This Fiscal Note is not an official copy and should not be quoted or cited.
This Fiscal Note is not an official copy and should not be quoted or cited.
Fiscal Note - SB 0156 - Establishes good faith employee negotiations for public employment
COMMITTEE ON LEGISLATIVE RESEARCH
OVERSIGHT DIVISION
FISCAL NOTE
L.R. NO. 640-01
BILL NO. SB 156
SUBJECT: Collective Bargaining
DATE: March 1, 1999
#Revised due to Oversight Subcommittee decision on March 1, 1999.
FISCAL SUMMARY
ESTIMATED NET EFFECT ON STATE FUNDS Net Effect on All State Funds *Unknown costs related to collective bargaining agreements are not included. ESTIMATED NET EFFECT ON FEDERAL FUNDS Net Effect on All Federal Funds ESTIMATED NET EFFECT ON LOCAL FUNDS Numbers within parentheses: ( ) indicate costs or losses This fiscal note contains 15 pages. FISCAL ANALYSIS ASSUMPTION The following agencies do not expect to be fiscally impacted: House of Representatives (MHR), Office of Prosecution
Services (OPS), Tax Commission (TAX), Veterans Commission (VET), Office of the Governor (GOV), Truman
State University, Office of Lt. Governor (MLG) and the Attorney General's Office (AGO). Based on a similar proposal from the 1998 regular session the following agencies do not expect to be fiscally impacted:
Missouri Consolidated Health Care Plan (HCP), State Auditor (SAU), Lottery Commission (LOT), Gaming
Commission (GAM), State Public Defender (SPD), Secretary of the Senate (SEN) and the State Treasurer's Office
(STO). 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 a result of a collective bargaining agreement. CBH did not indicate the need for any additional staff to deal
with collective bargaining negotiations. The Secretary of State (SOS) assumes that the fiscal impact would be unknown. The SOS would be responsible for the
publication of the "Public Employee Relation Board's" regulations in the Missouri Register and the Code of State
Regulations, as well as the cost of distribution of these regulations to the various subscribers. While the proposal alone
would not require the SOS to hire additional staff, the cumulative effect of additional Register and Code publishing duties
may at some point require additional staff or equipment. Oversight assumes that additional costs generated as a result in
increased publication and distribution would be passed onto the consumer through fees and therefore could be absorbed. The Office of State Courts Administrator (CTS) assumes that it would be doubtful for administrative costs to exceed
$100,000 per year as a result of this proposal. 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 additional management staff to deal with collective
bargaining. Oversight assumes that if costs are less than $100,000 per year, the costs could be absorbed. The Department of Revenue (DOR) prepared the fiscal note estimate with the assumption that DOR would handle its own
day-to-day contract administration, grievance and arbitration proceedings. The DOR has approximately 2,060 employees.
It is believed that DOR would need ASSUMPTION (continued) one (1) Assistant Counsel to accommodate the provisions of this proposal. The attorney would advise and direct the
collective bargaining process including contract negotiations, implementation, monitoring, grievance and arbitration
proceedings. It is also expected that DOR would require the services of additional employees to provide sufficient clerical
support, implementation of departmental procedures, and to provide training to managers and supervisors. The DOR
would also incur the standard office equipment and expenses, including travel expenses, normally associated with full time
employees. Oversight assumes two FTE (i.e., Labor Relations Specialist and Clerk Typist II) and corresponding expense
and equipment. The Department of Labor & Industrial Relations (DOL), State Board of Mediation expects to need a total of 9 FTE
(i.e. 3 - Hearing Officers, 2 - Investigator II's, 1 - Clerk Stenographer III's, 2 - Clerk Typist II's, and 1 CIS II) in order to
implement collective bargaining for public employees. The Hearing Officers would hear disputed issues of fact in
representation proceedings, take evidence and make recommendations to the Board. The Investigators would conduct
investigations of alleged unfair labor practices; attempt to resolve disputes; and present findings to the board. The Clerk
Stenographer III and Clerk Typist II's will perform all clerical functions for the board. 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. Estimates for this year's fiscal note response were based on information from Illinois and Iowa. Iowa has an annual budget
of over $900,000 per year and a staff that includes six hearing officers. This year Iowa had requests for the following
services: 80 petitions for unit clarification, 43 representation petitions, 88 unfair labor practice complaints, and 570
requests for impasse services of which 37 reached the arbitration stage. Illinois has three public relations boards. The first
year for collective bargaining for the Illinois State Public Labor Relations Board was 1985. They received 177 petitions for
representation, decertification, and unit clarifications. They conducted 62 elections during the first year and received
107charges of unfair labor practices. Based on this information, DOL has decided to decrease projected costs and FTE
from the originally requested 21 positions from previous years to 9 FTE. Therefore, Oversight has reduced the FTE
request from the originally approved 12 FTE positions as granted by the Oversight Subcommittee to the 9 positions
currently requested. The Labor & Industrial Relations Commission assumes that the Board will bear the cost of mediation and that mediation
may occur in multiple locations on any given day. The assumption is that the Board would employ mediators for 480 days
@ $721 per day. Total costs would be $288,285 in FY00; $356,462 in FY01; and $367,156 in FY02. Additionally, the
Board assumes that there would be per diem costs for four board members for 130 days at $50 per day. Total costs would
