Summary of UMMAP Tentative Agreement

INTRODUCTION

“This is the best first contract for Allied Health Professionals in the country.” 

–AFT National Director of Healthcare Organizing Boyd McCamish

We–all of us, all UMMAP members, we–have secured an excellent Tentative Agreement with the University of Michigan. Those of us on the bargaining team are proud of the work we did negotiating, but we know that everything we accomplished was possible because of the participation, energy, and activism of UMMAP members. Everyone who signed a membership card, talked to co-workers about the union, attended an event, walked a picket line, stepped up to be a steward or committee member, or signed the strike pledge made this happen.

As with any negotiations, we did not secure everything we proposed or everything we wanted. That’s not how we measure our success. We measure our success by what we had before we organized a union: nothing. Raises were unpredictable and mysterious. Our incomes stagnated and those of us who had devoted ourselves to our patients for years saw new employees getting paid the same salaries as us. In some jobs, we faced salary caps and saw our real income drop. We had no protection against unfair discipline or termination. Those of us who were here during Covid saw management take away our retirement contributions as a “reward” for being on the front lines. Schedules seemed to change at whim, throwing our lives into disarray and, no matter how hard we tried, our voices were never heard.

The UMMAP Bargaining Team strongly endorses the Tentative Agreement and encourages members to vote YES to ratify!

What follows is a summary of all the articles in the Tentative Agreement. Please review before you vote. You can see the actual text of the articles HERE.

SALARY:

When we first made our salary proposal to management, we said we had three goals:

  1. Increase the salary of our lowest paid members;
  2. Address salary compression by raising the salaries of people with more years of experience;
  3. Negotiate average raises similar to recent contracts negotiated at UM: UPAMM (17% over three years; UMPNC (22.5% over 4 years); and the Librarians, Archivists, and Curators (17% over three years).

We achieved these goals.

  • The hourly rate of our lowest paid members will be increased to $20/hr.
  • Everyone will now be paid according to a pay scale for their job title that rewards years of experience with higher salaries. Everyone will get credit for all years they have worked in their current title at UM as well as credit for other relevant job experience both at UM and elsewhere. This means we have built a future for ourselves: instead of looking forward to years of minimal raises and hitting some arbitrary salary cap, we can look forward to regular, predictable raises for our entire career.
  • Find your salary HERE.
  • Under the old system, we would have gotten an increase of approximately 9.3% over three years Many would be capped out and receive no increases.
  • Under the contract, the average annual increases will be 
    • Nov 1, 2024: 8.82%
    • Nov 1, 2025 4.25%*
    • Nov 1, 2026: 3.51%

That is a total average increase of 17.43%. (You get the total by multiplying, not adding. I.e. $100 x 1.0882 x 1.0425 x 1.0351 = $117.43.)

*The average will actually be higher following the calculation of additional relevant work experience that will be implemented in year two.

  • The minimum raises will be 6%, 4.25%, and 3.5%. That is a total minimum increase of 14.37% (Once again, you multiply to get the total increase.) [Note that those on step 30 may be below this minimum]
  • Larger raises will go to people who have more work experience and whose salaries have been similar to new employees — as well as to people in job titles that have been passed over for recent market adjustments.
  • Annual increases are a combination of 1) moving up one step on the scale and 2) the salaries on the scale moving up a certain percentage.
  • Raises will be retroactive to November 1, 2024.
  • IMPORTANT UPDATE ABOUT DUES:
    • Our retroactive pay will come in a single payment within 90 days of ratification of the tentative agreement—so likely in mid-May.
    • Regarding dues on the retroactive pay, the Executive Board has decided to 1) defer the implementation of full dues until after we receive the retroactive pay; 2) have members pay dues only on the raise portion of income from November 1 through the retroactive payment date.
    • This will reduce first-year dues by almost half.
      • Example:
        • Your salary is currently $60,000 per year. With a 6% raise, your salary will be $63,600 retroactive to November 1, 2024. Full dues (1.55%) on $63,600 would have been $985.80. The resulting income would have been $62,614.20, a 4.44% net increase over $60,000.
        • But now dues will look like this: For the first six months or so, you will pay no dues on the base income of $30,000 . You will pay dues on the raise of $1,800: dues of 1.55% = $27.90. in the Second six months or so , you will pay dues on your whole income of $31,800: dues of 1.55% = $492.90
        • That means that out of your total income of $63,600, you will pay a total in dues of $520.80, making the effective dues rate for first year only 0.82%. Your Net income will be $63,079.20 and your net raise will be 5.13%
  • It’s important to understand that union dues are only really relevant in the first year. A common error is to think “If I am getting raises of 6%, 4.25%, and 3.5% and I pay 1.5% in dues, then I am really only getting raises of 4.5%, 2.75%, and 2%!!!” That is now how the raises will work in practice.
  • You pay a percentage of your income in dues in the first year. Starting November 1, 2025, your paycheck will include a raise and dues will increase just a tiny amount:
  • For example, if you make $5,000 per month currently, your dues in the second part of the first year will look like this:
    • $5,000 + 6% raise ($300) = income of $5,300
      • Dues: 1.55% of $5,300 = $82.15
      • Total income = $5,300 – $82.15 = $5,217.85
    • Staring November 1, 2025, dues will look like this:
      • $5,300 + 4.25% raise ($225.25) = income of $5,525.25
      • Dues: 1.55% of $5,525.25 = $85.64
      • (i.e. dues are only about $3.50 more than in the previous month.)
      • Total income = $5,525.25 – $85.64 = $5,439.61
  • This means you’ll only feel the dues in the first year and probably won’t notice the change in your paycheck when you get the raise in Year 2.

