Fiscal Note - SB 0393 - Revises Collective Bargaining Law For Public Employees
L.R. NO. 1551-01
BILL NO. SB 393
SUBJECT: Collective Bargaining
TYPE: Original
DATE: February 26, 1997
FISCAL SUMMARY
ESTIMATED NET EFFECT ON STATE FUNDS
FUND AFFECTED FY 1998 FY 1999 FY 2000
General Revenue* ($2,599,597) or ($3,587,504) or ($3,271,320) or
($23,549,597) ($59,862,504) ($64,615,070)
Insurance
Dedicated Fund ($80,482) ($79,799) ($81,821)
Road Fund ($75,837) ($79,262) ($81,268)
Partial Estimated
Net Effect on All
State Funds ($2,755,916) or ($3,746,565) or ($3,434,409) or
($23,705,916) ($60,021,565) ($64,778,159)
*Unknown costs related to collective bargaining agreements not included.
ESTIMATED NET EFFECT ON FEDERAL FUNDS
FUND AFFECTED FY 1998 FY 1999 FY 2000
Total Estimated
Net Effect on All
Federal Funds $0 $0 $0
ESTIMATED NET EFFECT ON LOCAL FUNDS
FUND AFFECTED FY 1998 FY 1999 FY 2000
Local Government ($24,609,700) or ($60,505,920) or ($65,690,310) or
($3,119,700) ($3,834,020) ($3,945,889)
Numbers within parentheses: ( ) indicate costs or losses
This fiscal note contains 16 pages.
FISCAL ANALYSIS
ASSUMPTION
The following agencies do not expect to be fiscally impacted: State Auditor,
Office of Lt. Governor, Attorney General, Highway & Transportation Employees'
and Highway Patrol Retirement System, State Public Defender, Office of the
Governor, House of Representatives, Senate, St. Louis Community College,
Gaming Commission, and Department of Revenue.
The Department of Insurance (INS) assumes costs related to the need for
additional FTE (i.e., Labor Relations Specialist and Clerk Typist III). The
INS would be considered a public employer as defined in section 105.200 (12);
thus, allowing its employees to organize into certified collective bargaining
units. The INS could establish as many as four collective bargaining units
(i.e., examiners, clerical, technicians and middle managers). The Labor
Relations Specialist would be responsible for the certification process for
forming bargaining units; negotiations; arbitration of impasses and
grievances; and hearings before the Public Employees Relations Board.
Clerical support would be provided by the Clerk Typist III.
The Secretary of State (SOS) assumes that it would need additional FTE (i.e.,
Labor Relations Specialist, Clerk Typist II and Attorney) as a result of this
proposal. The Labor Relations Specialist would provide expertise in
facilitating collective bargaining while the Attorney would provide legal
advice and representation for labor relations activities. The Clerk Typist
II would provide clerical support. Oversight assumes that the duties
specified for the Attorney could be handled by existing personnel.
Furthermore, it was assumed that even though the proposal exempts elected
officials from participating in collective bargaining there would be
individuals within the Office of the SOS who would be eligible for
participation and representation.
The Jackson County Executive does not anticipate a significant fiscal impact
from this proposal. The county currently is allowed to form unions plus the
county has a charter form of government. Apparently, the charter language
would prohibit paying union employees a different salary than non-union
county employees.
St. Louis City assumes that the fiscal impact would be unknown. The City
expects that personnel costs would increase as a result of collective
bargaining agreements. However, since the City currently sets the pay plans
it would not expect any new costs to be incurred or the need for additional
FTE for collective bargaining.
The Office of State Courts Administrator (CTS) assumes that it would be
doubtful if administrative costs exceeded $100,000 per year. Currently,
employees of the judicial branch are not unionized and it is not known
whether or not unionization would occur as a result of this proposal. If
unionization occurs, administrative costs would increase depending upon the
facts in any year with arbitration needs and costs varying. Additionally,
some training of administrative staff would be necessary as well as the
potential for the additional of management staff to deal with collective
bargaining Oversight assumes that if costs are less than $100,000 per year,
the costs could be absorbed.
However, the impact of collective bargaining upon payroll costs would be
unknown. as would the increase in the courts workload. Any significant
increase would require a corresponding budgetary increase.