be $26,000 in FY00; $26,000 in FY01; and $26,000 in FY02. The per diem costs were not included in the fiscal impact
section per the Oversight Subcommittee's decision. ASSUMPTION (continued) 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. Southwest Missouri State University (SMS) assumes that the fiscal impact would be unknown. The University expects
that personnel costs would increase as a result of collective bargaining agreements. Central Missouri State University (CMSU) assumes that personnel costs would increase as a result of collective
bargaining agreements. The University anticipates costs of approximately $72,000 to $79,000 each year over the next three
fiscal years. The University of Missouri assumes that the fiscal impact would be unknown, but would probably exceed $100,000
annually. The University expects that personnel costs would increase as a result of collective bargaining agreements. 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. 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 or that the cost is unknown. 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 Economic Development (DED) 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 costs ranging
between $100 and $250 per person per fiscal year. The first year of training is expected to cost more than following years;
original training versus refresher training. DED also requested additional office space for the two FTE however, Oversight
assumes that these FTE could be absorbed in the current facilities. ASSUMPTION (continued) 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 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 1,295 maintenance workers with an
average monthly salary of $1,982. If, as a result of arbitration, the classification is raised one pay grade to an average salary
of $2,141 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. Oversight
allowed 2 FTE (i.e., Labor Relations Specialist, Clerk Typist II) and related expenses based on an Oversight Subcommittee
decision. The Department of Insurance (INS) assumes costs related to the need for additional FTE (i.e., Labor Relations Specialist
and Clerk Typist II). The Insurance Department is 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 II. The Department of Conservation (MDC) assumes that it would need two 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 ASSUMPTION (continued) negotiations; grievance investigations; related classification problems and pay administration; and contract resolution
training. Clerical support would be provided by the Clerk Typist II. MDC assumes that arbitration / appeal costs will run approximately $4,000 per month over a 12 month period. Travel
costs are estimated based on an average of three trips per month for the Labor Relations Specialist. The Department of Mental Health (DMH) assumes that it would need 18 additional FTE (i.e., 1 - Labor Relations
Specialist, 8 - Personnel Analyst II, 1- Clerk Typist III, and 8 - 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. The Personnel
Analyst II's would administer and implement departmental policies and procedures, provide training, dispute resolution,
and work with various union leaders. Clerical support would be provided by the Clerk Typist II and III. DMH assumes
that arbitration / appeal costs will run approximately $10,570 per month over a 12 month period. 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 Social Services (DOS), Personnel and Labor Relations Section estimated costs for eight 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. 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 Natural Resources (DNR) assumes that without established policies, procedures and no previous
experience with collective bargaining, it would need two FTE (i.e., Labor Relations Specialist 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. DNR assumes that 450 managers/supervisors would be trained in FY01. Training expenses for FY02 would be
substantially reduced since it would only be new employees who would need the training. DNR assumed costs would not
be incurred until FY01. ASSUMPTION (continued) The Department of Agriculture (AGR) assumes that it would need two 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. 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 trained in FY01 and ten in FY02. Travel costs are estimated based on an average of three trips per
month for the Labor Relations Specialist with two over night stays and an average of 200 miles per trip. 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 with regard to labor relations activity. This
assumption is based on the data obtained from Iowa and Illinois. Each agency would handle 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 23,000 employees. These agreements were not collectively bargained, but
were the result of meet and confer requirements. Under collective bargaining, approximately 15,000 to 20,000 additional
employees, for a total of over 40,000 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 ASSUMPTION (continued) 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 to continue the process. 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). The Missouri Municipal League 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. The
proposal as currently written would require collective bargaining and mandatory arbitration for Missouri's 3,300 political
subdivisions. Based on experience in Iowa and Illinois, the Municipal League estimates that at least 600 political
subdivisions will have bargaining with exclusive representatives, resulting in about 1,800 bargaining units (three per
political subdivision). It is estimated that it will cost about $15,000 per contract (administrative, legal and bargaining costs)
or a total of $27,000,000 per year to negotiate contracts. The proposal also requires binding arbitration for grievances. Assuming each bargaining unit has two grievances per year,
and the average cost per grievance is $5,000, the cost would be $18,000,000 ($5,000 x 2 cases x 1,800 contracts).
