NMB STRATEGIC PLAN
 
2000 - 2005



A. MISSION STATEMENT

The National Mediation Board (NMB), established by the 1934 amendments to the Railway Labor Act of 1926, is an independent agency that performs a central role in facilitating harmonious labor-management relations within two of the nation's key transportation modes--the railroads and airlines. Pursuant to the Railway Labor Act, NMB programs have provided an integrated dispute resolution process that effectively has met the statutory objective of minimizing work stoppages in the airline and railroad industries. The NMB's integrated processes specifically are designed to promote three statutory goals:

  1. The prompt and orderly resolution of disputes arising out of the negotiation of new or revised collective bargaining agreements;

  2. The effectuation of employee rights of self-organization where a representation dispute exists; and

  3. The prompt and orderly resolution of disputes over the interpretation or application of existing agreements.

B. GENERAL GOALS

  1. NMB mediation and alternative dispute resolution services will foster the prompt and peaceful resolution of collective bargaining disputes in the airline and railroad industries.

  2. NMB representation and legal services will foster prompt investigation of representation disputes among rail and air employees and definitive resolution of the employees' representation status for collective bargaining purposes.

  3. The NMB will promote the prompt and orderly resolution of grievance disputes in the railroad and airline industries.

C. STRATEGIC PLAN LINKAGE TO ANNUAL PERFORMANCE PLANS

The strategic plan sets out general goals and strategic objectives and the strategies for achieving them over a five year period. These strategies are incorporated in successive annual performance plans as performance goals. The agency's success in meeting its annual performance goals is measured by annual performance targets. Performance targets are objectives, measurable criteria. Meeting annual performance goals and targets ties directly to achieving the general goals and strategic objectives in the strategic plan. Successive annual performance plans also contain management strategies which are designed to help the agency meet its annual performance goals, general goals and strategic objectives.

D. MEDIATION

GENERAL GOAL: NMB mediation and alternative dispute resolution services will foster the prompt and peaceful resolution of collective bargaining disputes in the airline and railroad industries.

1. STRATEGIC OBJECTIVE

Facilitate improvements in the relationships between labor and management through programs enhancing constructive approaches to collective bargaining and the mediation process, by employing traditional mediation approaches as well as innovative techniques such as interest- based problem solving, pre-mediation facilitation, post-agreement facilitation, issue convening, facilitated joint task forces, and other evolving processes.

a. Strategies for Achieving Objective

1. Encourage and promote voluntary agreements by the parties without interruptions to interstate commerce.
 
2. Develop comprehensive curricula on contract negotiation and grievance resolution skills with a focus on traditional mediation and interest-based problem solving.
 
3. Use the Board staff to ensure timely and accessible delivery of 2. above.
 
4. Identify and train sufficient numbers of Board staff to deliver the curricula in 2. above.
 
5. Establish a joint NMB/private sector institute to deliver education programs, study dispute revolution under the Railway Labor Act and offer skills development modules to Board staff and the parties.
 
6. Offer parties training, needs assessment support, facilitation and initial process support, i.e., interest-based bargaining, grievance mediation and facilitation.
 
7. Promote labor-industry dialogues on issues of industry concern.

b. External Factors

1. Adequate budget and staffing levels
 
2. Relatively stable demand for Board services
 
3. Able to contract with private and public sector providers and use agency seed money and charge user fees
 
4. Effective negotiator behaviors are known and transferable through relatively short training and education programs
 
5. Parties desire prompt settlements that do not involve interruptions to interstate commerce and are willing to consider and evaluate new methods of dispute resolution

c. Performance Indicators

1. Customer satisfaction
 
2. Benchmarks for course development and delivery
 
3. Training sessions conducted
 
4. Staff trainers developed
 
5. Impact on case loads and length of time needed for case closure
 
6. Public/private training institute established and developed

2. STRATEGIC OBJECTIVE

Deliver timely NMB mediation services by promptly docketing cases, assigning mediators and scheduling meetings; deliver effective NMB mediation services by reducing the length of time and number of meetings needed to bring mediation cases to successful closure.

a. Strategies for Achieving Objective

1. Provide the parties with more available mediation time by using the Case Management System to improve utilization of existing staff, by relying on IT to reduce the time spent by mediators on administrative tasks, and by expanding the mediation staff.
 
2. Use Case Management System and other IT software to reduce time required for staff to perform routine mediation support tasks, including docketing, mediator assignment and case scheduling.
 