The Department of Agriculture (AGR) assumes that it would need additional FTE
(i.e., Labor Relations Specialist and Clerk Typist II). The Labor Relations
Specialist would be responsible for advising and directing the collective
bargaining process including contract negotiations; grievance investigations;
related classification problems and pay administration; and contract
resolution training. Since this proposal contains an emergency clause, AGR
assumes that once the program is up and running there would be three
arbitration cases introduced at the first of the year and four cases each
year thereafter. Education and training for the Labor Relations Specialist
and 16 individuals in pertinent key positions would begin immediately with 88
more managers and supervisors being training in FY99 and five in FY00.
Travel costs are estimated based on an average of three trips per month for
the Specialist with two over night and an average of 200 miles per trip.
The Greene County Commission assumes that costs would be $203,200 in FY98;
$229,020 in FY99; and $232,739 in FY00. In addition to the current
bargaining unit, it was assumed that another unit would organize within the
Sheriff's Department resulting in additional arbitration, training and FTE
costs. The costs for the Labor Relations staff person were based on the
salary and benefit plan for a full time staff person covered by the county's
current compensation system. Additional personnel costs (i.e., resulting
from an agreement) would be 2% higher than the current payroll and would
include a 3% COLA. The Sheriff Department's current payroll is approximately
$3.3 million and the Highway Departments is $1.3 million. Legal costs were
estimated at approximately $50,000 per year. Arbitration costs were
estimated at approximately $80,000 per year with one-half being paid by the
union organization.
The Department of Transportation (DHT) assumes that this proposal would
result in unknown future costs related to court fees, arbitration costs and
the consequences of arbitration. For example, there are 1,391 maintenance
workers with an average monthly salary of $1,784. If, as a result of
arbitration, the classification is raised one pay grade to an average salary
of $1,927 the increased costs for one year would be $2.4 million. Pay
increases could impact the Highway, Road, Federal and General Revenue funds.
Additionally, DHT assumes that it would need additional FTE (i.e., Attorney,
Legal Support Staff, Labor Relations Specialist, and Human Resources Support
Staff) to handle grievances, negotiations and additional paperwork.
The Coordinating Board for Higher Education (CBH) assumes that the fiscal
impact would be unknown. CBH is a small agency with approximately 56
employees so it is conceivable that even if the employees unionized, labor
costs may not increase as the result of a collective bargaining agreement.
CBH did not indicate the need for any additional staff to deal with
collective bargaining negotiations.
The Department of Elementary & Secondary Education (DES) assumes it would
need two FTE (i.e., Director and Senior Secretary) as it does not have any
labor relations staff. The additional FTE would be needed to handle the
negotiations, grievances, arbitration and representation for 2,000 employees
including, 38 State Schools for the Severely Handicapped, the School for the
Blind in St. Louis, School for the Deaf in Fulton, and 33 district offices
for Vocational Rehabilitation and Disability Determination statewide.
DES further assumes that 150 school districts would need to hire
consultants/lawyers with expertise in union negotiations. An average cost of
$20,000 was estimated, resulting in costs of $3.0 million. DES assumes that
the cost would be split between the parties involved. The language of the
proposal does not support this assumption; therefore, Oversight has shown the
total $3.0 million as a costs to the local school districts. DES estimated
arbitration costs at $10,000 for 100 districts or $1.0 million. This cost
would be split between the parties involved in arbitration. A 3%
inflationary factor was assumed instead of 4.5% as indicated by DES.
The Department of Social Services (DOS), Personnel and Labor Relations
Section estimated costs for additional FTE (i.e., four Personnel Officers I's
and four Clerk Typist II's). DOS assumes that the Personnel Officers would
be located in Kansas City, Springfield, St. Louis City and St. Louis County
with clerical support being provided by the Clerk Typist II's. The Personnel
Officers would provide technical support to outstate DOS offices in the areas
of labor negotiations, contract administration and interpretation, and
grievance administration. Additionally, DOS would need to provide training
to 1,000 managers and supervisors at facilities statewide at a cost of $200
per manager for the first year and $100 per manager the second and third
year. Training estimates were based on discussions with the Office of
Administration and a survey of training providers.
Divisions (i.e., Fire Safety, Highway Safety, Liquor Control and Highway
Patrol) within the Department of Public Safety assume that they would not be
impacted by this proposal. The Division of Water Patrol assumes that it
would need one Water Patrol Sergeant and a half time Clerk Typist II.
Oversight assumes two FTE (i.e., Labor Relations Specialist and Clerk Typist
II) and corresponding expense and equipment for the entire department.
