Masonry Magazine July 1976 Page. 12
CCE Speaks Out On Merger
The Council of Construction Employers continues its efforts to bring about a merger of CMA and CCE to the end that there may be just ONE VOICE for management in the construction industry when it comes to labor and labor-related matters.
At the CCE Board of Directors meeting, held in Washington, a full discussion of the possible merger was held. The CCE Board position was summarized by Chairman Robert E. Linck as follows:
"In recent weeks, much has been said and printed about negotiations between committees of CMA and CCE in an effort to bring about a merger of those two organizations. In the belief that chances of success of such talks would be enhanced by limiting comment and discussions to the groups directly involved, rather than attempting to negotiate through the news media, CCE has, up to now, carefully refrained from making public comment or issuing news releases on the subject.
However, published comments attributed to others have been so misleading, that CCE believes the record needs to be corrected.
Merger talks began well over a year ago at the urging of the presidents of both organizations. Neither organization was forced by its members to engage in such negotiations. CCE initiated the talks and hosted the first meeting. Both organizations have met willingly.
Committees from both groups readily agreed that the construction industry could better be served by one recognized national umbrella organization representing employers of union construction ion workers. With little difficulty, both groups agreed that such a merged association should have as its objectives the following:
1. Balanced Collective Bargaining: Seek to balance national and local labor bargaining by unifying at the national level employer labor relations policy making and the executive actions to assist in execution of such policy.
2. Coordinate Bargaining: Foster, promote the development of and provide assistance for coordination among management bargaining groups.
3. Strengthen Bargaining Position of Local Contractors: Encourage and facilitate national contractors to become part of and to support local and coordinated bargaining processes.
4. Provide Research and Information: Provide economic study and data as backup for collective bargaining. Conduct research into the economics and bargaining of the construction industry, maintain data banks and information files, develop manpower planning, procurement and training programs, and research conditions of employment, contracting and management practices that will contribute to improve productivity.
5. Conduct Government Relations: Evaluate existing and proposed legislation that impacts construction labor relations. Express industry positions on such legislation and its administration to legislative and executive bodies. Promote legislative changes and administrative actions that will improve labor management relations.
6. Encourage Customer Support of Bargaining: Educate, encourage and coordinate customer understanding and support of construction labor management relations.
7. Eleminate Restrictive Work Practices: Identify and work toward the elimination of restrictive work rules and practices.
8. Improve Productivity and Stability: Promote management, customer and labor relations activities that result in greater construction industry productivity, and that encourage more efficient and stable utilization of construction resources.
9. Provide National Labor Relations Leadership: Work with the Building and Construction Trades Department, the Puilding Trades International Unions, and others to encourage labor-management relations that balance the interests of labor, contractors, construction consumers and the public generally.
10. Resolve Jurisdictional Problems: Negotiate understandings and participate with others in organizations that settle jurisdictional disputes and that prevent jurisdictional work stoppages, consistent with efficient and economical work practices.
11. Improve Industry Communications: Formulate policies that encourage and support the objectives of the Association, and educate the industry and the public to understand and support such policies."
"What then are the issues over which the negotiations have seemingly stalemated? CCE reportedly insisted that there must be prior agreement that its president will head the staff of any merged organization. This was not and is not the case. CCE reportedly insisted that the member associations be required to appoint staff as some representatives to the Board of Directors of a merged group. This also is not the case. CCE, however, continues to defend the right of member associations to select their own representatives to such a governing board.
The real hang-ups in the negotiations fall into two general categories (1) Membership on a merged Board of Directors and voting strength, and (2) Financing. What are the positions of CMA and CCE on these two important issues?
CMA has proposed that a new Board of possibly ninety contractors be appointed, and that an annual budget of approximately $750,000 be adopted. During the first year the national associations would contribute $450,000 and have 55 votes, (divided among the national associations in proportion to the amount of dues paid by each). Current members of CMA would contribute $300,000 and have 30 votes. Certain regional bargaining groups would make no financial contributions but would have 5 votes. In subsequent years, the current members of CMA would gradually phase out both as members of the Board and as financial contributors. As they did so, the financial loss would be made up by the national associations and membership on the Board would be transferred to regional bargaining groups. Thus, in a relatively short period of time, say two or three years, the national associations (Continued on page 20)