Here’s how it will work:

  • Raises will be implemented within 90 days of a YES vote on ratification and will be retroactive to November 1, 2024. 
  • Everyone will initially be assigned the correct step based on either 1) their years in their current job title (or in the same job series, i.e. associate, intermediate, senior, etc.) or their current salary or 2) a 6% raise.
  • Everyone will also get a survey from management to indicate other experience they believe is relevant. These will take a lot of time to process, so adjustments based on this data will occur as of November 1, 2025.
  • We have eliminated salary caps. Once you reach step 30 on the pay scale, you will no longer benefit from the step increase, but you will get the annual increase to the scale. This increase is added to base pay and no longer will be paid out as a lump sum check once a year.

RECLASSIFICATIONS:

  • Allied health coordinators working in a polysom department and meeting the requirements or, and performing the job duties of, polysomnographic technicians shall be reclassified as polysomnographic technologists.
  • Dietetic assistants shall be reclassified as dietetic technicians.
  • Transplant organ preserv associate shall be reclassified as transplant organ preserv
  • Organ procurement coord assoc and organ procurement coord inter shall be reclassified as organ procurement coordinators
  • Ophthalmic imaging specialist assoc and ophthalmic imaging specialist inter shall be reclassified as ophthalmic imaging specialists
  • Employees currently classified as Ultrasound Technologists will be reclassified as Mammography Technologists – Dual if they meet the qualifications and perform the associated job duties.
  • The “Exercise Psychologist” title will be renamed to “Clinical Exercise Physiologist” title.
  • The “Ocularist” title will be separated from the “Orthotist/Prosthetist” titles.
  • The “Rehab Engineer” title will be renamed to “Assistive Technology Professional.”
  • The “Uncertified Rehab Engineer” title will be renamed to “Assistive Technology Professional (Non-Certified).”
  • Employees classified as a Prosthetist or Orthotist who are credentialed as an Orthotist and Prosthetist and performing the job duties of both Orthotist and Prosthetist will be reclassified as Orthotist and Prosthetist and paid accordingly
  • Employees classified as Grad Noncert Patient Care Techs and Grad Noncert Patient Care Prof will be reclassified to the job title for the work they are performing and the job title will include “Grad Noncert.” They will be compensated at 5% less than the assigned step of the salary grade for their certified classification.

OTHER COMPENSATION:

  • Shift pay rates will depend on which pay scale you’re on:
 CURRENTCONTRACT
 A-IJ-R
Weekday Afternoon$1.80$2.00$2.30
Weekday Night$2.00$2.30$3.00
Weekend Day$1.75$2.50$3.20
Weekend Afternoon$2.30$3.05$4.15
Weekend Night$2.75$3.50$4.75
  • On-Call pay will be a minimum of $4.00 for pay grades A – I and $4.30 for pay grades J – R. Employees activated while on-call will be paid straight time for hours worked, unless the hours worked take you into overtime.
  • We will now receive FLOAT PAY. Float Pay will be $2.00/hr in addition to your hourly wage. See summary of the FLOATING article below.
  • Lead Pay: Everyone will be paid for serving in the role of a lead as assigned by the department leader. This will be true even if you are covering a lead position for just one shift. In some cases, this is part of an official title. In other cases, the pay rates will be found in the separate unit agreements.
  • Preceptor/Training Pay: We will receive compensation for training/precepting/educating new hires: $2.00/hour. (Behavioral Health: Current practice regarding preceptor pay for Certified Child Life Specialists serving as clinical internship rotation supervisors will be maintained.)
  • Additional Duties Compensation
    • Current additional Duties differentials shall be maintained, but only when the additional duties are consistent above and beyond regularly classified duties. 
    • Superuser program: The current superuser program will continue in the Ambulatory Care division. Management will notify the union 60 days in advance if another compensatory program should be developed to recognize the contributions of these employees. As a standard, employees must attend 80% of the required meetings to continue to qualify.
  • Critical Staffing Pay will be implemented when management determines there is a 20% or greater vacancy rate and a high probability of service disruption. Pay will be two times an Employee’s hourly rate for work over their standard work schedule.
  • Clinical Instructors may be given faculty appointments outside the UMMAP bargaining unit.
  • The following will continue according to current practice or policies that govern the benefit:
    • Career Development Fund
    • Educational Time
    • MHealthy Reward Payment, as long as the benefit is available through the Medical Plan
  • Management may offer the following or other additional compensation with approval of the Union:
    • Moving Expenses
    • New Hire Payments
    • Referral Bonus Payments
    • Relocation Assistance Payments
    • Retention Payments
    • Department incentive programs
    • Labor Market Adjustments

EXEMPT EMPLOYEE WORKLOAD

The workload performed by all Exempt Employees must reasonably be able to be completed within an employee’s scheduled shift length. Consistent need to work over the shift length is not allowed and may be addressed through the grievance procedure.