The Department of Health (DOH) estimates costs based on the need for a Labor
Relations Specialist and Clerk Typist II. These individuals would be
necessary for contract negotiations, implementation, monitoring, grievance
and arbitration. Additionally, approximately 200 managers and supervisors
would need training with 50 new managers requiring the training annually.
The average cost for training would be $100 per person.
The Department of Natural Resources (DNR) assumes that without established
policies, procedures and no previous experience with collective bargaining,
it would need three FTE (i.e., Labor Relations Specialist, Personnel Officer
I, and Clerk Typist II) to handle the additional workload which would be
created as a result of this proposal. Additionally, DNR anticipates
providing training and orientation for 450 supervisory and managerial
personnel at an estimated cost of $100 per person annually. Oversight
assumes that 100 managers/supervisors would be training in FY99 and FY00
since it would only be new employees who would need the training. DNR
assumed costs would not be incurred until FY99.
The Department of Labor & Industrial Relations (DOL), State Board of
Mediation expects to need a total of 22 FTE (i.e., 1-General Counsel,
1-Research Analyst II, 1-Labor Relations Specialist, 4-Hearing Officers,
4-Investigator II's, 6-Secretaries, 4-Clerk Typist II's, and 1 Budget
Analyst) in order to implement collective bargaining for public employees.
The Research Analyst would be responsible for collecting data and conducting
studies relating to unionization trends in the public sector in Missouri as
well as making comparisons with other states. This FTE would also compile
and maintain the list of mediators and arbitrators and collect the pay and
benefit data required. The Labor Relations Specialist would assist in
establishing labor-management cooperative programs; evaluating the progress
of the programs; researching available grants and grant writing; identifying
problem areas; and developing recommendations to present to the board. The
Hearing Officers would hear disputed issues of fact in representation
proceedings, take evidence and make recommendations to the Board. This FTE
would be cross trained on the duties of the investigators. The Investigators
would perform the functions of the chairman except for chairing the Board
hearings and administrative duties. The Budget Analyst would develop the
agency budget, estimate the fiscal impact of proposed legislation, track
budgetary expenditures and reconcile appropriated and actual expenditures.
Currently, the Board has four members and a chairperson. This proposal would
create the "Public Employee Relations Board" and provide for the functions,
duties, powers and responsibilities of the State Board of Mediation to be
transferred to it. Based on an Oversight Subcommittee decision, Oversight
has allowed 12 FTE and corresponding expense and equipment.
The Labor & Industrial Relations Commission assumes that there would be per
diem costs for four board members for 130 days at $50 per day. Total costs
would be $21,667 in FY98; $26,000 in FY99; and $26,000 in FY00. These costs
were not included in the fiscal impact section per the Oversight
Subcommittee's decision.
The Office of Administration (OA) assumes that it would provide the primary
representation for the sixteen agencies (possibly excluding the CTS) under
the jurisdiction of the Governor in regards to labor relations activity.
This assumption is based on the data obtained from Iowa and Illinois. Each
agency would hand their own day-to-day contract administration and grievance
arbitration. OA assumes that in order to provide the best representation, it
would need to enhance its central labor relations staff since the Division of
Personnel would be in a position to handle all labor relations matters before
the Board for all state agencies; act as chief spokesperson concerning wages,
fringe benefits and those matters which have uniform applicability to state
employees; provide presentation during contract negotiations; represent
agencies involved in contract arbitration; coordinate training for state
supervisors and managers; and coordinate the labor relations efforts in
general for state agencies.
OA assumes that staffing would need to be completed on the effective date of
the proposal in order to fully prepare to handle the new issues and cases
which could arise. The Division of Personnel would be staffed with
professionals to serve as negotiators, case presenters, arbitration
representatives, training coordinators and budget specialists. In order to
perform these tasks, OA assumes it would need an additional 23 FTE with 9
being located in the Employee/Labor Relations Section. The classifications
needed were based on established staffing patterns in Iowa, Michigan and Ohio
where the central labor relations functions have been designated for state
coordination.
Missouri currently has one Employee Relations Manager dealing full time with
the seven unions and eleven agreements in place. These eleven agreements
affect over 22,000 employees. These agreements were not collectively
bargaining, but were the result of meet and confer requirements. Under
collective bargaining, approximately 15,000 to 20,000 additional employees
could be unionized. Therefore, it was assumed that six new labor relations
specialists and three support staff would be working full time with the union
representatives and management. The staff attorney and one support staff
would be advising on legal matters including, presenting cases before the
Boards, contract arbitration and the courts. The attorney would work for the
General Counsel and would be doing background work on a year round basis.
