Massachusetts Assn. of Chiefs of Police

Executive Office of Public Safety

Massachusetts Municipal Police Training Council

This document is protected by copyright and may not be copied. It may be printed or downloaded for the personal, noncommercial use of the reader.

THE CHIEF’S GUIDE TO LABOR RELATIONS

This project was funded by the

Massachusetts Municipal Police Training Council

Manual written by Attorney John M. Collins

and

The Staff of the Municipal Police Institute, Inc.

PREFACE

This manual has been produced under a contract from the Massachusetts Municipal Police Training Council to the Municipal Police Institute, Inc. MPI is the charitable, non-profit research and training affiliate of the Massachusetts Chiefs of Police Association, Inc. It is one of a series of publications aimed at providing chiefs, managers and municipal officials with a reference guide to some of the most pressing issues they face.

This manual has been written by Attorney John M. Collins and the staff of Municipal Police Institute, Inc. Jack Collins has served as General Counsel to the Chiefs Association and MPI since 1973. He and his firm have also served as Town Counsel and/or Special Labor Counsel to dozens of cities and towns over the years.

Typing and desktop publishing was done by Dawn Thompson and Cheryl Lott. The manual’s cover and the accompanying multimedia presentation were prepared by graphic artist, Michael J. Collins.

Readers are reminded that this is a resource manual. It is not intended as a substitute for consultation with municipal labor counsel.

Chief George J. DiBlasi

Executive Director

Massachusetts Chiefs of

Police Association

INTRODUCTION

Public safety unions have done a commendable job in advancing compensation and benefit levels for their members. In many cases the unions were ahead of municipal officials when it came to understanding and benefiting from the State’s collective bargaining laws. One result has been the steady erosion of management rights. Often trading away essential tools a chief needs to operate efficiently, some municipal officials failed to grasp the significance of certain “no cost” contract clauses. Unfortunately, efforts to regain such squandered rights have proven difficult and expensive.

The advent of collective bargaining has produced more changes in the administration of police departments than probably any other legislative action. Few active chiefs recall a time when unions did not play a role in virtually every personnel and organizational decision they make. Both management and labor share common goals of professionalization and rendering a high level of service to the public. One of the challenges facing chiefs, municipal managers and officials, however, is how to balance the competing needs of enhancing working conditions and delivering increased levels of service while living within perpetually tight budgets.

“Practice Pointers” throughout the manual contain commentary which chiefs may find helpful, especially when used in conjunction with advise from a municipality’s labor counsel.

The following abbreviations are used throughout the manual:

LRC	Labor Relations Commission
JLMC	Joint Labor Management Committee
SJC	Supreme Judicial Court
ALJ	Administrative Law Judge
The Law	M.G.L. c. 150E – The Collective Bargaining Law
NLRB	National Labor Relations Board
ADA	Americans With Disabilities Act
FLSA	Fair Labor Standards Act
Commission	Labor Relations Commission
FID	Firearms Identification Card
FMLA	Family Medical Leave Act
DPW	Department of Public Works
MCAD	Massachusetts Commission Against Discrimination

TABLE OF CONTENTS

EXECUTIVE SUMMARY

Managing Public Employees............................................................ i

Dealing Directly With Employees ................................................... i

Hiring and Creating a New Position ................................................ i

Workplace Rules and Practices ..................................................... ii

Changing Schedules to Avoid Overtime ......................................... ii

Benefits, Compensation and Leaves .............................................. ii

Employee Performance ................................................................ iii

Management Rights...................................................................... iii

Public Policy ................................................................................. iii

Promotions ................................................................................... iii

Appointments ............................................................................... iv

Contracting Out Bargaining Unit Work ......................................... iv

Civilian Dispatchers ...................................................................... iv

Sick and Injury Leave Rules .......................................................... v

Light Duty ..................................................................................... v

Doctor’s Certificates ..................................................................... v

Good Faith Bargaining ................................................................... v

Unilateral Changes in Working Conditions ................................. viii

Arbitrators’ Views ...................................................................... viii

The L.R.C.’s View.......................................................................... ix

Mid-Term Bargaining .................................................................... ix

Furnishing Information ................................................................ ix

Prohibited Practices ...................................................................... x

Union Rights and Responsibilities ................................................. x

Chapter 1 - MANAGING PUBLIC EMPLOYEES............................................... 1-1

§ 1 Dealing Directly With Employees.................................................................. 1-1

A. Operational and Emergency Decision-making..................................................................................... 1-3

B. Decision-making Affecting Terms and Conditions of Employment................................................. 1-4

§ 2 Hiring & Creating New Positions................................................................... 1-4

§ 3 Waivers............................................................................................................ 1-6

1) Waiver by Inaction............................................................................................................................. 1-6

2) Waiver by Contract............................................................................................................................ 1-7

§ 4 Workplace Rules and Practices...................................................................... 1-8

A. Hours......................................................................................................................................................... 1-8

B. Overtime and Paid Details....................................................................................................................... 1-9

C. Work Shifts and Schedules.................................................................................................................... 1-9

D. Job Descriptions and Work Assignments......................................................................................... 1-10

E. Promotion................................................................................................................................................ 1-11

F. Dress and Grooming Regulations........................................................................................................ 1-11

G. Residency Requirements...................................................................................................................... 1-13

H. Transfers................................................................................................................................................. 1-13