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.