The budget analyst, two personnel analysts and one support staff would be
preparing cost proposals while the other personnel analysts and one support
staff would be following up on requests. The six training technicians would
train the department trainers and employees. After three years, only three
training technicians would be required. Based on an Oversight Subcommittee
decision, OA's request was reduced to 9 FTE (i.e., 4 Labor Relations
Specialists, 3 Staff Attorneys, 1 Paralegal Assistant, and 1 Clerk
Stenographer III).
Per a request from the Oversight Subcommittee in response to a similar
proposal, OA prepared a response which estimated the fiscal impact collective
bargaining would have on local units of government and the effect that
binding arbitration would have on state and local personnel cost. In 1985 and
1986, OA requested information from political subdivisions on the effect of
collective bargaining with final and binding arbitration. For purposes of
this fiscal note, the same information has been used without any inflationary
factor being included.
There are 3,100 governmental units in Missouri as identified by the U.S.
Census Bureau. Not all of these units of government would experience the
same level of activity during the first year. OA based its assumptions on
information obtained from Iowa (1975-1980) and Illinois (1983-1988). Based
on this information, it was estimated that there would be over 450
governmental units with over 1,200 labor contracts to be negotiated in
Missouri. It was estimated that 1,330 cases of one kind or another would be
processed, ranging from unit hearings to contract negotiations to unfair
practice complaints. Administrative, legal and bargaining costs would
average $10,000 for each of these actions. The $13,300,000 costs incurred
could be borne by the State.
Assuming that each bargaining unit would have three grievance arbitration
cases per year at an average cost of $10,000, the total cost would be
$36,000,000. The average cost of arbitration cases range from $3,000 to
$20,000.
It can also be expected that all the governmental bodies that had a labor
union would seek and/or participate in training programs for their elected
officials, managers and supervisors. OA estimated an average of $2,000 would
be spent by each governmental unit during the first year for training
purposes. There would be on-going training cost of $500 per year for each
governmental unit that has a collective bargaining agreement.
Governmental units would also either hire staff or employ consultants or
counsel to advise them on a continuing basis. OA identified costs of $3,000
to $50,000 with a $15,000 average annual cost for the staff and/or
consulting, and further assumed that on average, one person would be employed
in 250 of the largest units as permanent full-time employees; even though,
this would increase overtime.
1,330 cases x $10,000 = $13,300,000 each contract year
$2,000 (training cost) x 450 governmental units = $900,000 first year
$500 (training cost) x 450 governmental units = $225,000 each year after
first year
$15,000 (salary) x 450 governmental units = $6,750,000 each year
The cost of collective bargaining would be $20,950,000 the first year and
would be $20,275,000 each year after, plus inflation. Additionally, with
binding grievance arbitration, starting the second year and each year after,
there would be additional costs of $36,000,000 to local governments.
State governments and large city governments that have collective bargaining
that end with binding arbitration and/or the right to strike, as a rule,
settle their agreements, 1% to 1.1% higher than would be settled in
non-collective bargaining states like Missouri. For purposes of this fiscal
note, the costs has been shown as unknown.
For purposes of this fiscal note, Oversight adjusted the agency responses
received to reflect the decision of the Oversight Subcommittee on a similar
proposal. The agency's which responded were allowed two FTE (i.e., Labor
Relations Specialist and Clerk Typist II) except for the OA and the DOL which
were allowed nine and twelve FTE, respectively. The fiscal impact related to
the non-responding agencies was not included in the fiscal impact section.
This fiscal note represents a partial fiscal estimate of the effect of
collective bargaining with binding arbitration on the state of Missouri.
FISCAL IMPACT - State Government FY 1998 FY 1999 FY 2000
(10 Mo.)
GENERAL REVENUE
Costs-Secretary of State (SOS)
Personal Service (2 FTE) ($41,373) ($50,909) ($52,182)
Fringe Benefits ($11,804) ($14,524) ($14,888)
Expense and Equipment ($11,415) ($618) ($636)
Total Costs-SOS ($64,592) ($66,051) ($67,706)
FISCAL IMPACT - State Government FY 1998 FY 1999 FY 2000
(continued) (10 Mo.)
