In order to operate efficiently and still provide high quality services, municipalities need to enact policies that support flexible and innovative management methods.  Such strategies should include more discretion for management, as well as collaborative engagement of labor and unions to develop creative strategies for containing labor costs.  Collective bargaining agreements should recognize the value and rights of labor without impeding the ability of municipal officials to provide cost-effective high quality services.  

Personnel services are the most significant cost for cities and towns, amounting to more than 65 percent of local government budgets.  In an effort to control these costs, many local government officials make management concessions and agree to “pay-later” benefits.  The result has been a steady erosion of local government’s ability to effectively manage its workforce and realize the best possible value for its citizens.  

Municipalities need to retain or restore key management and personnel rights during the collective bargaining process, including the rights to hire, fire, and assign staff; establish standards for employment; evaluate performance and make promotions accordingly, determine staffing levels; and outsource services from external contractors.  One way to accomplish this is through legislation that stipulates those rights that cannot be subject to collective bargaining.

7.a    The Massachusetts Municipal Association should develop legislation outlining non delegable management personnel rights

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