Summary Comments

Here you will find the completed work of the Work Roles and Relationships Task Group. The work was presented to the Lane Community College Board of Directors on April 8 and the joint union-management agreements were signed in the Board meeting on May 13. What follows are clarifications of the meaning and role of each of the documents in the package:

• Transition Support Memorandum of Understanding. This document describes a formal agreement between the unions, administration and management steering committee regarding the charter of a Work Relations Council that will be expected to plan and facilitate the adoption of the concepts and principles set forth in the rest of the documents.
• Labor Relations Principles. This document describes a formal agreement between the unions, administration, and the management steering committee. The agreement described in the Labor Relations Principles relates to the way the parties will interact with one another in all areas of labor relations. It is a set of guidelines governing the processes of labor relations and is derived from the broader Values and Behaviors expectations described next.
• Values and Behaviors. This document represents a synthesis of the input of all campus groups regarding a vision of a Lane Community College where interactions, both interpersonal and institutional, are based on respectful, collaborative, adult-to-adult principles of behavior. 
• Future Work Roles. This document was developed to provide a visionary description of new work roles at Lane Community College. While it is expected that the shaping of future roles will be true to the principles outlined in this description, the Values and Behaviors and Labor Relations principles documents, specific roles will vary by situation, work group and department.
• Work System Change Model. This document is true to its name – it is only a model. The model was developed as a tool to help visualize and plan for the process of change from their current situations toward their ideal organizational structure
• Decision-making Change Model. This document is also included as a tool to help work groups assess and plan for change. It is based on the premise that a change in work system is, in many respects, a change in the structure of accountability for the making and executing of decisions