Costs-All State Agencies
Increased Personnel Costs Resulting
from Collective Bargaining Agreement (Unknown) (Unknown) (Unknown)
Costs-Department of Agriculture (AGR)
Personal Service (2 FTE) ($40,519) ($49,858) ($51,104)
Fringe Benefits ($11,560) ($14,224) ($14,580)
Expense and Equipment ($18,134) ($19,490) ($3,516)
Total Costs-AGR ($70,213) ($83,572) ($69,200)
Costs-Department of Elementary &
Secondary Education (DES)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($14,944) ($5,706) ($5,878)
Total Costs-DES ($75,509) ($80,230) ($82,265)
Costs-Department of Social Services (DOS)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($45,180)($120,613)($124,232)
Total Costs-DOS ($105,745)($195,137)($200,619)
Costs-Department of Public Safety (DPS
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($45,180)($120,613)($124,232)
Total Costs-DPS ($105,745)($195,137)($200,619)
Costs-Department of Health (DOH)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($86,208) ($34,682) ($35,723)
Total Costs-DOH ($146,773)($109,206)($112,110)
Costs-Department of Natural Resources (DNR)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($59,657) ($16,126) ($16,310)
Total Costs-DNR ($120,222) ($90,650) ($92,697)
Costs-Department of Labor &
Industrial Relations (DOL)
Personal Service (12 FTE) ($168,625)($345,684)($354,326)
Fringe Benefits ($48,109) ($98,624)($101,089)
Expense and Equipment ($124,020)($145,189)($149,545)
Total Costs-DOL ($340,754)($589,497)($604,960)
Costs-Office of Administration (OA)
Personal Service (9 FTE) ($232,381)($285,943)($293,091)
Fringe Benefits ($66,298) ($81,580) ($83,619)
Expense and Equipment ($181,711)($139,808)($117,502)
Total Costs-OA ($480,390)($507,331)($494,212)
Costs
Reimbursement to Local Governments $0 $0 $0
or or or
($20,950,000)($56,275,000)($61,343,750)
Cost-State Public Colleges/Universities
Personal Service (20 FTE) ($ 279,585)($ 573,149)($ 587,478)
Fringe Benefits (89,944) (176,186) (180,591)
Equipment and Expense (60,125) (124,458) (128,192)
Arbitration Costs (100,000) (100,000) (50,000)
Consultation/Training Costs (20,000) (20,000) 0
Initial Contact Negotiations
(4-year institutions) 0 (280,000) 0
Reimbursement to 12 Community
Colleges (540,000) (396,900) (400,671)
Total Costs ($1,089,654)($1,670,693) ($1,346,932)
* State Public Colleges/Universities figures are from a 1992 response on
collective bargaining.
PARTIAL ESTIMATED NET EFFECT($2,599,597) ($3,587,504)($3,271,320)
ON GENERAL REVENUE FUND* or or or
($23,549,597) ($59,862,504)($64,615,070)
*Unknown costs related to collective bargaining agreements not included in
total.
INSURANCE DEDICATED FUND
Costs-Department of Insurance (INS)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($19,917) ($5,275) ($5,434)
Total Costs-INS ($80,482) ($79,799) ($81,821)
ESTIMATED NET EFFECT ON
INSURANCE DEDICATED FUND ($80,482) ($79,799) ($81,821)
ROAD FUND
Costs-Department of Transportation (DHT)
Personal Service (2 FTE) ($47,121) ($57,982) ($59,431)
Fringe Benefits ($13,444) ($16,542) ($16,956)
Expense and Equipment ($15,272) ($4,738) ($4,881)
Total Costs-DHT ($75,837) ($79,262) ($81,268)
ESTIMATED NET EFFECT
ON ROAD FUND ($75,837) ($79,262) ($81,268)
FISCAL IMPACT - Local GovernmentFY 1998 FY 1999 FY 2000
(10 Mo.)
