This isn’t about pride and it isn’t about slogans, it’s about making changes. It’s about making the next three years the next best step. It’s about action and LEADING not CHEERLEADING.
This might be dense information but it’s worth a read. These are our goals, and expect them to grow and improve with your input.
Building the Best Local for Our Members
Premier Customer Service
When asked how do you feel about your local, our goal is for every member to say it’s amazing. We will never stop striving for that. You should feel your $50 per month is well spent, and the first step is ensuring you feel heard.
Rebuild the budget with a focus on phone bank hours and grievance handling, ensuring financial responsibility before considering any increases.
Train for exceptional customer service and instill a “members are our customers” mindset.
Create a centralized website with a searchable database for FAQs—to better supplement other useful social platforms.
A member portal for grievance tracking and real-time support will enhance transparency and trust.
Launch an educational campaign to inform members about our modernization efforts, set clear expectations, and demonstrate measurable improvements.
Develop a customer service scorecard to identify shortfalls, ensure accountability, and foster friendly competition between councils.
Increase our physical presence in the base and terminal—Zoom and phone calls are necessary, but in-person engagement will be prioritized.
Establish a structured feedback loop through surveys, “town halls”, and direct member input to continuously improve our service.
Meet you where you live. We will fly to any common commuter cities to meet you where you live for a meet and greet or informational get together.
More Grievance Wins & Awards
Members have made it clear: we need stronger grievance results. We will refine our approach by:
Reinforcing the 7 Tests of Just Cause in grievance handling.
Working with the MEC to push to the top Council 11 cases to arbitration immediately, ensuring management respects precedent.
Providing more advanced grievance training, including arbitration admittance and screening.
Bringing in AFA International lawyers to review and improve our processes.
Partnering with local attorneys to address violations of state and local laws.
Educating management on our expectations—we will collaborate when possible and hold them accountable when necessary, including petitions and demonstrations.
Launching a “Foreign Exchange” program wherein grievance reps visit other bases to share best practices and identify gaps.
Mandating grievance awards. No more “no remedy” resolutions. “Additional training for schedulers” is not enough—contract violations must result in members being made whole.
No Dues Increase at the BOD
We recognize inflation concerns, but we will oppose any dues increase until we ensure our Local’s needs are met efficiently and responsibly. Our priority is to rebuild the budget with a focus on customer service, grievances, and engagement, ensuring every dollar benefits our members before considering an increase.
No Dues on Medical Leave
We will propose a bylaw amendment to stop dues collection after 30 days for members on medical leave. No one should be financially burdened when they’re at their worst. This change ensures financial obligations don’t add to the stress of recovery.
Stronger Collective Bargaining
We will collaborate with other like-minded LECPs in the MEC to end outdated, drawn-out negotiations. If there’s a better way, we will find it and push for it.
Increasing Member Engagement
Customer service is the foundation, but engagement is key to building the volunteerism needed in every committee. To achieve this, we will:
Work with the MEC’s Member Engagement team and AFA International to develop new ways to connect with members.
Recognize and highlight active members to encourage participation and build a stronger union.
Strengthening Our Community Presence
A stronger presence in our communities benefits us all.
Strengthen relationships with local unions to build solidarity and leverage our numbers.
Partner with businesses to secure member discounts and benefits.
Support community initiatives through volunteer efforts and charity work to enhance our relevance and visibility.
Build up local understanding of California and San Francisco resources
Whether it’s statues like California Labor Code 2802 (to put an end to unwarranted discipline for lost Links) or fighting harder for the free healthcare options mandated by San Francisco Health Care Security Ordinance (HCSO) we need to find new, innovative and aggressive ways to utilize legal resources in our own community.
There’s More
I commit to meeting with every committee, listening to their challenges, and finding new effective ways to support their goals. We will measure progress, refine strategies, and continuously improve—because our members deserve the best.
MANNY FOR COUNCIL 11 