8 ways reform provides security and stability to those with or without coverage
Ends Discrimination for Pre-Existing Conditions: Insurance companies will be prohibited from refusing you coverage because of your medical history.
Ends Exorbitant Out-of-Pocket Expenses, Deductibles or Co-Pays: Insurance companies will have to abide by yearly caps on how much they can charge for out-of-pocket expenses.
Ends Cost-Sharing for Preventive Care: Insurance companies must fully cover, without charge, regular checkups and tests that help you prevent illness, such as mammograms or eye and foot exams for diabetics.
Ends Dropping of Coverage for Seriously Ill: Insurance companies will be prohibited from dropping or watering down insurance coverage for those who become seriously ill.
Ends Gender Discrimination: Insurance companies will be prohibited from charging you more because of your gender.
Ends Annual or Lifetime Caps on Coverage: Insurance companies will be prevented from placing annual or lifetime caps on the coverage you receive.
Extends Coverage for Young Adults: Children would continue to be eligible for family coverage through the age of 26.
Guarantees Insurance Renewal: Insurance companies will be required to renew any policy as long as the policyholder pays their premium in full. Insurance companies won't be allowed to refuse renewal because someone became sick. Learn more and get details: http://www.WhiteHouse.gov/health-insurance-consumer-protections/
8 common myths about health insurance reform
Reform will stop "rationing" - not increase it: It’s a myth that reform will mean a "government takeover" of health care or lead to "rationing." To the contrary, reform will forbid many forms of rationing that are currently being used by insurance companies.
We can’t afford reform: It's the status quo we can't afford. It’s a myth that reform will bust the budget. To the contrary, the President has identified ways to pay for the vast majority of the up-front costs by cutting waste, fraud, and abuse within existing government health programs; ending big subsidies to insurance companies; and increasing efficiency with such steps as coordinating care and streamlining paperwork. In the long term, reform can help bring down costs that will otherwise lead to a fiscal crisis.
Reform would encourage "euthanasia": It does not. It’s a malicious myth that reform would encourage or even require euthanasia for seniors. For seniors who want to consult with their family and physicians about end-of life decisions, reform will help to cover these voluntary, private consultations for those who want help with these personal and difficult family decisions.
Vets' health care is safe and sound: It’s a myth that health insurance reform will affect veterans' access to the care they get now. To the contrary, the President's budget significantly expands coverage under the VA, extending care to 500,000 more veterans who were previously excluded. The VA Healthcare system will continue to be available for all eligible veterans.
Reform will benefit small business - not burden it: It’s a myth that health insurance reform will hurt small businesses. To the contrary, reform will ease the burdens on small businesses, provide tax credits to help them pay for employee coverage and help level the playing field with big firms who pay much less to cover their employees on average.
Your Medicare is safe, and stronger with reform: It’s myth that Health Insurance Reform would be financed by cutting Medicare benefits. To the contrary, reform will improve the long-term financial health of Medicare, ensure better coordination, eliminate waste and unnecessary subsidies to insurance companies, and help to close the Medicare "doughnut" hole to make prescription drugs more affordable for seniors.
You can keep your own insurance: It’s myth that reform will force you out of your current insurance plan or force you to change doctors. To the contrary, reform will expand your choices, not eliminate them.
No, government will not do anything with your bank account: It is an absurd myth that government will be in charge of your bank accounts. Health insurance reform will simplify administration, making it easier and more convenient for you to pay bills in a method that you choose. Just like paying a phone bill or a utility bill, you can pay by traditional check, or by a direct electronic payment. And forms will be standardized so they will be easier to understand. The choice is up to you – and the same rules of privacy will apply as they do for all other electronic payments that people make. Learn more and get details: http://www.WhiteHouse.gov/realitycheck http://www.WhiteHouse.gov/realitycheck/faq
8 Reasons We Need Health Insurance Reform Now
Coverage Denied to Millions: A recent national survey estimated that 12.6 million non-elderly adults – 36 percent of those who tried to purchase health insurance directly from an insurance company in the individual insurance market – were in fact discriminated against because of a pre-existing condition in the previous three years or dropped from coverage when they became seriously ill. Learn more: http://www.healthreform.gov/reports/denied_coverage/index.html
Less Care for More Costs: With each passing year, Americans are paying more for health care coverage. Employer-sponsored health insurance premiums have nearly doubled since 2000, a rate three times faster than wages. In 2008, the average premium for a family plan purchased through an employer was $12,680, nearly the annual earnings of a full-time minimum wage job. Americans pay more than ever for health insurance, but get less coverage. Learn more: http://www.healthreform.gov/reports/hiddencosts/index.html
Roadblocks to Care for Women: Women’s reproductive health requires more regular contact with health care providers, including yearly pap smears, mammograms, and obstetric care. Women are also more likely to report fair or poor health than men (9.5% versus 9.0%). While rates of chronic conditions such as diabetes and high blood pressure are similar to men, women are twice as likely to suffer from headaches and are more likely to experience joint, back or neck pain. These chronic conditions often require regular and frequent treatment and follow-up care. Learn more: http://www.healthreform.gov/reports/women/index.html
Hard Times in the Heartland: Throughout rural America, there are nearly 50 million people who face challenges in accessing health care. The past several decades have consistently shown higher rates of poverty, mortality, uninsurance, and limited access to a primary health care provider in rural areas. With the recent economic downturn, there is potential for an increase in many of the health disparities and access concerns that are already elevated in rural communities. Learn more: http://www.healthreform.gov/reports/hardtimes