Grievance arbitration costs range from $3,000 tp $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. It is estimated that 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. The
Municipal League has estimated a cost 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 (1) person would be employed in 250 of the largest units as permanent
full-time employees. ASSUMPTION (continued) 1,800 cases x $15,000 = $27,000,000 each contract year $2,000 (training cost) x 600 governmental units = $1,200,000 first year $500 (training cost) x 600 governmental units = $300,000 each year after first year $15,000 (salary) x 600 governmental units = $9,000,000 each year The cost of collective bargaining would be $37,200,000 the first year and would be $36,300,000 each year after, plus
inflation of 3%. Additionally, with binding grievance arbitration, starting the second year and each year after, there would
be additional costs of $18,000,000 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.
However, DOL has chosen to request only nine FTE during this year's response based on additional information received
from Iowa and Illinois concerning their experiences and work load with relation to collective bargaining. 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. The local government costs have been adjusted to reflect a decision by the Oversight Subcommittee on March 1,
1999. Local government costs for FY 2000 have been stated at $23,823,333; FY 2001 costs at $59,246,900; and FY
2002 costs at $64,396,671. PARTIAL ESTIMATED
NET EFFECT ESTIMATED NET
EFFECT ON ESTIMATED NET EFFECT ESTIMATED NET
EFFECT ON ESTIMATED NET EFFECT
FUND AFFECTED
FY 2000
FY 2001
FY 2002 General Revenue
($2,846,818)
($3,719,112)
($3,372,207) Road Fund
($80,980)
($85,798)
($87,968) Conservation Commission
Fund
($116,381)
($134,208)
($137,830) Insurance Dedicated Fund
($88,007)
($86,907)
($89,110) Partial Estimated
($3,132,186)
($4,026,025)
($3,687,115)
FUND AFFECTED
FY 2000
FY 2001
FY 2002 Total Estimated
$0
$0
$0
FUND AFFECTED
FY 2000
FY 2001
FY 2002 Local Government#
($23,823,333)
($59,246,900)
($64,396,671)
FISCAL IMPACT - State
Government
FY 2000
FY 2001
FY 2002 GENERAL REVENUE Costs - All State Agencies Increased Personnel Costs Resulting from Collective Bargaining
Agreement
(Unknown)
(Unknown)
(Unknown) FISCAL IMPACT - State
Government
FY 2000
FY 2001
FY 2002 (Continued) Costs- Economic Development (DED) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($88,173)
($50,921)
($52,449) Total Costs-DED
($154,051)
($131,981)
($135,536) Costs-Department of Labor & Industrial Relations (DOL) Personal Service (9 FTE)
($204,049)
($233,404)
($240,095) Fringe Benefits
($60,990)
($69,764)
($71,764) Expense and Equipment
($403,453)
($406,547)
($420,805) Total Costs-DOL
($668,492)
($709,715)
($732,664) Costs-Department of Public Safety (DPS) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($35,473)
($30,921)
($31,849) Total Costs-DPS
($101,351)
($111,981)
($114,936) Costs-Department of Revenue (DOR) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($35,473)
($30,921)
($31,849) Total Costs-DOR
($101,351)
($111,981)
($114,936) Costs-Department of Elementary & Secondary Education (DES) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($16,130)
($7,931)
($8,169) Total Costs-DES
($82,008)
($88,991)
($91,256) Costs-Department of Agriculture (AGR) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($41,462)
($49,155)
($50,630) Total Costs-AGR
($107,340)
($130,215)
($133,717) FISCAL IMPACT - State
Government
FY 2000
FY 2001
FY 2002 (Continued) Costs-Department of Mental Health (DMH) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($35,473)
($30,921)
($8,169) Total Costs-DMH
($101,351)
($111,981)
($91,256) Costs-Department of Social Services (DOS) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($188,305)
($120,613)
($124,232) Total Costs-DOS
($254,183)
($201,673)
($207,319) Costs-Department of Health (DOH) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($42,288)
($25,266)
($26,026) Total Costs-DOH
($108,166)
($106,326)
($109,113) Costs-Department of Natural Resources (DNR) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($0)
($85,594)
($23,308) Total Costs-DNR
($65,878)
($166,654)
($106,395) Costs-Office of Administration (OA) Personal Service (9 FTE)
($277,695)
($341,700)
($350,243) Fringe Benefits
($83,003)
($102,134)
($104,688) Expense and Equipment
($192,295)
($129,987)
($133,887) Total Costs-OA
($552,993)
($573,821)
($588,818) Cost-State Public Colleges/Universities Personal Service (20 FTE)
($ 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 / Training
(120,000)
(400,000)
(50,000) Total Costs
($549,654)
($1,273,793)
($946,261) * State Public Colleges/Universities figures are from a 1992 response on collective bargaining. FISCAL IMPACT - State