GRANT-FUNDED POSITIONS

In the event that funding may not be available for any grant- or donor-funded position, the Employer shall notify the Union as soon as known prior to any impact on Employees. The Employer and the Union shall meet to negotiate the effects and collaborate to mitigate the impact by finding new employment, etc.

STAFFING AND SCHEDULING

The contract contains provisions that give us a significant voice in staffing, scheduling, and PTO approval policies.

In each unit, the union can form a Scheduling Review Advisory Committee (SSRAC) to address staffing and scheduling concerns. Committee members, selected from the staff, will meet up to six times a year on paid time, and can make recommendations on areas like staffing levels, PTO approval processes, and the need for extra support from other units. These recommendations will be presented to the unit leader for a decision. If the union and employer can’t agree on the proposed changes, the matter can be escalated to a higher level of management for further discussion. If unresolved, the issue can go to arbitration, though decisions about staffing levels and hours of operation are not subject to arbitration. The arbitrator will choose between the union’s or employer’s solution based on which better addresses patient care needs and employee well-being.

Some specific provisions about scheduling apply:

  • Scheduling practices will stay the same unless changes are made through this process.
  • The employer will try to schedule employees fairly, aiming for both efficient service and a good work/life balance.
  • The employer can’t change an employee’s regular schedule without giving at least 60 days’ notice, except in emergencies or if the employee requests a change.
  • Employees can request to change their schedule, but management has the final say, based on operational needs. If the request is denied, management must explain why.
  • If employees need to change clothes on-site before work, this will be accounted for in their schedule and considered part of their work duties.
  • All employee duties, including meetings or room setups, will be included in the schedule and counted as time worked. Unexpected duties will also count as time worked.
  • Employees can request to leave early due to low census or other reasons. If approved, they can use PTO or take unpaid time, without facing discipline. Requests will be handled based on operational needs, with seniority considered.
  • There must be at least 8 hours between scheduled shifts. If there’s less, the employee and manager must both agree.
  • Work schedules must be shared at least 7 days in advance. Schedules can then only be changed with the employee’s agreement.

PTO Requests:

  • Existing PTO request practices stay in place unless modified through the committee process.
  • Employees can use all accrued PTO annually, as long as it doesn’t disrupt operations. Requests will be accommodated when possible.

Breaks and Flex Time

  • Employees are entitled to:
    • Paid Breaks: 15 minutes for every 4 hours worked, not to cover late arrivals/early departures or saved if unused. Combining with lunch requires prior approval.
    • Meal Breaks: For shifts over 6 hours, meal breaks are either unpaid (30 or 60 minutes) or paid (up to 20 minutes). Paid breaks must fit within work schedules.

Exempt Employees will continue to report absences in half-day increments; absences under half a day are not reported.

ATTENDANCE:

We now have a fair and reasonable attendance policy that applies equally to everyone (although different for exempt and non-exempt). This article outlines expectations for attendance, how time off is handled, and the consequences for excessive or unapproved absences.

  • Employees are expected to be on time and present for scheduled shifts to support patient care and their colleagues. If running late or unable to attend, employees must follow their department’s notification procedures.
  • Exempt Employees (Salaried Staff)
    • Scheduled time off must be requested at least 48 hours in advance and approved by a manager. Approval is not guaranteed, and unscheduled time off is allowed only with supervisor approval.
    • Employees must use accrued PTO for absences and ensure they have enough PTO for approved time off. Abuse of unscheduled PTO or chronic tardiness/early departures can lead to discipline, including termination.
    • Approved time off may be revoked if PTO is unavailable, and calling out without PTO will be treated as unpaid time, potentially leading to discipline.
  • Non-Exempt Employees (Hourly Staff)
    • Scheduled time off follows the same rules as exempt employees, with requests requiring 48 hours’ notice. Approval isn’t automatic, and PTO must cover absences. 
    • Time off under FMLA is excluded from disciplinary tracking.
    • Employees must notify their manager one hour before their shift if calling off.
    • Unscheduled time off (“incidents”) subjects you to discipline. However:
      • There is a six-minute grace period for all employees; arrival during this grace period does not count toward discipline unless used excessively.
      • Three tardies/early departures of six to 59 minutes within six months count as one incident — but also every six months you get two “excused” tardies that are not counted toward discipline.
      • Consecutive missed shifts count as one incident; three or more require medical documentation.
      • Employees get two unscheduled “personal discretion days” per fiscal year that do not count for discipline. Can be used for any reason (not just illness). Some Restrictions apply.
      • If new laws are introduced during the contract period, the contract will be updated to comply. Michigan’s Earned Sick Time Act is scheduled to go into effect in February. This means we will be able to designate unscheduled time off as sick time that will not count as incidents or result in discipline. Under the law, Employees will accrue one hour of paid earned sick time for every 30 hours worked but shall not be entitled to use more than 72 hours of paid earned sick time per year. (Note that this is not a new bank of PTO. It just means you can designate unscheduled PTO as sick time that won’t count toward discipline.)
      • Leaving work due to a work-related injury does not count as an attendance incident, provided reporting procedures are followed.
    • Discipline:
      • 4 incidents in 6 months: Verbal Warning
      • 3 more incidents within 6 months following: First Written Warning
      • 2 more incidents within 6 months following: Second Written Warning
      • 2 more incidents within 12 months following: Disciplinary Review Conference (potential termination)
  • No Call/No Show
    • Failing to notify the department before a shift starts is treated seriously:
      • 1st offense: 1-day disciplinary layoff
      • 2nd offense: 2-day layoff
      • 3rd offense or missing 3 consecutive days: Termination
      • Special circumstances (e.g., emergencies) may be considered.