Small Businesses Struggle to Provide Health Coverage: Nearly one-third of the uninsured – 13 million people – are employees of firms with less than 100 workers. From 2000 to 2007, the proportion of non-elderly Americans covered by employer-based health insurance fell from 66% to 61%. Much of this decline stems from small business. The percentage of small businesses offering coverage dropped from 68% to 59%, while large firms held stable at 99%. About a third of such workers in firms with fewer than 50 employees obtain insurance through a spouse. Learn more: http://www.healthreform.gov/reports/helpbottomline
The Tragedies are Personal: Half of all personal bankruptcies are at least partly the result of medical expenses. The typical elderly couple may have to save nearly $300,000 to pay for health costs not covered by Medicare alone. Learn more: http://www.healthreform.gov/reports/inaction
Diminishing Access to Care: From 2000 to 2007, the proportion of non-elderly Americans covered by employer-based health insurance fell from 66% to 61%. An estimated 87 million people - one in every three Americans under the age of 65 - were uninsured at some point in 2007 and 2008. More than 80% of the uninsured are in working families. Learn more: http://www.healthreform.gov/reports/inaction/diminishing/index.html
The Trends are Troubling: Without reform, health care costs will continue to skyrocket unabated, putting unbearable strain on families, businesses, and state and federal government budgets. Perhaps the most visible sign of the need for health care reform is the 46 million Americans currently without health insurance - projections suggest that this number will rise to about 72 million in 2040 in the absence of reform. Learn more: http://www.WhiteHouse.gov/assets/documents/CEA_Health_Care_Report.pdf
Friday, August 14, 2009
Thursday, July 30, 2009
2009 CONTRACT PROPOSAL
2009 CONTRACT PROPOSALMEDICAL PLAN DEDUCTIBLES/OUT‐OF‐POCKET SCENARIOS
The following scenarios assume that all claims will be in‐network, are for eligible services, and the dollar amounts referred to are theReasonable & Customary charges.Deductible: $350 single/$700 familyOOP Max: $1000 single/$3000 family
Scenario #1—single with medical claims for office visits & lab work totaling $2000Member must pay the first $350, which is the deductible. Now that the deductible is met, the member must pay 10% co‐insuranceof the remaining charge of $1650, which would be $165. Cost for member: $350 deductible + $165 out‐of‐pocket = $515.
Scenario #2—single with medical claims for major surgery & hospitalization totaling $40,000Member must pay the first $350, which is the deductible. Now that the deductible is met, the member must pay their 10% coinsuranceon only $10,000, which is $1000. This meets the requirement for the out‐of‐pocket maximum, and all remaining amountswill be covered by the company at 100%. Cost for member: $350 deductible + $1000 out‐of‐pocket = $1350.
Scenario #3—family of 2/child has surgery with bills totaling $12,000, and mom has office visits & lab work totaling $1500Child is the first one to incur medical expense—member is responsible for the first $350, which is the deductible. Now that theindividual deductible is met, the member must pay 10% co‐insurance only on $10,000(of the child’s bill), which is $1000. This meetsthe out‐of‐pocket max only on the child, and all remaining bills for child will be covered by the company at 100%. Because thefamily deductible & out‐of‐pocket max has not been met, mom must pay the first $350 of her expenses to meet the familydeductible, and then would be responsible to pay the 10% co‐insurance on $1150, which is $115. This family did not incur enoughexpense to reach the family out‐of‐pocket max. Cost to member: $700 deductible + $1115 out‐of‐pocket = $1815.
Scenario #4—family of 3/child has surgery totaling $12000, mom has office visits totaling $300, dad has office visits totaling $200Member is responsible for the first $350 of the child’s bill, which is the deductible. Now that the individual deductible has been met,the member must pay 10% co‐insurance only on $10000 (of the child’s bill), which is $1000. This meets the out‐of‐pocket max onlyon the child, and all remaining bills for the child will be covered by the company at 100%. Because the family deductible and out‐ofpocketmax has not been met, mom must pay her $300, which all applies to the deductible. Finally, $50 of dad’s charge will applyto the deductible, which meets the family deductible requirement. The remaining $150 bill would be reduced to the 10% coinsurance,for a payment of $15. This family did not incur enough expense to reach the family out‐of‐pocket max.Cost to member: $700 deductible + $1015 out‐of‐pocket = $1715.
Scenario #5—family of 4/dad has out‐patient surgery totaling $8000; child #1 has an ER visit totaling $3000;mom & child#2 both have office visits & lab work totaling $1500 eachDad must pay the first $350, which is his deductible. Now that his individual deductible has been met, he must pay 10% coinsuranceon the balance $7650, which is $765. This amount applies to the family out‐of‐pocket total. Child #1—member isresponsible to pay the first $350, which now meets the family deductible. Member must pay 10% co‐insurance on the balance$1650, which is $165. Since the deductible has now been met, the bills incurred for mom & child #2 will only require the 10% coinsurance,which is $150 for each one. This family did not incur enough expense to reach the family out‐of‐pocket max.Cost to member: $700 deductible + $1230 out‐of‐pocket = $1930.
Scenario #6—family of 4/all injured & hospitalized‐bills for each of the family members are $80000Member is responsible for $350 of the first family member’s expense, which is the deductible. Now that the individual deductible ismet, the member must pay 10% co‐insurance on only $10000, which is $1000. All remaining bills for this person will be covered bythe company at 100%. Member is also responsible for $350 of the 2nd family member’s expense, which now meets the familydeductible. Again, he/she must pay the 10% co‐insurance on only $10000, which is $1000. (Again the remaining balance covered bythe company at 100%.) Family member #3 now has no deductible, but member must pay 10% co‐insurance on only $10000, whichis $1000. (Remaining balance covered by the company at 100%.) The co‐insurance amount for the first 3 family members has nowtotaled $3000, which is the family out‐of‐pocket max. All bills for family member #4 will be covered by the company at 100%.Cost to member: $700 deductible + $3000 out of pocket = $3700.
