospective pilot group to ALPA. This method
should measure the overall value, including the tangible and intangible
benefits, the pilot group would bring to the Association and the piloting
profession as a member of ALPA.
2. ALPA’s Organizing Task Force should evaluate the tactics and techniques of
the organizing process in order to optimize the cost effectiveness of the process,
including the costs directly related to securing the representation vote and
those costs required to establish the structure, organization, and initial contract
for a new member group.
3. Based on the foregoing cost and benefit analyses, the Organizing Task Force
should develop broad goals for ALPA’s general organizing efforts, and specific
criteria and methods for identifying particular airlines as organizing targets.
4. Composition of and all work produced by the Organizing Task Force pursuant
to this resolution shall include and recognize the regional, cultural, regulatory,
and national differences among current and potential member pilot groups.
5. ALPA’s Organizing Task Force should identify and develop internal
organizing goals designed to foster member support for the goals and priorities
of the union and are beneficial to increasing awareness among pilots of ALPA’s
organizing campaigns. The goal of these efforts is to develop every ALPA pilot
into an advocate.
ALPA Departments and National Committees Supporting Delegate Committee #8:
1. Departments
Representation
Communications
48
General Manager
2. National Committees
Organizing Task Force
Recommended Delegate Committee Activities:
1. Strategic Planning Presentations and Discussions
Presentation on the results of ALPA’s Internal Organizing Poll.
An overview of the Organizing Metrics developed by the Organizing Task
Force.
2. Strategic Planning Committee Recommended Action Items for Delegate
Committee #8:
The Board of Directors affirms the organizing metrics, criteria and methods
adopted by ALPA’s Organizing Task Force pursuant to the 2010 Board of
Directors’ Strategic Plan Priorities. Deciding to organize new pilot groups
must be based on:
The benefits that both ALPA would bring to that pilot group and which
that pilot group would bring to ALPA;
The showing of sufficient support with the pilot group to proceed with a
campaign with a high likelihood of success
Whether ALPA has sufficient resources to both run an organizing
campaign and to represent the pilot group if the campaign is successful
without diverting resources necessary to represent existing pilot groups
Whether ALPA has sufficient resources to both run an organizing
campaign and to represent the pilot group if the campaign is successful
without diverting resources necessary to represent existing pilot groups
Whether ALPA’s strategic goals and priorities are furthered or met by
organizing the new pilot group
Strengthen ALPA by increasing member support for the mission of the
Association, enhancing member awareness about the resources the
Association provides, and inspiring and empowering our members to
become more involved in their union.
49
3. Report to Plenary:
Overview of briefings, discussions, findings and conclusions within
delegate committee
Action Items adopted by delegate committee
50
51
STRATEGIC PLANNING COMMITTEE
RECOMMENDED AGENDA ITEMS
by
BOD DELEGATE COMMITTEES 1-8
BOARD OF DIRECTORS
OCTOBER 2012
52
Delegate Committee #1 53
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Structure
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #1 54
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for ALPA Structure.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as ALPA Strategic
Plan Priorities related to ALPA’s Structure:
Code-share family information sharing and development of pilot alliances to
support the principles of career protection, progression, contract and
professional standards.
Information sharing and coordination across pilot group lines and within and
between network, cargo and FFD carriers, along with international pilot
alliances .
All ALPA MECs shall establish and maintain strategic plans, and ALPA shall
expand efforts to train and support the development and maintenance of
strategic plans.
Establish a more systematic role for the Resource Planning Team and resources
to advise and support MEC, including incorporation into MEC strategic
planning.
Delegate Committee #2 55
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Collective Bargaining/Retirement & Insurance
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #2 56
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Collective Bargaining and Retirement & Insurance.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as principles and
priorities within Collective Bargaining and Retirement & Insurance:
Confirm that ALPA and MECs should continue to focus on advancing contract
standards via pattern bargaining and mutual support, and that bargaining
targets, trends and ranges should be used by MEC negotiating committees to
develop effective negotiating goals, proposals and timelines to maximize
outcomes in bargaining.
Discuss the desirability that ALPA and MECs take into account the ever-
changing political, economic, legal and industry environment in developing
bargaining strategies and MEC strategic plans to maximize outcomes for its
members.
Promote the development of new bargaining strategies and models that
recognize and adapt to the changing environment.
Recommend that consideration of the internal and external environment, and
new strategies and models, be a major element of ALPA’s training curriculum
for negotiating, R&I and SPC committees, MEC training, and ALPA’s
Leadership Training Conference.
Continue to plan for bargaining that will coincide with implementation of new
Flight Time/Duty Time regulations and build resources that can be made
available to MECs.