BADGES:

When your ID badge expires, the new one can include more credentials than are allowed now, basically anything validated through the state or required for your job. Additionally, employees can request a “badge buddy” to display their job title or preferred pronouns. For staff working near magnetic equipment that demagnetizes badges, the employer and union will work together to find alternative identification solutions so people can use their badges on buses, etc.

BENEFITS

Our benefit plans will remain the same, with one important change: Our retirement contributions are now locked in, so management can’t take them away like they did during Covid.

BEREAVEMENT:

We made some important changes to the bereavement policy.

If an employee’s immediate family member passes away, they can take up to three paid days off to attend the funeral or make arrangements. If more time is needed, they may request additional days using Paid Time Off (PTO) or unpaid leave. Employees are generally not required to provide proof of the death, but the employer can request documentation if necessary.

Employees can also take one day of unscheduled PTO per year for the death of someone they have a significant relationship with, such as a close friend or distant relative. For this, 48 hours’ notice and a copy of the obituary must be provided. This time off will not count toward attendance discipline.

In cases of pregnancy loss, employees who were expecting can take up to three unscheduled PTO days without them counting for discipline, regardless of whether a funeral is held. If PTO isn’t available, unpaid time may be used.

If the university improves its bereavement policy in the future, these changes will also apply to employees covered under this agreement.

BULLETIN BOARDS:

The University will provide UMMAP with at least 20 locked bulletin boards in agreed non-patient care areas for official union use. New board placements or changes will require prior discussion. Boards can display Union events, meetings, elections, and results, but content must not be inflammatory or derogatory. Disputes about postings will be addressed with the UMMAP President, and disputed items will be removed if unresolved within 48 hours.

CONVERSION FROM SICK/VACATION TO PTO SYSTEM:

Within 90 days of the agreement’s ratification, all Employees in the Vacation and Short-Term Sick program, as well as those transferring into the UMMAP Bargaining Unit, will transition to the PTO program. Overall, this will result in more paid time off for these employees.

Here are the details:

  • Employees’ existing Vacation balances will transfer fully to PTO. If the balance exceeds the PTO accrual cap, the extra will be paid out. PTO will accrue under the new rates.
  • Short-Term Sick Banks will be deactivated, and affected employees will receive 40 hours of PTO for general use. UMMAP is the only union at UM that won this additional bank for members who converted to PTO.
  • Eligible employees will shift to a three-bank Extended Sick Plan, with balances converted based on enrollment dates and years of service. Banks will renew every two years under the UMHS system.
  • Extended Sick renewal schedules will change from five years to two years.
  • Employees will get a one-time 40-hour bank to meet the bridge requirement for Extended Sick Time.
  • Employees on continuous Extended Sick leave during the 90-day period will stay in their current program until they return to work for 30 days without using extended sick time, after which they will join the new system.
  • Sick/Vacation employees will maintain season days.

CHILDBIRTH LEAVE:

Childbirth leave provisions will remain intact.

CLASSIFICATIONS AND JOB DUTIES:

  • The Employer may create new bargaining unit job classifications. In this event, the Employer and the Union will meet to discuss the new classification. If the Union then wishes to negotiate over the terms and conditions appropriate to the new classification the parties will meet for that purpose.
  • In the event the Employer desires to make changes to job duties of an existing job classification, it may make a proposal to the union. At the Union’s discretion, the parties will meet to discuss the change. If the Union then wishes to negotiate over the changes, the parties will meet for that purpose.

COMMITTEES:

The Union and management will discuss the inclusion of UMMAP members on various committees.

COMMUNICABLE DISEASES:

We will now have the option of declining the flu shot. Starting in August, 2025, employees must either: 

  1. receive the flu shot, 
  2. get an approved exemption for medical or religious reasons, or 
  3. decline the flu vaccine for other reasons.

Employees who decline must complete an educational program about the risks of not getting vaccinated. If vaccination rates drop below 95% among all UMMAP employees, the University will meet with the Union to develop a plan to ensure at least a 95% rate. Employees who don’t get the shot will be required to wear masks in certain areas where they interact with patients and other staff.