The following scenarios assume that all claims will be in‐network, are for eligible services, and the dollar amounts referred to are theReasonable & Customary charges.Deductible: $350 single/$700 familyOOP Max: $1000 single/$3000 family
Scenario #1—single with medical claims for office visits & lab work totaling $2000Member must pay the first $350, which is the deductible. Now that the deductible is met, the member must pay 10% co‐insuranceof the remaining charge of $1650, which would be $165. Cost for member: $350 deductible + $165 out‐of‐pocket = $515.
Scenario #2—single with medical claims for major surgery & hospitalization totaling $40,000Member must pay the first $350, which is the deductible. Now that the deductible is met, the member must pay their 10% coinsuranceon only $10,000, which is $1000. This meets the requirement for the out‐of‐pocket maximum, and all remaining amountswill be covered by the company at 100%. Cost for member: $350 deductible + $1000 out‐of‐pocket = $1350.
Scenario #3—family of 2/child has surgery with bills totaling $12,000, and mom has office visits & lab work totaling $1500Child is the first one to incur medical expense—member is responsible for the first $350, which is the deductible. Now that theindividual deductible is met, the member must pay 10% co‐insurance only on $10,000(of the child’s bill), which is $1000. This meetsthe out‐of‐pocket max only on the child, and all remaining bills for child will be covered by the company at 100%. Because thefamily deductible & out‐of‐pocket max has not been met, mom must pay the first $350 of her expenses to meet the familydeductible, and then would be responsible to pay the 10% co‐insurance on $1150, which is $115. This family did not incur enoughexpense to reach the family out‐of‐pocket max. Cost to member: $700 deductible + $1115 out‐of‐pocket = $1815.
Scenario #4—family of 3/child has surgery totaling $12000, mom has office visits totaling $300, dad has office visits totaling $200Member is responsible for the first $350 of the child’s bill, which is the deductible. Now that the individual deductible has been met,the member must pay 10% co‐insurance only on $10000 (of the child’s bill), which is $1000. This meets the out‐of‐pocket max onlyon the child, and all remaining bills for the child will be covered by the company at 100%. Because the family deductible and out‐ofpocketmax has not been met, mom must pay her $300, which all applies to the deductible. Finally, $50 of dad’s charge will applyto the deductible, which meets the family deductible requirement. The remaining $150 bill would be reduced to the 10% coinsurance,for a payment of $15. This family did not incur enough expense to reach the family out‐of‐pocket max.Cost to member: $700 deductible + $1015 out‐of‐pocket = $1715.
Scenario #5—family of 4/dad has out‐patient surgery totaling $8000; child #1 has an ER visit totaling $3000;mom & child#2 both have office visits & lab work totaling $1500 eachDad must pay the first $350, which is his deductible. Now that his individual deductible has been met, he must pay 10% coinsuranceon the balance $7650, which is $765. This amount applies to the family out‐of‐pocket total. Child #1—member isresponsible to pay the first $350, which now meets the family deductible. Member must pay 10% co‐insurance on the balance$1650, which is $165. Since the deductible has now been met, the bills incurred for mom & child #2 will only require the 10% coinsurance,which is $150 for each one. This family did not incur enough expense to reach the family out‐of‐pocket max.Cost to member: $700 deductible + $1230 out‐of‐pocket = $1930.
Scenario #6—family of 4/all injured & hospitalized‐bills for each of the family members are $80000Member is responsible for $350 of the first family member’s expense, which is the deductible. Now that the individual deductible ismet, the member must pay 10% co‐insurance on only $10000, which is $1000. All remaining bills for this person will be covered bythe company at 100%. Member is also responsible for $350 of the 2nd family member’s expense, which now meets the familydeductible. Again, he/she must pay the 10% co‐insurance on only $10000, which is $1000. (Again the remaining balance covered bythe company at 100%.) Family member #3 now has no deductible, but member must pay 10% co‐insurance on only $10000, whichis $1000. (Remaining balance covered by the company at 100%.) The co‐insurance amount for the first 3 family members has nowtotaled $3000, which is the family out‐of‐pocket max. All bills for family member #4 will be covered by the company at 100%.Cost to member: $700 deductible + $3000 out of pocket = $3700.
Tuesday, July 28, 2009
Bargaining Report July 24, 2009
Bargaining Report July 24, 2009
AT&T Bargaining
It’s been a hell of a ride here since District 4 took a tentative agreement, accepting what
we can not. We have tried to remain focused on getting a contract for our members in
Connecticut and not waste our energy focusing on another area and the substandard
agreement they are currently in the process of ratifying.
However, today CWA felt it necessary to explain the District 4 tentative agreement and
why they took it by posting several documents on the national web site. From the phone
calls coming in, it is apparent that many of you have already seen these documents.
So, we now are taking the time to explain to you, the members, why we can not accept
the same terms District 4 did and how the failure to execute planned strategies in this
supposedly coordinated bargaining has brought us to where we are now.
Bargaining Process:
CWA leaders did develop a strategy which was presented to the bargaining groups at a
pre-bargaining conference. The mobilization posters said it all: “One Union, One Fight,
One Future.” We came back and reported to you that while there would not be a National
Bargaining table, we discussed common issues and coordination on these issues and that
no District would accept an agreement that would adversely impact another District. We
were supposed to work together.
Common Issues:
As far as the strategy on common issues: See for yourself in the document titled AT&T
Core VP Bargaining Chair Meeting. It was never an “every District for themselves”
mentality – until District 4 did this. Now President Cohen is saying this is what the plan
was from the beginning. By the time the calls were taking place with EVP Annie Hill
and the bargaining chairs and local presidents, the train had already left the station.