3. Use team mediation involving fellow mediators, senior staff and Board Members to increase the intensity of mediation, broaden the technical support provided by the NMB, and increase the range of dates available for mediation meetings.

b. External Factors

1. Adequate staffing levels and budget
 
2. Willingness and ability of parties to accept "new" concepts
 
3. No unpredicted increase in mediation case loads.
 
4. Sufficient time for training and program development
 
5. Continuation, if not the increase, of agency resources available to support the technology

c. Performance Indicators

1. Descriptions of case administrative processing activities and work load measures
 
2. Time required to respond to applications for service
 
3. Time required to assign a mediator
 
4. Time required for the mediator to make initial contact with parties
 
5. Time required for scheduling initial conference with parties
 
6. Time required for scheduling subsequent conference
 
7. Number of mediation days required for case closure
 
8. Length of time from case opening to case closure
 
9. Number of cases closed

3. STRATEGIC OBJECTIVE

Improving the quality of the NMB's mediation, representation and arbitration services by institutionalizing the changes made in the agency's managerial and operating structure, by enhancing the skills of existing employees and adding employees with diverse and specialized problem-solving skills to the work force.

a. Strategies for Achieving Objective

1. Identify, develop and recruit, as needed, candidates to replace periodic turnover in mediator corps, professional staff, support staff and senior management team in order to assure an adequate supply of high quality NMB services.
 
2. Use innovative compensation, benefit, education and development programs in order to retain high quality mediators and staff.
 
3. Adjust, as needed, annual individual performance plans to assure that individual plans support priorities in the NMB's successive annual performance plans . Also adjust individual development plans to assure that employees retain and/or acquire adequate skills to meet the goals of the agency's successive performance plans.
 
4. Enhance performance management and human resources development skills of managers and supervisors to accomplish a.-c. above.
 
5. Consolidate the improvements made in the Board's information technology resources to better support mediation staff and enhance customer service, with particular emphasis on expanding, through training and user groups, the ability of professionals and staff to fully use IT resources.
 
6. Expand Internet presence and electronic research capacity to support mediator staff and enhance customer and public service generally.

b. External Factors

1. Adequate staffing levels and budget
 
2. Parties willingness to accept "new" concepts
 
3. Maintain a reasonable balance concerning the sometimes conflict between "prompt" and "peaceful" resolution of disputes
 
4. Sometimes conflict between "prompt" and "peaceful" resolution of disputes does not carryover to case processing or administration, which is within the NMB's control
 
5. Stability of case intake

c. Performance Indicators

1. Internal and external customer service standards
 
2. Customer feedback and customer surveys
 
3. Annual review and adjustment of individual development and performance plans

4. STRATEGIC OBJECTIVE

Establish, and make readily available to the public, a comprehensive library of relevant contractual provisions associated with the key collective bargaining issues presented in the airline and railroad industries.

a. Strategies for Achieving Objective

1. Upgrade NMB collective bargaining agreement files.
 
2. Establish an electronic collective bargaining agreement file of key contract provisions.
 
3. Provide mediation and other staff with electronic research capability.
 
4. Establish and expand Internet presence

b. External Factors

1. Adequate budget and staffing levels
 
2. Parties will provide copies of their collective bargaining agreements

c. Performance Indicators

1. Number of collective bargaining agreements received
 
2. Customer satisfaction and staff feedback
 
3. Establishment of electronic airline agreements file
 
4. Establishment of electronic railroad agreements file
 
5. Customer use of agency home page to obtain relevant forms, documents and information
 
6. Customer use of agency home page to obtain information about the operation of the Railway Labor Act and functions of the Board
 

E. REPRESENTATION

GENERAL GOAL: Upon the request of employees of an airline or railroad, the NMB will promptly investigate representation disputes and definitively resolve the employees' representation status for collective bargaining purposes.

1. STRATEGIC OBJECTIVE

Representation applications filed with the NMB will be responded to expeditiously in writing.

a. Strategies for Achieving Objective

1. Route applications promptly (by mail or delivery) to Representation and Legal Department.
 
2. Assign cases promptly to Representation and Legal Department to Hearing Officer for response determination.
 
3. Train processing staff effectively to implement Hearing Officer's determination for case processing and response.
 
4. Approve responses promptly.

b. External Factors

1. Adequate budget and staffing levels

c. Performance Indicators

1. Quantitative standard for the number of business days required to issue responses to representation applications

2. STRATEGIC OBJECTIVE

NMB Hearing Officers will be assigned to commence agency investigations of representation applications promptly after receipt of the application.

a. Strategies for Achieving Objective

1. Develop and maintain effective data on availability of Hearing Officers.
 
2. Expedite authorization of case assignments.
 
3. Train processing staff effectively to implement case assignment determinations and complete assignment documentation.

b. External Factors

1. Adequate budget and staffing levels

c. Performance Indicators

1. Quantitative standard for the number of business days required to a Hearing Officer to investigate a case.

3. STRATEGIC OBJECTIVE

Representation cases not requiring Board-level action will be resolved within a prompt, definite time period following docketing of the case; unless a pre-docketing investigation is necessary.

a. Strategies for Achieving Objective

1. Commence case handling expeditiously following assignment.
 
2. Expedited authorization of election or determination to dismiss case.
 
3. Issue prompt and well-reasoned eligibility and other rulings as provided by the Representation Manual.
 
4. Coordinate and optimize case processing measures performed by all employees assigned to the case, and facilitate administrative and professional support for case investigations and election counts.
 