DISCIPLINE:

This Article will provide all of us with strong protection against unfair discipline. It ensures that employees cannot be disciplined or fired without “just cause.” Just cause means that management can only take disciplinary action against an employee for a fair and valid reason; that any discipline or termination must be based on solid evidence; that management must follow a consistent process; and that the punishment must fit the seriousness of the offense. The Employer must conduct a thorough investigation before taking any disciplinary action.

The article requires management to inform employees that they are entitled to a Union representative during any meeting regarding discipline. Disciplinary actions will follow a corrective and progressive process, with serious misconduct being the only exception. Additionally, any discipline must be based on recent events (within the past 24 months), and employees have the right to contest disciplinary actions through a grievance procedure, including arbitration. This provision ensures fairness and accountability in the disciplinary process.

INCLEMENT WEATHER AND EMERGENCY CLOSURES:

We made some important gains regarding emergency situations.

If a worksite closes for less than two days, efforts will be made to provide employees with alternative work at a different location or remotely if they have the necessary equipment. If no work is available, employees will still be paid for up to two days. Beyond two days, employees may use paid time off (PTO) or take unpaid leave if no other work is available.

If a government authority declares severe weather or other emergency conditions but the University does not close, employees who are late due to weather conditions will not be penalized.

If an emergency requires work beyond the normal working schedule, employees will be provided with food assistance and sleeping accommodations.

EMPLOYEE ASSISTANCE PROGRAMS:

This provision ensures employees have access to free and confidential counseling and consultation services through the University’s Employee Assistance Programs (EAP). These services include short-term counseling, stress and trauma support, and other resources to help employees manage personal or work-related challenges. Employees can take paid time for their initial session with prior approval and will not face discrimination or job jeopardy for seeking assistance. Counseling records are kept strictly confidential and separate from medical or personnel files, except in cases of harm, abuse, or legal orders. 

EVALUATIONS:

This article ensures the fairness of evaluations.

Raises are no longer tied to evaluations: everyone will get a union-negotiated raise every year instead of the amount being in the hands of management.

Each employee will have an annual evaluation during the last quarter of the fiscal year, based on consistent performance standards for their role. Supervisors and employees work together throughout the year to focus on collaboration and professional growth, with department goals shared to guide efforts. Employees also set their own yearly goals to improve their skills and abilities.

The evaluation tool is created and updated by management, with any changes communicated to employees and the union by October 1. Signing an evaluation only means the employee acknowledges the expectations, even if they disagree with the content. If a performance improvement plan is required, employees can ask questions and provide input to ensure mutual understanding of success criteria.

Evaluations are not considered disciplinary actions. 

The contract imposes limits on management’s ability to use peer evaluations. Peer feedback may be used but only if:

  • Peer feedback is not anonymous:
  • Records of peer feedback are not retained in an Employee’s personnel record, unless specifically requested.
  • Employees are given the opportunity to provide input on those who will be selected to provide feedback. The Employer may with good reason choose others to provide feedback;
  • Peers selected to provide peer feedback have
    • Sufficient direct observation of the Employee;
    • The knowledge and expertise necessary to provide feedback on the specific job duties performed;
    • Been given training on best practices for peer feedback;
  • Peer feedback is not used for the purpose of personal attacks.
  • Peer feedback is not used by the supervisor as the primary basis for evaluating work performance

For campus-based employees, annual evaluations are optional at the department’s discretion. If practices change, employees and the union will get 30 days’ notice and the chance to address concerns. 

Access to evaluations is limited to individuals whose roles require it for university responsibilities.

EXTENDED SICK LEAVE:

We made some important changes to extended sick leave.

Employees will now be able to use holidays, paid childbirth leave and parental leave and funeral time during the bridge to extended sick if needed. Additionally, University recognized holidays that occur during an Employees Extended Sick Leave will not deplete their sick time pay.

If management requests a second medical opinion when determining eligibility for Extended Sick Time Pay,

  • The employee must be informed of their rights to contact the Union. 
  • The physician must be mutually agreed to by the Employee and management.
  • Management must then abide by the second opinion. 
  • The examination and report will be without cost to the employee. 
  • Until the second opinion is received, the Employee’s physician statement will prevail in determining eligibility for Extended Sick Time Pay. 
  • If the University requests that the employee provide any medical records from the Employee’s health care provider(s) or from institutions or facilities providing care, the Employee may receive, at their request, reimbursement for the cost, if any, of copying the requested records.

Employees receive Extended Sick Time Pay based on their work percentage:

  •  10 weeks (400 hours) at full pay.
  •  16.4 weeks (656 hours) at two-thirds pay.
  •  26.4 weeks (1,056 hours) at half pay.

If the leave is less than 12 weeks, employees are guaranteed their previous job. If the leave exceeds 12 weeks and the employee’s position is no longer available, the department will try to place the employee in a similar role, with priority over external candidates. If no positions are available or the employee cannot perform the required work, the employee may be laid off.

