stopping outsourcing in it’s tracks jane carter, labor economist iii [email protected]
TRANSCRIPT
Stopping Outsourcing In It’s Tracks
Jane Carter, Labor Economist [email protected]
GOALSGOALS• Outsourcing 101
• Proactive fights
• Best Practices and Executing a Plan
• Coalition Building
Same Game… Different Name…
Why Are They Outsourcing?Why Are They Outsourcing?“Desperate government is our best
customer. There will be a lot of desperate governments out there.”
•Infrastructure: $100 billion.•Private waste: $50 billion •Chicago Parking LLC: $11.6 billion•Denver Northwest Parkway: 99 years•Indiana Toll Road: $447,000
Why Are They Outsourcing?Why Are They Outsourcing?
1% = 1/3
8 3.6 million
$10 million
257 x YOU
181 (2009)
Why Are They Outsourcing?Why Are They Outsourcing?
$6,000,000,000,000
DifferentDifferent Name… Same GameContracting OutOutsourcingAlternative Service DeliveryContingents - TemporariesVolunteersOthers?
TRENDS in PRIVATIZATIONPRIVATIZATIONNOTHING NEW…P3s – Public-Private PartnershipsSelling Public Assets
Water, lotteries, roads
Privatization of nearly every service provided by the public and for the public
Social Services, Prisons, IT, Clerical, Custodial, Food Service, Medical Care, and Sanitation
We Are All on the TrackWe Are All on the Track• Individual Job Loss
– Union Membership Loss– Weakens Political Clout
• Harder to Bargain• Encourages Other Employers
A Good Fight Sends an Important
Message
What’s At Stake?What’s At Stake?• Loss of public input and oversight of public
services
• Poor service quality for taxpayers and residents
• Loss of taxpayer control of public services and assets to Wall Street Bankers and CEOs.
Threats: Threats: Where do they come from?
• Federal Legislation and Regulations• State Legislation and Regulations• Local Government Service Delivery Decisions• Private Sector Subcontracting
20132013 PrivatizationPrivatization BillsBills
CA
OR
WA
ID
NV
AZ
UT
MT
WY
CO
NM
TX
OK
KS
NE
SD
NDMN
IA
MO
AR
LA
MS AL
TN
KY
IL
WIMI
IN
FL
GASC
NC
OH
WVVA
PA
NY
ME
AK HI
MDDENJ
CTRI
MA
NHVT
DC
Bill(s) Introduced
Bill(s) Passed
Bill (s) Defeated
Non-Legislative Proposal(s) Introduced
Warning Signs at the WorksiteWarning Signs at the Worksite1. Financial Shortfalls2. Service Problems - Complaints3. Private Contractor Marketing4. Consultant Studies – Reports on Operations5. Outdated Technology and Equipment6. Cut Backs in Maintenance7. Unfilled Positions8. New Services Without New Positions
Local Attacks:Local Attacks:It Doesn’t Just “Happen”It Doesn’t Just “Happen”
•Contractors are Aggressive Marketers•Push for “Smaller Government”•Tough Times =
– “Core Mission”– Personnel Costs – Asset Sales/Leases – Quick Money
•Avoiding Responsibility
Be Proactive:Be Proactive:Know and Shape the RulesKnow and Shape the Rules
• Are there negotiated restrictions on contracting out?• Does the DM have the legal authority to act?• Are they following the required procedures?
– Right of notification
• What opportunities exist for input - influence?– Public Hearings– Votes to Proceed or Approve– Bidder’s Conference– Labor - Management Meetings
Stop it Before it Happens!Stop it Before it Happens!• Keep the Union Strong, Educated and Alert• Fight for High Quality Public Services• Support Decision Makers that Support the Union• Develop and Maintain a Strong Network of Allies• Know Your Contract and the Law
Take the Privatization Workshop at AFSCME 41st International Convention
Be Proactive: Limit the ThreatsBe Proactive: Limit the ThreatsContract Language – Legislation – PolicyContract Language – Legislation – Policy•No Contracting (all or particular service)•Contracting Under Specific Limited Conditions•Legislative Authorization Required – Public Hearing•Advance Notice•Joint Labor-Management Alternative•Labor Only Alternative•Time and technical assistance
HERE THEY COME… WHAT NOW?HERE THEY COME… WHAT NOW?
Develop and Execute a PlanDevelop and Execute a Plan
• Identify Goal• Develop the Steps – Blueprint to Achieve Goal• Identify Leader to Manage and Drive the Plan• Assign Specific Responsibilities for Actions• Maintain Regular Communication• Hold People Accountable for Commitments• Be Flexible and Make Modifications As Conditions
Change
Understand the ThreatUnderstand the Threat• What is being proposed?
• Who is proposing it?
• Why are they doing it?
• Who will decide?
• How can we influence the decision makers?
Evaluate Coalition Partners & Allies Evaluate Coalition Partners & Allies ID Coalition Partners and Allies •Service Users•Suppliers•Justice and Religious Organizations•Media: reporters, editorial boards, columnists, bloggers•Other Elected Officials•Constituents
Coalition/Network BenefitsCoalition/Network Benefits• Share Experiences and Successful Tactics
• Increase Amount of Technical Expertise– Review Legislation and Rules, Bidding Materials– Communication Techniques
• Increase Resources– “Boots on the Ground”– Access to Additional Communities of Interest
• Puts a Different Face (non-union) on Message
Group Exercise: Finding PartnersGroup Exercise: Finding Partners
Group Exercise: Finding PartnersGroup Exercise: Finding Partners• Take 5 minutes and identify at least 3
possible coalition partners
• Share your list with others at the table
• Explain what they will bring to the fight
• Table collectively picks five partners
• Report out to us how these partners will help defeat the privatization
Follow-up ExerciseFollow-up ExerciseBe proactive by working with your union to
reach out to at least three potential coalition partners that you can work with to fight your
own battles back home.
RESOURCESIn The Public Interest A Resource Center on privatization and with the goal of ensuring democratic control of public functions.
FoodandWaterWatch.org: Collection of materials, surveys, articles on the privatization of water
AFSCME Research and Collective Bargaining Department-Tools on Bidding-Sample contract language-Privatization Toolkit and other resources