5. Coordinate administrative support for election mechanics and counts.
 
6. Train processing staff will be available to implement case determinations by Hearing Officers.
 
7. Expedited official confirmation of election results.

b. External Factors

1. Adequate budget and staffing levels
 
2. Information requested for NMB action will be provided timely by the participants
 
3. Election ballots will be handled on timely basis by the Postal Service

c. Performance Indicators

1. Quantitative standard for the number of calendar days required to resolve representation cases

4. STRATEGIC OBJECTIVE

In the substantial majority of representation cases requiring Board-level action, a staff recommendation will be submitted to the Board within a specific period following docketing.

a. Strategies for Achieving Objective

1. Commence case handling expeditiously following assignment.
 
2. Issue prompt eligibility and other rulings as provided for by the Representation Manual.
 
3. Provide completed appellate record expeditiously as stated in the Representation Manual.
 
4. Coordinate optimally the decision drafting and consideration processes.
 
5. Supervise effectively the investigation and decision-writing process.

b. External Factors

1. Adequate budget and staffing levels
 
2. Information requested for NMB action will be provided timely by the participants

c. Performance Indicators

1. Quantitative standard for the number of calendar days required to submit staff recommendations to the Members of the Board

F. ARBITRATION

GENERAL GOAL: The NMB will promote the prompt and orderly resolution of grievance disputes in the railroad and industries.

1. STRATEGIC OBJECTIVE

Expand the use of precedent-setting boards and other alternative dispute resolutions procedures such as expedited arbitration, grievance mediation and case issue prioritization.

a. Strategies for Achieving Objectives

1. Provide technical assistance to the parties to promote prioritizing case issues, evaluating existing boards, screening new cases filed, and identifying regions and parties involved.
 
2. Maximize efforts to introduce new alternative dispute resolution initiatives through presentations, conferences, training sessions, and models designed to facilitate effective and cost efficient processes.
 
3. Use agency home page to disseminate statistical data widely and cost-effectively.

b. External Factors

1. Adequate budget and staffing
 
2. Cooperation between the rail labor and management members of Section 3 Committee and the NMB concerning efforts to reduce grievances and their related costs
 
3. Continued acceptance and integration of NMB initiatives by the parties
 
4. Cooperation of parties in using statistical data to identify issues and reduce the number of cases
 
5. Cooperation of parties in reaching agreement to submit issues and/or cases to grievance mediation for prompt resolution

c. Performance Indicators

1. Section 3 Committee meetings held each fiscal year
 
2. Precedent-setting boards established and cases resolved
 
3. Expedited boards established and cases resolved
 
4. Grievance mediation sessions scheduled and cases resolved
 
5. Cases received/pending at the end of fiscal year

2. STRATEGIC OBJECTIVE

Encourage the mediated resolution of grievances in order to minimize the adverse effect of unresolved grievances on the collective bargaining process; promote the use of joint problem solving approaches to resolve grievances; and expand the pool of qualified neutrals used by the parties to resolve grievances.

a. Strategies for Achieving objectives

1. Utilize NMB staff resources and technology to develop and deliver services that assist parties to resolve pending grievance disputes and reduce the costs of conflict.
 
2. Ensure the development of a comprehensive and an effective grievance dispute resolution curriculum which meets or exceeds customer expectations.
 
3. Assess results to continually review and update NMB training and development programs.
 
4. Introduce more effective grievance resolution processes by using, if warranted, "A" case mediation.
 
5. Develop internal and external resources to enable the NMB to offer grievance mediation and facilitation services that are timely and accessible.
 
6. Use training, mediation and facilitation to resolve grievances and advance positive labor-management relations to foster more effective bargaining relationships during RLA Section 6 negotiations.
 
7. Develop and deliver a comprehensive training seminar for arbitrators with respect to Section 3 grievances.

b. External Factors

1. Adequate staffing levels and budget
 
2. Cooperation of parties in developing and participating in arbitrator training programs
 
3. Cooperation of parties in accepting new arbitrators who have participated in the arbitrator training program
 
4. Continued acceptance of NMB sponsored training by the parties and arbitrators
 
5. Parties desire the prompt and efficient resolution of grievances
 
6. Habits and skills learned in the processing of grievances are transferable to the contract negotiation process
 
7. These habits and skills will promote more durable and efficient settlements which, in turn, will reduce the number of grievances.

c. Performance Indicators

1. Grievance mediation training sessions held
 
2. Arbitrator training sessions held
 
3. Staff trainers developed
 
4. Number of grievances resolved through grievance mediation

G. STRATEGIC PLAN PROGRAM EVALUATION

The NMB used a variety of program evaluation approaches over the past several years to assess the effectiveness of its services, including surveys, focus groups and joint task forces drawn from the agency's customer base. During the period covered by the Strategic Plan, the agency intends to expand program evaluation by: using a formal quarterly management reporting system to monitor performance under the Strategic and applicable Annual Performance Plans; by targeting mediation, representation arbitration and training activities for customer surveys; and by reconvening focus groups comprised of knowledgeable members of the labor management community to gauge the agency's ongoing performance under applicable plans and to guide potential modifications and changes to existing plans.

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