Delegate Committee #3 57
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Safety/Security/FTDT
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #3 58
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Safety, Security, and Flight Time/Duty Time.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as ALPA Strategic
Plan Priorities regarding Safety, Security, and Flight Time/Duty Time:
With the development of an industry standard for cockpit secondary barriers,
ALPA needs to focus on advocating for voluntary equipage on our airliner
fleets.
Advocate the elevation of ICAO technical instructions on lithium batteries to
ICAO standards and to press DOT for a PHMSA or FAA regulation regarding
the carriage of lithium batteries.
Continue to pursue improvements to the FFDO program.
Continue to ensure the safe integration of UAV/UAS operations in the NAS.
Promoting a trust-based security system focused on shifting the U.S.
government’s security screening philosophy away from screening for objects
and on to screening for hostile and criminal intent continues to be a top
priority.
With the implementation of KCM, the program efforts need to focus on having
all ALPA carriers subscribe to the program.
Continue to promote the modernization of the US/Canada Airspace System –
including advocacy for effective equipage, polices and procedures – to increase
system efficiency and capacity to enhance growth and economic benefits to the
industry and profession.
Delegate Committee #3 59
Continue to work with ALPA MEC’s and FAA to insure ASAP and FOQA
programs are working properly and to further improve the non-punitive
aspects of the programs.
Work through the legislative process to include cargo airline operations in FAR
117.
Work with the ALPA MECs to ensure the proper development and
implementation of Fatigue Risk Management Programs (FRMP) at the
individual airlines.
Continue to advocate for the establishment of an occupational safety and health
division and effective Professional Standards programs.
Delegate Committee #4 60
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Finance/MCF/Strike Policy and Planning
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #4 61
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Finance, Major Contingency Fund, Strike Policy and Planning.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as Strategic Plan
Priorities and findings regarding Finance, Major Contingency Fund, and Strike Policy
and Planning:
The Major Contingency Fund is one of ALPA’s most important strategic and
financial assets. The Association should continue to pursue budgeting
practices and policies to both reduce the demands on, and improve the funding
of, the MCF.
Delegate Committee #5 62
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Communications/Public Relations/PDG
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #5 63
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Communications, Public Relations, and Professional Development.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as ALPA Strategic
Plan Priorities related to ALPA Communications, Public Relations, and Professional
Development:
Build on our robust use of technologies, tactics and media to more effectively
communicate with, and become more visible to, our members.
Continue to develop new communications strategies at the national and MEC
levels – including SPC, Family Awareness and P2P - that take into account the
ever-changing political, economic, legal, airline and industry environment.
Ensure the strategies are synchronized with the bargaining environment and
MEC negotiating strategies and strategic plans to maximize outcomes for its
members.
Continue active engagement with our membership regarding their interests,
views and priorities, including regular polling/informal surveys and face-to-
face interaction.
Expand strategic relationships with industry associations, groups and
stakeholders to more effectively promote ALPA’s priorities, enhance the image
of the Association and piloting profession, and to stay engaged and relevant in
the industry.
Further strengthen the Association’s brand by implementing and expanding
the ALPA Brand Guidelines and strictly monitoring its usage.
Delegate Committee #6 64
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Legal/Grievance/Mergers
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #6 65
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Legal, Grievance and Mergers.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as ALPA Strategic
Plan Priorities related to Legal, Grievance, and Mergers:
Risk management – from the establishment of Kitty Hawk to the development
of duty of fair representation insurance to our resources, policies and practices
– has been a cornerstone of protecting the viability of the Association. These
efforts have collectively shielded us from significant risks and financial
exposure. Expansion and refinement are necessary to continue to preserve the
viability of the Association and the services we provide to our members. This
includes a strong emphasis on the training and education of our members, pilot
representatives and MECs regarding their roles and responsibilities, and the
purpose and application of the Association’s risk management policies and
procedures.
Delegate Committee #7 66
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Government Affairs/Regulatory
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #7 67
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Government Affairs and Regulatory.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors endorses the following items as ALPA Strategic
Plan Priorities related to Government Affairs and Regulatory activities:
Continue to promote the establishment of national aviation policies to level the
playing field for ALPA carriers and promote financially stable U.S. and
Canadian airline industries.
Maintain the current foreign ownership and cabotage restrictions in the U.S.
Educate Congress, DOT, USTR and DOS on the dangers of modifying foreign
ownership/and or control limitations, and continue engagement with DOD to
ensure Pentagon support for no changes to the current rules.
Work with Congress to pass legislation ensuring there is a close correlation
between the proportion of revenue a U.S. airline receives from a revenue/profit
sharing arrangement regarding international flying and the amount of actual
flying performed.
