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The global financial crisis beginning in 2008 resulted in a ballooning public debt and government efforts to constrain public expenditures. Responses to the financial crisis and its impact on human services in Ontario demonstrate the complex interactions across key actors -- employers, government, unions, and family advocates. The case explores the role of end-users, including families and people with developmental disabilities, as actors in the industrial relations system. At the strategic level, end-users have precipitated significant public policy changes, including the closure of large, state-run institutions. End-users have displaced agency managers as employers at the organizational level. Finally, the case shows how end-users have changed the nature of the work process itself, shifting direct support from custodial care to a model of individual and community development.
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Based on focus group interviews of front line staff, this study explored the lived experiences of workers in the developmental services sector in Ontario. The workers were employed at non-profit organizations and provided a range of community and social services to people with developmental disabilities. The impact of government austerity exacerbated chronic problems facing workers in the sector. Common themes in the work experiences included an intensification of workloads, the degradation of services with the return of custodial care, more complex labour relations, and unique forms of solidarity that extended beyond traditional union models. The study demonstrates how workers strive to overcome the barriers to street-level advocacy.
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Building More Effective Labour-Management Relationships combines valuable insights into new approaches to relationship-building and collective bargaining with unique knowledge and concrete lessons garnered from some of the foremost industrial relations practitioners in Canada. Contributors include Warren "Smokey" Thomas (president, OPSEU), Buzz Hargrove (former president, CAW), Warren Edmondson (former ADM Labour, Government of Canada, and chair of the CLRB), George Smith (former VP at CP Rail and CBC/Radio Canada), David Logan, (ADM, Government of Ontario) Glenda Fisk (Queen's University), Richard Chaykowski (Queen's University), Robert Hickey (Queen's University). -- Publisher's description. Contents: Fostering Innovation and Cooperation in Employee Relations in the Ontario Public Service / Warren "Smokey" Thomas -- An Introduction and Context Advancing Labour-Management Relationships and Cooperation / David Logan -- Systemic Pressures on Ontario Public Sector Industrial Relations / Richard P. Chaykowski, Robert S. Hickey -- Experiences in Collective Bargaining and the Labour-Management Relationship Remaking the Union-Management Relationship between the CBC and Canadian Media Guild: "We used to walk ... Now we talk" / Richard P. Chaykowski -- Reflections on Creating More Effective Labour Relations / George C.B. Smith Dan Oldfield -- Interest-Based, Cooperative Approaches to Negotiations and Labour Relations: What Works and What Does Not / Buzz Hargrove.
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The provincial broader public sector (BPS) in Ontario com- prises the full range of government services and Crown corporations, as well as health care and education. The BPS is vital to the Ontario economy as well as to the citizens who use its services; it accounts for about half of the province's gross domestic product. Each of its com- ponent parts depends on direct government funding or government transfers, or is at least regulated by the government. The 2008 global financial crisis and its impact on the management of Ontario's public services has brought industrial relations practices and outcomes in the BPS into sharp focus. In 2011, the Ontario government established the Commission on the Reform of Ontario's Public Services, chaired by Don Drummond (the Drummond Commission),' with a view to enhancing the efficiency of BPS services.
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[Excerpt] In this chapter we seek to answer the following questions: Why has it been so difficult for unions to turn the organizing efforts and initiatives of the last six years into any significant gains in union density? Why have a small number of unions been able to make major gains through organizing? And most importantly, which organizing strategies will be most effective in reversing the tide of the labor movement's organizing decline? What our findings will show is that while the political, legal, and economic climate for organizing continues to deteriorate, and private sector employers continue to mount aggressive opposition to organizing efforts, some unions are winning. Our findings also show that the unions that are most successful at organizing run fundamentally different campaigns, in both quality and intensity, than those that are less successful, and that those differences hold true across a wide range of organizing environments, company characteristics, bargaining unit demographics, and employer campaign variables.
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Employing data from interviews with education sector stakeholders, this study assess the degree to whcih the more centralized bargaining structure that existed during teacher negotiations in 2005 and 2008 addressed and balanced stakeholders' interests. --Editors' introduction
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