LOCAL
Income-Local Governments
Reimbursement from General $0 $0 $0
Revenue Fund or or or
$20,950,000 $56,275,000$61,343,750
Income-Community Colleges
Reimbursement from General $ 0 $ 0 $ 0
Revenue or or or
$ 540,000 $ 396,900 $ 400,671
Costs-Local Government
Collective Bargaining &
Binding Arbitration ($20,950,000) ($56,275,000)($61,343,750)
Costs-City of St. Louis
Increased Personnel Costs
Resulting from Collective
Bargaining Agreement (Unknown) (Unknown) (Unknown)
Costs-Greene County Road
and Bridge Fund
Increased Personnel Costs,
Arbitration, Legal Expenses ($81,600) ($93,395) ($94,621)
Costs-Greene County
General Revenue Fund
Increased Personnel Costs,
Arbitration, Legal Expenses ($122,600)($135,625)($138,118)
Costs-School Districts
Consultants/Lawyers ($2,499,000) ($3,090,000)($3,182,700)
Arbitration Costs ($416,500)($515,000)($530,450)
Cost-Community Colleges
Personal Service (12 FTE), Fringe
Benefits, Equipment and Expense ($300,000) ($396,900)
($400,671)
Initial Contract Negotiations ($240,000) $0
$0
Total Costs-Community Colleges($540,000)($396,900)($400,671)
ESTIMATED NET EFFECT ($24,609,700) ($60,505,920)
($65,690,310)
ON LOCAL or or or
($3,119,700) ($3,834,020)
($3,945,889)
DESCRIPTION
The proposal would revise the collective bargaining law for public employees.
The primary component of the proposal would include the following items.
-"Public employer" would be defined and certain public employees would be
exempted from the provisions of this proposal.
-The "Public Employee Relations Board" would be established; its
responsibilities defined; and the functions, duties, powers and
responsibilities of the State Board of Mediation transferred to it.
-The rights of public employers and public employees would be established.
-Collective bargaining agreements would be required to contain a grievance
resolution procedure and provide for final and binding arbitration.
-Prohibited practices would be established, but the expression of any views,
arguments or opinions would not constitute or be evidence of any unfair labor
practice.
-Procedures dealing with alleged violations of the provisions of this
proposal would be established, with the possibility of appeals to the Board
or judicial review.
-Grounds for modifying, reversing or setting aside any order or decision of
the Board would be established.
-This proposal would not be applicable to collective bargaining agreements in
effect prior to its effective date.
-Procedures for Board determination of an appropriate bargaining unit would
be established with the Board's decision not being subject to judicial review
and the allowance of statewide bargaining by a coalition.
-Procedures for certification and decertification of the exclusive bargaining
unit would be established.
-Negotiation and impasse procedures would be established for state and
non-state public employers and the exclusive bargaining representatives
including mediation and arbitration.
-Arbitration expenses would be shared equally by the parties involved.
-Upon approval of a negotiated agreement or arbitration decision, the public
employer would submit a request for the necessary funds for implementation
purposes and approval by the appropriate legislative body.
-A district court could review the decision of the arbitrator in an interest
or grievance award, but only for specific reasons as outlined.
-Certain communications between and among the parties outlined in the
proposal would be exempt from the provisions of sections 610.010 to 610.030,
RSMo.
-Public employees would be prohibited from striking while public employers
would be prohibited from authorizing or condoning illegal strikes; paying an
employee who participates in an illegal strike; or paying an increase in
compensation or benefits to public employees in response to an illegal
strike.
-Any employee organization and public employer could sue or be sued with the
circuit courts having jurisdiction of an exclusive bargaining representative.
- The provisions of this proposal would prevail and control In any conflict
between this proposal and any other law, executive order or administrative
regulation.
-The provisions of this proposal would be severable.
- The proposal contains an emergency clause.
This legislation is not federally mandated, would not duplicate any other
program and would not require additional capital improvements or rental
space.
SOURCES OF INFORMATION
Coordinating Board for Higher Education
Office of Administration
Office of State Courts Administrator
Department of Economic Development
Department of Elementary & Secondary Education
Department of Natural Resources
Department of Health
Department of Labor & Industrial Relations
Department of Revenue
Department of Social Services
Department of Transportation
Department of Public Safety
Department of Insurance
Department of Agriculture
House of Representatives
Senate
Attorney General
Office of the Governor
Office of the Lt. Governor
State Auditor
Secretary of State
Highway & Transportation and Highway Patrol Employees' Retirement System
State Public Defender
Jackson County Executive
City of St. Louis
Greene County Commission
NOT RESPONDING: Department of Mental Health, Department of Corrections,
Gaming Commission, Lottery Commission, Department of Conservation, State
Treasurer, Missouri Consolidated Health Care Plan, St. Louis County
Executive, University of Missouri, State Fair Community College, St. Louis
Community College, Lincoln University
This Fiscal Note is not an official copy and should not be quoted or cited.