Ensure effective implementation of the safeguards in the Export-Import Bank
Reauthorization Act of 2012 with the goal of eliminating such wide body
aircraft export credit agency financing and the consequential negative impact
on U.S. airline jobs.
Continue to promote a rational, common-sense aviation taxation policy that
promotes the airline industry’s viability and growth. Work with Congress and
the Administration to oppose the EU and ETS.
Delegate Committee #7 68
Pursue reform of “passenger protection” regulations to give greater weight to
the economic impact government decisions will have on affected airlines and
their workers.
Work to ensure the DOT strengthens its new entrant requirements for start-up
airlines to set higher financial standards.
Work with Congress to pursue legislative changes to Section 1113 to return it to
its original intent of providing a fair process to balance the need for economic
restructuring for distressed employers with a basic level of protections for
workers’ vested interests.
Continue to support legislative efforts to crack down on oil speculation while
allowing legitimate end-users to engage in legitimate hedging.
Delegate Committee #8
69
AIR LINE PILOTS ASSOCIATION, INTERNATIONAL
44TH REGULAR BOARD OF DIRECTORS MEETING
October 15-18, 2012
SUBJECT
Strategic Priorities – Organizing
SOURCE
President Lee Moak
BACKGROUND INFORMATION
The purpose of the Strategic Planning Committee, as charged by the Board of Directors,
is to identify major issues, trends, risks and opportunities that span the breadth of the
Association and to make recommendations to ALPA’s governing bodies regarding the
Association’s strategic plan priorities.
Beginning in 2008, rather than simply receiving the Committee’s report, the Board of
Directors actively engaged in a strategic planning process, including unanimously
adopting a series of agenda items identifying the Association strategic plan priorities, to
guide the direction of the union. ALPA’s leadership – it’s National Officers, National
Committees, Executive Board, Executive Council and staff – were directed to develop
action plans to ensure follow through and to maximize ALPA’s ability to achieve the
priorities set forth by its highest governing body.
This new strategic planning process created an ongoing cycle of issue prioritization,
development and implementation of action plans, communication, active management
and advocacy, achievement of priorities or a recalibration of goals and approaches, and
an identification of new issues to be incorporated into ALPA’s plan. This process also
created a more defined framework for decision-making and allocation of resources
within the Association. The Executive Council and Executive Board received regular
briefings on the status of the Association’s activities, and provided guidance and input
as new issues arose. Implementation of the strategic plan also included communications
with the membership to build unity and support within the union.
The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008
BOD. The committee’s report included a report card summarizing the initiatives
undertaken to support each priority, including what had been accomplished and what
work remained. The SPC recommended updated strategic plan priorities, some of
which were priorities in the 2008 plan – repeated in 2010 either because of the
importance of the union reaffirming certain key goals or that work remained on the
Delegate Committee #8
70
issue – and others which arise in the ongoing cycle of issue prioritization and
recalibration of goals. Each delegate committee received briefings from subject matter
experts on key industry, profession and Association issues and activities; discussed the
issues and recommended SPC priorities; and put its imprint on the final strategic plan
priorities which were unanimously approved by the Board of Directors.
The Strategic Planning Committee report to the 2012 Board of Directors is a
continuation of this process. The recommended plan priorities have been developed
through a constant monitoring of the activities since 2010, an evaluation of internal and
external issues that affect the direction of our union, and input from subject matter
experts and leadership within the Association.
The proposed resolution below reflects the SPC’s recommended strategic plan priorities
for Organizing.
PROPOSED RESOLUTION
RESOLVED that the Board of Directors adopts the following action items related to
ALPA’s Strategic Plan Priorities in Organizing and in relationships with independent
pilot unions:
The Board of Directors affirms the organizing metrics, criteria and methods
adopted by ALPA’s Organizing Task Force pursuant to the 2010 Board of
Directors’ Strategic Plan Priorities. Deciding to organize new pilot groups
must be based on:
The benefits that both ALPA would bring to that pilot group and which that
pilot group would bring to ALPA
The showing of sufficient support with the pilot group to proceed with a
campaign with a high likelihood of success
Whether ALPA has sufficient resources to both run an organizing campaign
and to represent the pilot group if the campaign is successful without
diverting resources necessary to represent existing pilot groups
Whether ALPA’s strategic goals and priorities are furthered or met by
organizing the new pilot group
Strengthen ALPA by increasing member support for the mission of the
Association, enhancing member awareness about the resources the Association
Delegate Committee #8
71
provides, and inspiring and empowering our members to become more
involved in their union.
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