FELONY DISCLOSURE:

The SPG felony disclosure requirement will remain in effect.

FURLOUGH:

Codifies existing policy. Furloughs are short-term layoffs.

Group Life, Long Term Disability, Health, and Dental Insurance:  The University will continue university contributions toward insurance coverage during the period of a Furlough (short term layoff) similar to active Employees.

Life, LTD, health, dental insurance, vision, and legal coverage will continue during the period of Furlough (short term layoff), provided there is continued payment/payroll deductions of the required Employee premiums as prescribed by the university.  Employees are responsible for their annual FSA election amounts.

Retirement contributions are discontinued while on furlough. PTO is retained but cannot be used or accrued. 

The University will seek volunteers for furloughs before implementing involuntary measures, selecting volunteers by seniority. 

GRIEVANCE PROCEDURE:

We have a strong grievance and arbitration procedure that will ensure that all employee rights and benefits in the contract are fully protected. Any disputes regarding the interpretation or application of the Agreement will be resolved through a fair, timely, and binding process.

Grievances, including those involving multiple employees or significant issues like discharge or discrimination, will be addressed at appropriate levels, with union representation available at every step. The University commits to providing relevant information for grievance resolution.

Unresolved grievances may proceed to a third party arbitrator, ensuring impartial decisions that are final and binding for both parties. 

HARASSMENT:

We have excellent protection against being bullied or harassed at work.

“Harassment” means conduct by a University of Michigan employee, patient, or visitor directed toward an Employee that arises from or is related to the Employee’s status or function as an Employee and includes, but is not limited to, repeated or continuing unconsented contact that would cause a reasonable individual to suffer emotional distress and that actually causes the Employee to suffer emotional distress. Harassment does not include conduct that serves a legitimate purpose in the direction of patient care activities.

HOLIDAYS:

Holiday provisions remain largely the same, with three important improvements:

  1. Employees will receive holiday pay according to a typical shift length, not just for eight hours.
  2. Employees who are off on a holiday, but who request to be scheduled their full appointment fraction prior to schedule development and who work their full appointment fraction during a holiday week, may choose either holiday pay at straight time or an equal number of hours added to their PTO bank at time and one half. 
  3. 2. Employees who are scheduled to work the holiday can request to be paid straight time for the  hours worked and will be given PTO at the rate of time and half for hours worked. 

If the University adds additional holidays during the duration of the contract, those holidays will be available to UMMAP members. 

IMPAIRMENT / DRUG TESTING:

Prior to any drug test, an Employee will be informed of the intent to perform a test and notified of their right to speak with a Union representative before the test is performed, which they may do by phone, or in person at the test site. If the Employee chooses to waive this right, the test may commence immediately.

If the Employee chooses to speak with a Union representative, they will be afforded a reasonable amount of time to do so. After the Employee speaks with the Union representative, the Employer may proceed with the test.

In all cases, however, the Employer may proceed with the test sixty (60) minutes following the initial notification of the intent to perform the test, regardless of whether or not the Employee has spoken with a Union representative and regardless of the length of time the Employee has spoken with the Union representative.

An Employee who refuses to take a drug test may be subject to discipline.

JOB POSTINGS / ASSIGNMENT OPENINGS:

We have negotiated preference for internal candidates in hiring for a new position.

Before posting a position, the department will notify relevant current employees. The position will be offered to the most senior qualified internal candidate.

If a job is posted publicly, internal candidates will be given priority based on seniority. If no internal candidate is selected, the best-qualified external candidate will be chosen. 

Employees may apply for leadership positions regardless of their current role duration. 

Management may choose not to select internal candidates in their probationary period or who have been promoted or transferred in the last 6 months. Employees with discipline in the previous six months may also be excluded.

JURY AND WITNESS SERVICE:

No change to current policy.

LABOR/MANAGEMENT COMMITTEE:

The Employer and Union will meet monthly to discuss topics like Agreement administration, grievances, workload, patient outcomes, and Union member suggestions. These discussions do not modify the Agreement.

LACTATION:

We have improved access and support for nursing parents.

The Employer will support Employees who continue breastfeeding upon returning to work, in accordance with the Patient Protection and Affordable Care Act and the PUMP for Nursing Mothers Act. Employees will have access to designated spaces for expressing breast milk, if available. If no space is within a reasonable walking distance (typically five minutes), the department will make reasonable efforts to provide an appropriate temporary space for this purpose.

Any Employee who requires use of lactation support services provided by the Employer will communicate their anticipated needs to their supervisor. All efforts will be made to provide reasonable break time for the Employee to express breast milk for one year after a child’s birth each time such Employee has need to express the milk.

Accommodations for expressing milk will be achieved through agreement and discussions between Employee and supervisor.

Spaces for expressing breast milk:

  • Will not be a bathroom 
  • Will be shielded from view and free from intrusion from coworkers and the public;
  • May be an Employee’s single occupancy private office
  • Will be furnished at a minimum with a chair, a small table, and at least one electrical outlet;
  • Will be kept clean and comfortable. 
  • Will have a dry-erase board or a sign on the entrance to prevent disturbance

Employees who have a need to express milk shall have convenient access to refrigeration so that breast milk may be stored. 