District 4 did not “maintain open communication on the coordinated issues.” The
disturbing part is that the effect on our bargaining is we are still not bargaining. The
company bargained with one district and just one – District 4.
The District 4 / AT&T Agreement made economic gains?
Let’s not kid ourselves. The economy may be bad but AT&T is making money –
$6 billion in profits for the first six months of this year! To say we should fold because
the economy is weak is a lame excuse. We at Local 1298 can’t see how the math adds up
in the document titled “District 4 Wage and Health Care Cost Detail.”
Here is a real comparison of what District 4 says and what is on the table for us. These
are real examples of what your wages would be after applying the proposed increases but
then subtracting your new costs for healthcare. There is no way as stated in the
documents on the CWA National web site that “the average employee is better off each
year of the contract as well as at the end of the 3 year agreement.
Let’s not take an “average” wage figure because as the saying goes, “liars figure and
figures lie.”
Here are 3 titles at Local 1298 and what the “net” will be here:
Service Rep
Current wage
$56,183.40
Wages above
current
Increase in
Health Care
costs *
Single/Family
Net gain or loss
Single/family
+HRA
Single Family
Year 1 $1,685.50 $1420/$3900 $265.50/ -$2214.50 +$450 +$900
Year 2 $1,736.06 $1420/$3900 $316.06/ -$2163.94 +$300 +$600
Year 3 $1,639.13 $1420/$3900 $219.13/ -$2260.87 - 0 - - 0 -
Top Craft
current
wage
$68,793.40
Wages above
current
Increase in
Health Care
costs *
Single/Family
Net gain or loss
Single/Family
+HRA
Single Family
Year 1 $2,063.80 $1420/$3900 $643.80/ -$1,836.20 +$450 +$900
Year 2 $2,125.72 $1420/$3900 $705.72/ -$1774.28 +$300 +$600
Year 3 $2,007.03 $1420/$3900 $587.03/ -$1892.97 - 0 - - 0 -
CIS
current
wage
$36,108.80
Wages above
current
Increase in
Health Care
costs *
Net gain or loss
Single/family
+HRA
Single Family
Year 1 $1,083.26 $1420/$3900 -$336.74/ -$2816.74 +$450 +$900
Year 2 $1,115.76 $1420/$3900 -$304.24/ -$2784.24 +$300 +$600
Year 3 $1,053.47 $1420/$3900 -$366.53/ -$2846.53 - 0 - - 0 -
* This is based on In-Network only and costs will exceed this if you go Out-of-
Network.
IN CLOSING:
We like to represent the maximum exposure to our members; not “spin” an average.
( See http://www.cwa-union.org/att/factsheets/ for the spin) We are committed to protect
our jobs at AT&T here in Connecticut. We can not accept a shift in health care costs
without securing protection for our members at Local 1298.
We need your continued support. Continue to mobilize and fight on. This contract battle
is going to be won by the members not the bargaining team.
In Solidarity,
Your Bargaining Team
President Bill Henderson
Treasurer Glenn Kalata
Secretary Miriam DiNicholas
Vice-President David Weidlich
Vice -President Bob Cullen
Vice-President Rich Benham
Vice-President Louise Gibson
Vice-President Tonya Hodge
AT&T Bargaining
It’s been a hell of a ride here since District 4 took a tentative agreement, accepting what
we can not. We have tried to remain focused on getting a contract for our members in
Connecticut and not waste our energy focusing on another area and the substandard
agreement they are currently in the process of ratifying.
However, today CWA felt it necessary to explain the District 4 tentative agreement and
why they took it by posting several documents on the national web site. From the phone
calls coming in, it is apparent that many of you have already seen these documents.
So, we now are taking the time to explain to you, the members, why we can not accept
the same terms District 4 did and how the failure to execute planned strategies in this
supposedly coordinated bargaining has brought us to where we are now.
Bargaining Process:
CWA leaders did develop a strategy which was presented to the bargaining groups at a
pre-bargaining conference. The mobilization posters said it all: “One Union, One Fight,
One Future.” We came back and reported to you that while there would not be a National
Bargaining table, we discussed common issues and coordination on these issues and that
no District would accept an agreement that would adversely impact another District. We
were supposed to work together.
Common Issues:
As far as the strategy on common issues: See for yourself in the document titled AT&T
Core VP Bargaining Chair Meeting. It was never an “every District for themselves”
mentality – until District 4 did this. Now President Cohen is saying this is what the plan
was from the beginning. By the time the calls were taking place with EVP Annie Hill
and the bargaining chairs and local presidents, the train had already left the station.
District 4 did not “maintain open communication on the coordinated issues.” The
disturbing part is that the effect on our bargaining is we are still not bargaining. The
company bargained with one district and just one – District 4.
The District 4 / AT&T Agreement made economic gains?
Let’s not kid ourselves. The economy may be bad but AT&T is making money –
$6 billion in profits for the first six months of this year! To say we should fold because
the economy is weak is a lame excuse. We at Local 1298 can’t see how the math adds up
in the document titled “District 4 Wage and Health Care Cost Detail.”
Here is a real comparison of what District 4 says and what is on the table for us. These
are real examples of what your wages would be after applying the proposed increases but
then subtracting your new costs for healthcare. There is no way as stated in the
documents on the CWA National web site that “the average employee is better off each
year of the contract as well as at the end of the 3 year agreement.
Let’s not take an “average” wage figure because as the saying goes, “liars figure and
figures lie.”