Government
FY 2000
FY 2001
FY 2002 (Continued)
ON GENERAL REVENUE
FUND*
($2,846,818)
($3,719,112)
($3,372,207) *Unknown costs related to collective bargaining agreements not included in total. INSURANCE DEDICATED FUND Costs-Department of Insurance (INS) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($22,129)
($5,847)
($6,023) Total Costs-INS
($88,007)
($86,907)
($89,110)
INSURANCE
DEDICATED FUND
($88,007)
($86,907)
($89,110) ROAD FUND Costs-Department of Transportation (DHT) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($15,102)
($4,738)
($4,881) Total Costs-DHT
($80,980)
($85,798)
($87,968)
ON ROAD FUND
($80,980)
($85,798)
($87,968) CONSERVATION COMMISSION FUND Costs-Department of Conservation (MDC) Personal Service (2 FTE)
($50,718)
($62,407)
($63,967) Fringe Benefits
($15,160)
($18,653)
($19,120) Expense and Equipment
($50,503)
($53,148)
($54,743) Total Costs-MDC
($116,381)
($134,208)
($137,830)
CONSERVATION
COMMISSION FUND
($116,381)
($134,208)
($137,830) FISCAL IMPACT - Local
Government
FY 2000
FY 2001
FY 2002
(10 Mo.)
ON LOCAL
GOVERNMENTS#
($23,823,333)
($59,246,900)
($64,396,671) #Revised due to Oversight Subcommittee decision dated March 1, 1999.
DESCRIPTION
This proposal pertains to good faith employee negotiations. Current law provides that certain employees shall not have the right to meet and confer. Such employees are: police, deputy sheriffs, highway patrol, National Guard and teachers of all Missouri schools, colleges and universities. This act removes the prohibition to meet and confer from police and school
teachers. This act allows public employees not otherwise exempted to elect designees to meet and confer and participate in good faith negotiations with public bodies. Procedures are detailed for elections, certification and decertification of representatives. Negotiations and specific impasse procedures are established, which includes a mediation process for all public bodies and
public employees. If mediation fails to resolve issues, for the state, arbitration procedures begin,
for post-mediation negotiations between the state and the representative of state employees only. For public bodies and public employees of political subdivisions, issues are submitted to the
legislative body if mediation fails to resolve issues.
It shall be unlawful for public employees to strike, and penalties are provided, including fines, decertification of the bargaining representative, forfeiture of seniority and tenure rights, and confinement in a county jail. The penalty for striking is a Class B Misdemeanor (up to 6 months or $500). The legislative body must approve or reject any final agreement requiring legislative approval. For non-state legislative bodies, approval or rejection must be within 30 days.
For the General Assembly, approval or rejection must be before the end of session if the final agreement is submitted before March 1. If after March 1, the bargaining representative and the
state may make amendments by November 1, and the General Assembly must accept or reject within 30 days of the next regular session. The legislative body shall make recommendations if it rejects the final agreement.
The provisions of this act shall not apply to certain other employees, including: elected and certain appointed officials, members of boards and commissions, representatives of a public
employer, "confidential employees" (who work in personnel offices), temporary employees (4 months or less), part-time student teaching, research and service assistants, judges, inmates and patients of institutions, and employees of any legislative body.
DESCRIPTION (continued)
The Board of Mediation may adopt rules pertaining to specific matters necessary to implement this act. Any such rule shall be promulgated pursuant to Chapter 536, RSMo, and as detailed in this act.
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
Office of Administration
Department of Agriculture
Department of Conservation
Department of Economic Development
Department of Elementary and Secondary Education
Department of Health
Department of Higher Education
Department of Transportation
Department of Insurance
Department of Labor and Industrial Relations
Department of Mental Health
Department of Natural Resources
Department of Public Safety
Department of Revenue
Department of Social Services
State Courts Administrator
State Lottery Commission
State Tax Commission
Office of Prosecution Services
State Public Defender
Chief Clerk - House of Representatives
Secretary of the Senate
Auditor
Attorney General
Veterans Commission
Governor
Lieutenant Governor
Secretary of State
Truman State University
Southwest Missouri State University
SOURCES OF INFORMATION (continued)
University Missouri - Columbia
Missouri Municipal League
Jeanne Jarrett, CPA
Director
March 1, 1999