LISTS AND INFORMATION:

The University will provide UMMAP with lists of all bargaining unit Employees, as well as any bonuses or other payments made to each Employee, along with the payroll code of each payment. Additionally, the University will provide a weekly report of new hires or transfers into the bargaining unit. UMMAP will keep this information confidential. Upon written request, the University will also provide any information necessary for collective bargaining.

MANAGEMENT RIGHTS

A standard provision that outlines management’s rights. 

MEETING SPACE

When an Employee needs a private location for a meeting with a union representative, the union rep can schedule a conference room. In the event of an urgent meeting, the Employee or the Employee’s union representative’s department or unit will assist with finding a private meeting space.

For Campus employees, their department will make reasonable arrangements for them to have private space to meet with their Union representative upon request.

MILITARY RESERVE

Employees shall continue to be granted time off work without loss of their regular compensation or any loss of their fringe benefits in order to participate in Military Reserve or National Guard Training Programs or for service required as a result of civil disorder or other emergency.

NO STRIKE / NO LOCKOUT

A standard contract provision that says that the Union will not strike during the contract. If the contract expires, this provision will no longer apply, although striking will still be illegal under the law for public employees in Michigan.

NON-DISCRIMINATION

A very important provision that protects us against discrimination based on race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, veteran status or union membership/participation. Sexual harassment is also prohibitied. An employee facing discrimination will be able to file a grievance instead of needing to hire a lawyer to file a lawsuit. 

ORIENTATION

The University will provide the Union access to new employees for orientation about Union representation through one of the following methods:

  • If orientation is held in person, the Union gets 30 minutes with employees after the session, introduced by a University representative. Attendance is optional.
  • If orientation is online, the Union can meet employees virtually after the session, with a similar introduction.
  • If materials are reviewed electronically, the Union may provide a 15-minute pre-recorded video included in the orientation.

The Union may also hold in-person orientation meetings within one month of a new employee’s start date, with mutual scheduling. Attendance is voluntary, but employees can attend during their work shift on paid time. (If held outside work hours, attendance is unpaid.)

PAID TIME OFF:

We will now have unlimited sellback of PTO. Accrual rates will not change.

PARKING

The University will grant a position on the Parking Advisory Committee to a member of UMMAP appointed by UMMAP. When the committee convenes, its purpose will continue to be to evaluate concerns, seek opportunities to improve parking and ensure communications with employees.

PERSONNEL RECORDS

Employees shall have the right to review their personnel record at a reasonable time and place and in the presence of a designated Employer representative. Upon request, the Employer shall provide the Employee with a copy of part or all of the personnel record, subject to a standard duplication fee.

Employees shall have the right to add material to their personnel record, including but not limited to documentation of service or professional awards, nominations, or achievements.

Anonymous communications shall not be placed in an Employee’s personnel record. The Employee shall have the right to place, in the personnel record, a written response to any document contained in his or her personnel record.

Access to personnel records shall be limited to those individuals whose role requires such access in connection with their University responsibilities.

PROBATION

Probation will last six months from an employee’s start date. Transfers or reinstatements of regular Employees do not restart probation. Supervisors must evaluate performance during probation and provide a written review by the fourth month. Employees can’t be terminated during probation without evaluation and time to improve.

Discipline or termination during probation cannot be grieved, but the Union can request a meeting to discuss terminations. Retired University staff rehired into regular positions will not serve probation.

RECOGNITION

A standard contract provision in which management officially recognizes the union as having the right to negotiate for employees.

REDUCTION IN FORCE

The University will meet with the Union before implementing any reduction in force that affects employees to provide information about the affected areas and explore ways to avoid the reduction. If a reduction in force is unavoidable, a joint team will coordinate the process. Options for early retirement and buyout incentives may be considered.

A reduction in force is triggered by either the elimination of a filled position or a mandatory reduction in an employee’s hours to 80% or less of their appointment fraction for at least 30 days when the employee opts not to accept the reduced appointment. 

Employees designated for reduction will receive written notice as soon as practicable, but no less than 30 calendar days before the anticipated layoff or reduction in hours. Employees with ten or more years of seniority will receive at least 90 calendar days’ notice. Payment for this period may be provided in lieu of work.

Employees will be reduced based on seniority, starting with the least senior employee, provided remaining employees can competently perform available work. 

For two weeks after receiving notice, affected employees will receive priority consideration for positions in classifications for which they are qualified. After this period, affected employees may still apply for positions and will be provided the opportunity to interview but are not guaranteed placement. 

REHIRE / REINSTATEMENT

Codifies current practice.

Former employees may return under these conditions:

  • Rehire: Treated as new hires with a new service date, probation period, and benefit eligibility.
  • Reinstatement: Applies to those rehired within one year, after at least one year of prior service. Service credit is restored after three continuous years but excludes retroactive benefits. LTD eligibility depends on appointment level.
  • Credit for Prior Service: Employees with over a year of prior service and breaks shorter than their previous employment may earn service credit after 10 years of continuous service.
  • Employees may select reinstatement or credit for prior service only once. Retirement benefits require eligibility.