Here are 3 titles at Local 1298 and what the “net” will be here:
Service Rep
Current wage
$56,183.40
Wages above
current
Increase in
Health Care
costs *
Single/Family
Net gain or loss
Single/family
+HRA
Single Family
Year 1 $1,685.50 $1420/$3900 $265.50/ -$2214.50 +$450 +$900
Year 2 $1,736.06 $1420/$3900 $316.06/ -$2163.94 +$300 +$600
Year 3 $1,639.13 $1420/$3900 $219.13/ -$2260.87 - 0 - - 0 -
Top Craft
current
wage
$68,793.40
Wages above
current
Increase in
Health Care
costs *
Single/Family
Net gain or loss
Single/Family
+HRA
Single Family
Year 1 $2,063.80 $1420/$3900 $643.80/ -$1,836.20 +$450 +$900
Year 2 $2,125.72 $1420/$3900 $705.72/ -$1774.28 +$300 +$600
Year 3 $2,007.03 $1420/$3900 $587.03/ -$1892.97 - 0 - - 0 -
CIS
current
wage
$36,108.80
Wages above
current
Increase in
Health Care
costs *
Net gain or loss
Single/family
+HRA
Single Family
Year 1 $1,083.26 $1420/$3900 -$336.74/ -$2816.74 +$450 +$900
Year 2 $1,115.76 $1420/$3900 -$304.24/ -$2784.24 +$300 +$600
Year 3 $1,053.47 $1420/$3900 -$366.53/ -$2846.53 - 0 - - 0 -
* This is based on In-Network only and costs will exceed this if you go Out-of-
Network.
IN CLOSING:
We like to represent the maximum exposure to our members; not “spin” an average.
( See http://www.cwa-union.org/att/factsheets/ for the spin) We are committed to protect
our jobs at AT&T here in Connecticut. We can not accept a shift in health care costs
without securing protection for our members at Local 1298.
We need your continued support. Continue to mobilize and fight on. This contract battle
is going to be won by the members not the bargaining team.
In Solidarity,
Your Bargaining Team
President Bill Henderson
Treasurer Glenn Kalata
Secretary Miriam DiNicholas
Vice-President David Weidlich
Vice -President Bob Cullen
Vice-President Rich Benham
Vice-President Louise Gibson
Vice-President Tonya Hodge
Friday, July 24, 2009
ATT Bargaining Process
ATT Bargaining Process
Related Documents
District 4 Wage and Health Care Cost Detail (PDF, 44kb)Here's the math behind the wage increases and health care costs negotiated by District 4 with ATT.
District 4 Wage Gains, Inflation and Health Care (PDF, 13kb)The overall wage increase negotiated by District 4 compared with inflation and health care costs. This comparison shows a real wage gain for District 4 members in their standard of living.
Overview of 2009 Union Wage Settlements (PDF, 21kb)How wage increases negotiated in District 4 ATT bargaining compare with other recently negotiated contracts.
CWA leaders developed a joint strategy to bargain with ATT in 2009, and this strategy has led, so far, to the District 4/ATT agreement. All parts of the union helped push the boundaries of this bargaining, which led to this tentative agreement. Now, we're continuing to work together for other successful agreements at all bargaining tables.
CWA Worked hard—well in advance of bargaining and over many months—to have a national table for AT&T negotiations, but AT&T placed numerous conditions that would have restricted our ability to successfully negotiate nationally. Once it was clear that AT&T was rejecting CWA's position on national bargaining, we developed and pursued a strategy of resolving our common and coordinated issues. That is why we put together the strategy for coordination and communication, with tables addressing the common and coordinated issues.
Common issues
CWA Vice Presidents and Bargaining Chairs met to discuss CWA Bargaining Strategy and common issues for two days in Washington DC. These conversations led us to a fuller understanding of the many regional variations of our contracts and defined our ability to pursue a common, coordinated agenda. We did this recognizing the differences in each regional contract. We established coordination mechanisms and communication among the bargaining tables as part of this strategy. The officers also discussed the goal of reaching agreements at the same time.
However, without a National Table, they recognized that achieving that goal might not be practical or likely. As a result they concurred that each unit, if necessary, could reach their own agreement independent from others if they believed it was in the best interest of their members. Districts were fully authorized -- by the full group of Vice Presidents and the President and Executive Vice President -- to reach a tentative agreement on an individual basis with the President's approval.
The plan established a framework for coordinated issues and strategic watch issues. Many of the most important issues – employment security, prem tech, leverage titles, even health care – were placed on the "watch" list because of the many variations and differences in contract rovisions among districts, and the many different potential acceptable solutions. Several of the most contentious issues during this round of bargaining were exactly these issues. Each of the bargaining teams kept the other teams informed about its direction and strategy on these coordinated issues, but was free to pursue its own agreement, one that would serve its members best.
The issues identified as coordinated were dealt with together with the teams working collectively on the proposals. The issues included a National Transfer Plan, the President's Council, a letter on evolving technologies, card check, movement of work, and wages.
Communication took place through regular conference calls led by Executive Vice President Annie Hill and the Vice Presidents who lead each unit and regular calls between the Bargaining Chairs at each table. As bargaining continued especially after expiration, it became apparent that AT&T, even with consistent urgings and mobilizations, was unwilling to seriously engage at more than one table at a time. The Midwest table was the table where the most serious bargaining was taking place. It became apparent that our initial goal of reaching agreements everywhere at once was going to be as, if not more, challenging than we initially discussed. Faced with that reality, we stepped up the communication and District 4 maintained close communication with all Districts as it pushed to an agreement. District 4 honored the common issues which were adopted and maintained open communication on the coordinated issues. The District 4 bargaining team reached a tentative agreement with AT&T Midwest on July 15 and we intend to keep pushing until all units have successfully completed agreements.
