Call Recognition, Communication Crucial at MTA; Better Relations With Employees Behind Panel Proposals

By ARI PAUL

An independent panel Jan. 16 included giving more recognition to good employees and training managers in how to better communicate with workers among its recommendations to Metropolitan Transportation Authority executives and labor leaders focusing on reforming organizational culture and improving labor/management relations.

The Chief-Leader/Adrienne Haywood-James CREATING UNDERSTANDING: Hezekiah Brown (right), the co-chair of a panel on improving labor relations, made recommendations Jan. 16 to Metropolitan Transportation Authority Executive Director Elliot G. Sander (left) and MTA labor leaders. Looking on is Transport Workers Union Local 100 President Roger Toussaint.

Panel co-chair Hezekiah Brown, a former Deputy Nassau County Executive and labor relations expert, presented the 61 proposals at the MTA's Midtown headquarters. The panel had interviewed union leaders, managers and employees for its report.

'Now Need Commitment'

"While the recommendations are on point for very much the most part, the challenge is in the implementation," said Transport Workers Union Local 100 President Roger Toussaint, who represented a delegation of labor leaders. "And implementation requires political will and commitment of resources in order to translate these recommendations from ideas into a live force."

In regard to organizational culture, the panel determined that MTA agencies should create more opportunities to recognize employee performance and "highlight and share best practices of existing employee recognition programs throughout the agencies and encourage replication." It also called for the creation of "A Day in the Life Of" program.

Mr. Toussaint said that day-to-day recognition of transit workers, especially those who do exemplary work, would increase morale.

Seek College Training

In the area of workplace development, the panel recommended that supervisors and managers undergo training in customer service and communicating with workers. It encouraged the MTA to reach out to local colleges to create programs that would train workers for "hard-to-fill positions."

The report also addressed how the MTA can retain talent.

"Evaluate ways to further reduce the pension barriers that impede the hiring, retention and movement of talent across the MTA family of agencies," it said. "Work collaboratively with unions to explore development of apprenticeship programs for skilled labor positions facing retirement impacts."

The panel called for the use of more joint labor/management committees as well.

MTA Executive Director and CEO Elliot G. Sander said that three cross-agency teams would review the recommendations and determine which ones to implement and how to do so.

"It is time for the hard part," he said. "This is the beginning."

The other people on the panel were former MTA Chairman Richard Ravitch, Robert Catell, Susan Metzger, Robert Paaswell, Patricia Smith, Sonia Toledo and Myrna Ramon.

Signs of Progress

Since two Track Workers were killed on the job in April, Local 100 and New York City Transit have worked collaboratively to review and reform track safety rules. And while Mr. Toussaint has heralded improved labor relations under the leadership of Mr. Sander and NYC Transit President Howard H. Roberts, some Local 100 officials and rank-and-file members continue to complain about excessive disciplinary actions against workers.

"We see a distinct decrease in disciplinary actions," said Judith Pierce, NYC Transit's Senior Vice President of Administration. "We're looking to further reduce those numbers."

Mr. Toussaint said that as a result of measures included in the last two Local 100 contracts, disciplines have gone down, but that there was only so much a wage pact could do in that realm.

"While there has been a decline in the overall volume, that does not necessarily translate instantly into a change in the way employees feel or perceive themselves being treated," Mr. Toussaint said. "That latter challenge has more to do with atmosphere and culture, and takes more work than provisions in our collective bargaining agreement."