RELEASE TIME

A standard contract provision that provides paid release time for union officials.

REMOTE WORK

Employees may request to work remotely and the request shall be evaluated based on the following criteria:

Has the employee demonstrated

  • A proven track record of performing work accurately, efficiently, and independently without the need for close supervision?
  • Strong verbal and written communication skills, as well as appropriate knowledge of the use of e-mail, fax, phone system, and other computer technologies needed to perform their specific job?
  • The ability to provide an appropriate remote work environment?

Determination is largely up to management, but this is a good first step in making sure there is a fair and rational set of criteria.

SAFETY

The contract has an excellent article covering workplace safety with recourse to expedited arbitration:

Management is required to ensure that all work methods and procedures conform to recognized and accepted industry practices and safety protocols.

A Joint Health and Safety Committee will be established, consisting of Union representatives and University leadership. This committee will meet monthly to address safety concerns, and if issues remain unresolved for a month, the Union can submit the issue to expedited arbitration. The arbitration decision will address whether a work condition is unsafe and determine the appropriate resolution.

If an Employee perceives an imminent threat of injury or death and cannot resolve the situation with a supervisor, the Joint Health and Safety Committee will work to resolve it, and if needed, the issue may be escalated to expedited arbitration. Employees will not be required to work in unsafe conditions and will be given an alternate assignment until resolved. They may use paid or unpaid time off if no alternative assignment is possible.

The University shall maintain a safe environment free from threats, disruptive behavior, and violence. Acts of violence or aggression will be treated as misconduct and addressed appropriately.

SENIORITY

An employee loses seniority and employment if they resign, are terminated, or retire. They also lose seniority if they fail to maintain required certifications or licenses, or fail to contact their supervisor within seven days after receiving a layoff notice or do not return after layoff or leave — unless prevented by circumstances beyond their control. Additionally, an employee who is absent for three consecutive workdays without notifying the University will lose seniority. The Union will be notified if an employee loses seniority. 

If two employees have the same hire date, the one with the higher last four digits of their Employee ID will have greater seniority, unless otherwise agreed upon.

SEVERABILITY

A standard contract provision that protects the contract if a part of it is found to be illegal.

SPECIAL CONFERENCES

Allows the Union and Management to meet regarding any topic raised by either party.

TEMPORARY EMPLOYEES

A temporary employee is someone hired for a specific position that is not permanent. Their employment is typically sporadic or casual, usually 8 hours or less per week, or can be  fixed for specific purposes such as a project, relieving regular employees during absences (e.g., vacations, leaves of absence, or terminations), or helping to meet short-term increases in workload. Temporary appointments are not meant to address ongoing staffing needs, which should be handled through the regular appointment process.

A temporary employee cannot be used for a trial period or probationary period for a regular appointment. They may not hold a position for more than one year, although the University can extend their appointment for an additional six months. Temporary employees are not part of the Union and are not covered by the contract.

UNIFORMS, SUPPLIES, & EQUIPMENT

There are some important provisions in this seemingly unassuming article:

  • Dress policies cannot restrict an Employee’s right to personal freedom of expression (ex. tattoos, piercings, hair color, etc.) except when necessitated by concerns about safety, offensive expression, unsanitary conditions, or interference with the Employees primary job function.
  • Any changes to dress codes are subject to negotiation with the Union.
  • Provided required uniforms shall not restrict the Employee from performing their job.
  • The Employer shall provide all equipment necessary to fulfill an Employee’s job requirements.
  • Employees required as determined by their supervisor to use personal cell phones in their role without Employer-supplied devices shall receive a stipend of $50 per month.
  • Employees who use a personal vehicle for work-related travel shall be paid for all travel time and be reimbursed for mileage. Work-related travel is all travel outside of the Employee’s commute to and from their regular work location and during normal work hours. Travel time can be evaluated on a case-by-case basis if it is outside of the scheduled work time.
  • Employees will not generally be reimbursed for local transportation (e.g., travel between buildings on the same campus; however, when local transportation is a significant part of an employee’s job, reimbursement may be made with approval from management.

UNION DUES

A standard contract provision that details how management will deduct union dues from our paychecks.

UNPAID LEAVES

We did not make changes to unpaid leaves, but this article codifies them so they are enforceable through the grievance procedure;

The article covers the following:

NON-DISCRETIONARY LEAVES OF ABSENCE (Management must approve if conditions are met):

  • MEDICAL LEAVE
  • CHILD CARE LEAVE
  • FAMILY CARE LEAVE
  • CARE OF A COVERED SERVICE MEMBER (MILITARY CAREGIVER LEAVE)
  • QUALIFYING EXIGENCY LEAVE
  • MILITARY SERVICE LEAVE
  • GOVERNMENT SERVICE LEAVE

DISCRETIONARY LEAVES OF ABSENCE (at management discretion):

  • EDUCATIONAL LEAVE
  • PERSONAL LEAVE