The District 4/ATT Agreement made economic gains
With the collapse of the stock market and unemployment in double digits, the District 4 CWA agreement with ATT is a proud accomplishment. The agreement improves the standard of living for CWA members at a difficult time while responding to the company's demands to shift health care spending.
The full power of the membership helped expand the economic settlement that District 4 achieved. The overall economic framework is better because we operated with a coordinated plan. A comparison with other contracts negotiated at the same time shows that the settlement is among the top settlements in the country.
The wage settlement of 9 percent over the contract term, plus Health Care Reimbursement Accounts, will keep members ahead of inflation and will result in increased purchasing power for members and families. The tentative settlement also includes new job transfer opportunities and other employment security gains, safeguards retiree health care and expands earnings and job opportunities for some sales workers and prem techs.
Related Documents
District 4 Wage and Health Care Cost Detail (PDF, 44kb)Here's the math behind the wage increases and health care costs negotiated by District 4 with ATT.
District 4 Wage Gains, Inflation and Health Care (PDF, 13kb)The overall wage increase negotiated by District 4 compared with inflation and health care costs. This comparison shows a real wage gain for District 4 members in their standard of living.
Overview of 2009 Union Wage Settlements (PDF, 21kb)How wage increases negotiated in District 4 ATT bargaining compare with other recently negotiated contracts.
CWA leaders developed a joint strategy to bargain with ATT in 2009, and this strategy has led, so far, to the District 4/ATT agreement. All parts of the union helped push the boundaries of this bargaining, which led to this tentative agreement. Now, we're continuing to work together for other successful agreements at all bargaining tables.
CWA Worked hard—well in advance of bargaining and over many months—to have a national table for AT&T negotiations, but AT&T placed numerous conditions that would have restricted our ability to successfully negotiate nationally. Once it was clear that AT&T was rejecting CWA's position on national bargaining, we developed and pursued a strategy of resolving our common and coordinated issues. That is why we put together the strategy for coordination and communication, with tables addressing the common and coordinated issues.
Common issues
CWA Vice Presidents and Bargaining Chairs met to discuss CWA Bargaining Strategy and common issues for two days in Washington DC. These conversations led us to a fuller understanding of the many regional variations of our contracts and defined our ability to pursue a common, coordinated agenda. We did this recognizing the differences in each regional contract. We established coordination mechanisms and communication among the bargaining tables as part of this strategy. The officers also discussed the goal of reaching agreements at the same time.
However, without a National Table, they recognized that achieving that goal might not be practical or likely. As a result they concurred that each unit, if necessary, could reach their own agreement independent from others if they believed it was in the best interest of their members. Districts were fully authorized -- by the full group of Vice Presidents and the President and Executive Vice President -- to reach a tentative agreement on an individual basis with the President's approval.
The plan established a framework for coordinated issues and strategic watch issues. Many of the most important issues – employment security, prem tech, leverage titles, even health care – were placed on the "watch" list because of the many variations and differences in contract rovisions among districts, and the many different potential acceptable solutions. Several of the most contentious issues during this round of bargaining were exactly these issues. Each of the bargaining teams kept the other teams informed about its direction and strategy on these coordinated issues, but was free to pursue its own agreement, one that would serve its members best.
The issues identified as coordinated were dealt with together with the teams working collectively on the proposals. The issues included a National Transfer Plan, the President's Council, a letter on evolving technologies, card check, movement of work, and wages.
Communication took place through regular conference calls led by Executive Vice President Annie Hill and the Vice Presidents who lead each unit and regular calls between the Bargaining Chairs at each table. As bargaining continued especially after expiration, it became apparent that AT&T, even with consistent urgings and mobilizations, was unwilling to seriously engage at more than one table at a time. The Midwest table was the table where the most serious bargaining was taking place. It became apparent that our initial goal of reaching agreements everywhere at once was going to be as, if not more, challenging than we initially discussed. Faced with that reality, we stepped up the communication and District 4 maintained close communication with all Districts as it pushed to an agreement. District 4 honored the common issues which were adopted and maintained open communication on the coordinated issues. The District 4 bargaining team reached a tentative agreement with AT&T Midwest on July 15 and we intend to keep pushing until all units have successfully completed agreements.
The District 4/ATT Agreement made economic gains
With the collapse of the stock market and unemployment in double digits, the District 4 CWA agreement with ATT is a proud accomplishment. The agreement improves the standard of living for CWA members at a difficult time while responding to the company's demands to shift health care spending.
The full power of the membership helped expand the economic settlement that District 4 achieved. The overall economic framework is better because we operated with a coordinated plan. A comparison with other contracts negotiated at the same time shows that the settlement is among the top settlements in the country.
The wage settlement of 9 percent over the contract term, plus Health Care Reimbursement Accounts, will keep members ahead of inflation and will result in increased purchasing power for members and families. The tentative settlement also includes new job transfer opportunities and other employment security gains, safeguards retiree health care and expands earnings and job opportunities for some sales workers and prem techs.
Friday, July 17, 2009
Contract Meeting South Bend
The following dates & times will serve as
AT&T Contract Explanation Meetings for Out-State Indiana:
Tuesday, July 21st 11:00 am & 6:00pm
Mary Crest Building
South Bend
TS/mg/opeiu#1/afl-cio
AT&T Contract Explanation Meetings for Out-State Indiana:
Tuesday, July 21st 11:00 am & 6:00pm
Mary Crest Building
South Bend
TS/mg/opeiu#1/afl-cio
Wednesday, July 15, 2009
We have reached a tentative agreement on a new three year contract between CWA and AT&T Midwest.
We are pleased to announce that we have reached a tentative agreement on a new three year contract between CWA and AT&T Midwest. In these tough economic times, in the most economically depressed part of the country, we have reached an agreement that achieves our key goals:
1) Maintained and improved our Standard of Living2) Protected Retirees3) Enhanced employment security
There are changes in our health care that will result in increased out of pocket costs. However, when wages and the new company-funded tax-free Healthcare Reimbursement Accounts (HRAs) are factored in, CWA members--from the highest paid to the lowest--are better off, on average, every year of this contract by thousands of dollars a year.
This was a very difficult set of negotiations and we are pleased to have reached such a positive conclusion. There will be a contract explanation meeting for Local officers this Friday, July 17th, who will then hold local explanation meetings over the next few weeks. A detailed summary will also be mailed to every member along with their ratification ballot early next week. This is a tentative agreement until ratified by majority vote of members voting in a secret ballot election. Those ballots must be received back by August 6th and will be counted on August 7th. Our elected Bargaining Committee unanimously recommends ratification of this agreement.
Meanwhile, here are some of the highlights on the key issues of the new tentative agreement.
Wages - 3% Retroactive to 4/5/09, 3% April 2010, 2.75% (plus COLA) April 2011.
Prem Techs - $3.25/hour every step, retroactive to April 5th, instead of percentage wage increase. Will get in third year COLA if applicable.
Health Care Maintained Current Plan Rules and Contractual Rights Monthly Premium - $35 single/$75 familyPreventative - no deductible, no coinsuranceDeductible - $350/$700Co-insurance - 10%/40% (Out of Network) Out of Pocket Maximum - $1,000/$3,000 $3,000/$6,000 (OON)No Co-paysIndividual Basis for deductibles and OOP
Current employees that retire will have multiple options available to them.
Prescription Coverage Copays - 10/20/40 twice co-pay for 3 month supply mail orderCopays non-network - 75%Separate OOP max $900/$1,800Individual Basis for OOP
Dental - Same as today.
Vision - Same as today with one exception unique to Midwest.
Life Insurance Frozen at 12/31/09 wage level for current employees/New Hires - $15,000Create New Tax-Free Health Reimbursement Accounts (HRA)Active Employees will get: $450/$900 Year 1 (also SSP - see below) $300/$600 Year 2 " 0/0 Year 3 "
In Years 1 & 2, stock appreciation portion of SSP applies to HRA. In Year 3, both dividend portion and appreciation apply to HRA.
HRA Future Retirees* - $850/$1700 Year 1 $150/$300 Year 2 0/0 Year 3 *HRA Funding levels will be based on healthcare enrollment status as of the 1st of the year.
Success Sharing Plan (SSP)* Two partsa) Dividend x 150b) Appreciation in stock price, year over year x 150
All SSP payments to HRAs.
Pensions2% - 2% - 2% (plus COLA using same formula as wages)Preserved lump sum option for life of contract. 2012 - Start transition to PPA rate rather than GATT to calculate lump sum 25% transitions per year. However, agreement to make whole anyone who retires prior to April 1st, 2012, if the GATT interest rate produces a higher lump sum amount.
New Hires Same medical.New Hires BCB2 cash balance pension with lump sum option.New Hires Future Retirees - ATT will pay 50% Medical.
Employment SecurityArticle 26 - Employment Security - kept Employment Security commitment language, kept job language.FAA (Force Adjustment Area) - approximate 35 mile radius to more fairly manage surplus.Up front pooling of titles in FAA - Service Tech and CSS titles. Could bump Prem Tech. All I&M can bump Prem Tech. Construction usually more senior still can bump up to 10%.Protected 2004-2009 hires under new regional employment security language.
Data Comm Moved to core (Appendix).Got their own Employment Security Commitment (Job Offer Guarantee).Obtained other Datacom employment security improvements.
Leveraged Titles 1) Provide protections to assure existing Service Reps are not forced to become "leveraged" as well as provide enhanced employment security for existing Service Reps through "pooling" of titles in a surplus.
2) Limited scope. If Management wants to expand "leverage" program to any other title, they must bargain to agreement (not impasse).
3) Service reps can try Leverage title for up to 6 months with return rights at same location.
4) Leverage funding (40%) increases with wage increases that impact base (60%).
Prem Techs1) Guaranteed weekend off a month - will be scheduled M-F for that week. Three states in MW have unlimited overtime in core.
2) Penalty payment for canceling of hours. If canceled less than 12 hours before tour, 2 hours pay. If canceled after report, 8 hours pay.
3) Gave additional duties with clear written definitions of what they can do and what core techs do.
NationalRenewed Card Check AgreementRecognition for Video Hub TechniciansPresident's Council renewedNational Transfer Plan - The Company has agreed to modify the external job posting system to provide, for employees who choose to participate, a National Transfer Plan.
Other ItemsRetroactivity to April 5th for Wages and Arbitration rights.Temps/Terms converted prior to ratification are current employees. Temps/Terms converted after ratification are new employees.
1) Maintained and improved our Standard of Living2) Protected Retirees3) Enhanced employment security
There are changes in our health care that will result in increased out of pocket costs. However, when wages and the new company-funded tax-free Healthcare Reimbursement Accounts (HRAs) are factored in, CWA members--from the highest paid to the lowest--are better off, on average, every year of this contract by thousands of dollars a year.
This was a very difficult set of negotiations and we are pleased to have reached such a positive conclusion. There will be a contract explanation meeting for Local officers this Friday, July 17th, who will then hold local explanation meetings over the next few weeks. A detailed summary will also be mailed to every member along with their ratification ballot early next week. This is a tentative agreement until ratified by majority vote of members voting in a secret ballot election. Those ballots must be received back by August 6th and will be counted on August 7th. Our elected Bargaining Committee unanimously recommends ratification of this agreement.
Meanwhile, here are some of the highlights on the key issues of the new tentative agreement.
Wages - 3% Retroactive to 4/5/09, 3% April 2010, 2.75% (plus COLA) April 2011.
Prem Techs - $3.25/hour every step, retroactive to April 5th, instead of percentage wage increase. Will get in third year COLA if applicable.
Health Care Maintained Current Plan Rules and Contractual Rights Monthly Premium - $35 single/$75 familyPreventative - no deductible, no coinsuranceDeductible - $350/$700Co-insurance - 10%/40% (Out of Network) Out of Pocket Maximum - $1,000/$3,000 $3,000/$6,000 (OON)No Co-paysIndividual Basis for deductibles and OOP
Current employees that retire will have multiple options available to them.
Prescription Coverage Copays - 10/20/40 twice co-pay for 3 month supply mail orderCopays non-network - 75%Separate OOP max $900/$1,800Individual Basis for OOP
Dental - Same as today.
Vision - Same as today with one exception unique to Midwest.
Life Insurance Frozen at 12/31/09 wage level for current employees/New Hires - $15,000Create New Tax-Free Health Reimbursement Accounts (HRA)Active Employees will get: $450/$900 Year 1 (also SSP - see below) $300/$600 Year 2 " 0/0 Year 3 "
In Years 1 & 2, stock appreciation portion of SSP applies to HRA. In Year 3, both dividend portion and appreciation apply to HRA.
HRA Future Retirees* - $850/$1700 Year 1 $150/$300 Year 2 0/0 Year 3 *HRA Funding levels will be based on healthcare enrollment status as of the 1st of the year.
Success Sharing Plan (SSP)* Two partsa) Dividend x 150b) Appreciation in stock price, year over year x 150
All SSP payments to HRAs.
Pensions2% - 2% - 2% (plus COLA using same formula as wages)Preserved lump sum option for life of contract. 2012 - Start transition to PPA rate rather than GATT to calculate lump sum 25% transitions per year. However, agreement to make whole anyone who retires prior to April 1st, 2012, if the GATT interest rate produces a higher lump sum amount.
New Hires Same medical.New Hires BCB2 cash balance pension with lump sum option.New Hires Future Retirees - ATT will pay 50% Medical.
Employment SecurityArticle 26 - Employment Security - kept Employment Security commitment language, kept job language.FAA (Force Adjustment Area) - approximate 35 mile radius to more fairly manage surplus.Up front pooling of titles in FAA - Service Tech and CSS titles. Could bump Prem Tech. All I&M can bump Prem Tech. Construction usually more senior still can bump up to 10%.Protected 2004-2009 hires under new regional employment security language.
Data Comm Moved to core (Appendix).Got their own Employment Security Commitment (Job Offer Guarantee).Obtained other Datacom employment security improvements.
Leveraged Titles 1) Provide protections to assure existing Service Reps are not forced to become "leveraged" as well as provide enhanced employment security for existing Service Reps through "pooling" of titles in a surplus.
2) Limited scope. If Management wants to expand "leverage" program to any other title, they must bargain to agreement (not impasse).
3) Service reps can try Leverage title for up to 6 months with return rights at same location.
4) Leverage funding (40%) increases with wage increases that impact base (60%).
Prem Techs1) Guaranteed weekend off a month - will be scheduled M-F for that week. Three states in MW have unlimited overtime in core.
2) Penalty payment for canceling of hours. If canceled less than 12 hours before tour, 2 hours pay. If canceled after report, 8 hours pay.
3) Gave additional duties with clear written definitions of what they can do and what core techs do.
NationalRenewed Card Check AgreementRecognition for Video Hub TechniciansPresident's Council renewedNational Transfer Plan - The Company has agreed to modify the external job posting system to provide, for employees who choose to participate, a National Transfer Plan.
Other ItemsRetroactivity to April 5th for Wages and Arbitration rights.Temps/Terms converted prior to ratification are current employees. Temps/Terms converted after ratification are new employees.
CWA’s Larry Cohen, National Labor Coordinating Committee Meet with President Obama
Leaders of the 11 member unions of the National Labor Coordinating Committeee met with President Obama yesterday to discuss the status of health care reform and the Employee Free Choice Act. This group includes the 3 million member National Education Association as well as the largest AFL-CIO and Change to Win unions. CWA President Larry Cohen attended the meeting along with leaders of the National Education Association, AFSCME, SEIU, United Steelworkers, United Food and Commercial Workers, Laborers’ International Union of North America, American Federation of Teachers, International Brotherhood of Electrical Workers, AFL-CIO and Change to Win labor coalition.
"We appreciate the opportunity to meet with President Obama to discuss some of the critical issues for working families, including Employee Free Choice and restoring the bargaining rights of the American worker, and what we need to do to achieve real health care reform," said CWA President Larry Cohen.
The meeting comes as the National Labor Coordinating Committee continues to work to find common ground among labor, in recognition of the fact that unity is essential in order to maximize collective strength. CWA members have been taking this message to state labor federations, and coordinated labor committees are continuing to seek resolutions on labor unity.
"We appreciate the opportunity to meet with President Obama to discuss some of the critical issues for working families, including Employee Free Choice and restoring the bargaining rights of the American worker, and what we need to do to achieve real health care reform," said CWA President Larry Cohen.
The meeting comes as the National Labor Coordinating Committee continues to work to find common ground among labor, in recognition of the fact that unity is essential in order to maximize collective strength. CWA members have been taking this message to state labor federations, and coordinated labor committees are continuing to seek resolutions on labor unity.
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