report strategic planning committee board of directors … · 2012-08-29 · 1 introduction the...

REPORT

of the

STRATEGIC PLANNING COMMITTEE

to the

BOARD OF DIRECTORS

OCTOBER 2012

Don Wykoff (DAL), Chairman

Ron Abel (UAL)

Tom Wychor (PCL)

AI #2

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Introduction

The purpose of the Strategic Planning Committee, as charged by the Board of Directors,

is to identify major issues, trends, risks and opportunities that span the breath of the

Association and to make recommendations to ALPA’s governing bodies regarding the

Association’s strategic plan priorities.

Beginning in 2008, rather than simply receiving the Committee’s report, the Board of

Directors actively engaged in a strategic planning process, including unanimously

adopting a series of agenda items identifying the Association strategic plan priorities to

guide the direction of the union. ALPA’s leadership – its National Officers, National

Committees, Executive Board, Executive Council and staff – were directed to develop

action plans to ensure follow through and to maximize ALPA’s ability to achieve the

priorities set forth by its highest governing body.

This new strategic planning process created an ongoing cycle of issue prioritization,

development and implementation of action plans, communication, active management

and advocacy, achievement of priorities or a recalibration of goals and approaches, and

an identification of new issues to be incorporated into ALPA’s plan. This process also

created a more defined framework for decision-making and allocation of resources

within the Association. The Executive Council and Executive Board received regular

briefings on the status of the Association’s activities, and provided guidance and input

as new issues arose. Implementation of the strategic plan also included communications

with the membership to build unity and support within the union.

The SPC’s report to the 2010 Board of Directors built on this solid foundation and

included a report card summarizing the initiatives undertaken to support each priority,

what had been accomplished, and what work remained. The SPC recommended

updated strategic plan priorities, some of which were in the 2008 plan – repeated in

2010 either because of the importance of the union reaffirming certain key goals or that

work remained on the issue – and others which arise in the ongoing cycle of issue

prioritization and recalibration of goals. As in 2008 the delegate committees did not just

receive the report, but heard briefings from subject matter experts on key industry,

profession and Association issues and activities; discussed the issues and recommended

SPC priorities; and put its imprint on the final strategic plan priorities, which were

unanimously approved by the Board of Directors.

The Strategic Planning Committee report to the 2012 Board of Directors is a

continuation of this process. The recommended plan priorities have been developed

through a constant monitoring of the activities since 2010, an evaluation of internal and

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external issues that affect the direction of our union, and input from subject matter

experts and leadership within the Association. The report includes the following:

A report card summarizing key initiatives undertaken to support the strategic

plan priorities enacted by the 2010 Board of Directors.

An outline to guide the strategic planning discussions by delegate committee,

including the 2010 BOD strategic plan priorities, departments and National

Committees that support the delegate committee, a list of subject matter

briefings, and the SPC’s recommended strategic plan priorities for 2012.

Agenda items with strategic plan priorities recommended by the SPC for action

by each delegate committee.

Current Environment

The process by which the Committee crafts its recommendations starts with an

assessment of the environment – both external and internal – in which the Association

operates and key issues that affect our profession and our union. The list of current

environment issues below is by no means a comprehensive list of factors at play in the

airline industry and piloting world. Rather, the key issues are deliberately few in

number to highlight major issues and trends that frame the present and future.

External:

1. The U.S. passenger airline industry, especially the mainline carriers, continues to

show signs of financial stability. Despite high fuel prices, U.S. mainline carriers

as a whole posted profits for 2010 and 2011. Carriers are expected to be profitable

again in 2012 largely through a combination of capacity management, fare

unbundling, the increased ability to pass along rising costs through fare

increases, diminished new entrant activity, the benefits of consolidation, balance

sheet repair, and overall management toward the bottom line rather than

focusing on market share. However, the excessive tax burden on U.S. airlines and

the volatility of fuel prices continues to impact profitability.

2. The U.S. cargo industry has been experiencing softening in both domestic and

international freight traffic which is attributable to slower global economic

growth and the economic problems in Europe. While the largest operators such

as FedEx continue to be profitable, slowing demand will likely cause the cargo

industry to focus more on capacity management to maintain profit margins. In

Canada, cargo demand remains strong due to the need to transport goods to

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remote communities. This demand may result in “deliberate” growth and

possible consolidation in the Canadian air cargo industry.

3. Supplemental/charter airlines that rely on military contracts are facing

restructuring as the US government reduces its demand for lift capacity.

4. Airline consolidation continues in the airline industry, driven by efforts to grow

by acquisition rather than internal expansion, and to unlock cost and revenue

synergies. Express carrier mergers have been largely driven by cost synergies

and airline system diversification.

5. The restructuring in the express sector has accelerated. Fifty-seat jet aircraft have

become increasingly inefficient with today’s high fuel prices and lower industry

fare structures, and mainline airlines are shifting to larger regional jets. There are

also greater cost pressures on express airlines as mainline carriers have sought to

reduce costs through competitive bidding on air service agreements. The shift in

fleet composition at express airlines, towards larger but fewer regional jets,

creates greater risk of pilot job loss versus contract restructuring. As mainlines’

pay less for their feed, express managements are attempting to make up the

margins through whipsawing concessionary contracts

6. Globalization issues continue to have important implications for the industry

and the profession. The increase in the breadth of joint ventures both with and

without antitrust immunity highlight the need to ensure there are production

balances between the joint venture partners, not only for commercial purposes,

but to mitigate the risk that U.S. and Canadian pilots may not get their fair share

of the flying. Despite the change in administrations in Washington, there

continue to be efforts to weaken foreign ownership and control provisions in

aviation negotiations. On the global level, carbon emissions and environmental

issues, particularly from the EU ETS, continue to threaten the profitability of

airlines.

7. The current round of pilot negotiations at the major airlines – including the 2012

Delta agreement and the Continental-United Agreement in Principle – continues

the process of recovery from the bankruptcy and restructuring era and the

establishment of favorable and consistent patterns of pay, benefits, work rules

and job security.

8. Over the next ten years, more than 10,000 U.S. ALPA members will begin to

reach the age-65 mandatory retirement age. Hopefully ALPA members will also

be able to experience career progression, either through promotions, recalls, or

hiring, largely from express to mainline airlines.

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9. Air Canada, Qantas, and other international airlines are considering or actively

pursuing the establishment of separate offshore alter-ego airlines to outsource

flying. Mideast airlines are continuing to aggressively expand and export flying,

with wide-body orders that will nearly triple their wide-body fleets. Competitive

and economic pressures are forcing certain European airlines to pursue labor and

operational restructurings.

10. ALPA has continued to emphasize its bipartisan approach on Capitol and

Parliament Hills and greater engagement with industry stakeholders on issues of

common interest, emphasizing a “Pilot Partisan” agenda in Washington, DC, and

Ottawa. These steps have increased ALPA’s influence on and involvement in

issues that have an impact on the piloting profession, including the FAA

Reauthorization Act and the Export-Import Bank reauthorization.

11. The 2012 presidential election will coincide with the U.S. Senate elections where

one-third of the senators will face reelection (33 Class I seats), and the U.S. House

of Representatives elections of the members for the 113th Congress. Any change

in the White House would have a ripple effect on the priorities and operations of

departments and agencies that ALPA works with to promote pilot issues,

including the NMB, DOT, FAA, DHS, DOL, and DOS.

12. ALPA’s long-standing role as a leading advocate for One Level of Aviation

Safety and Security enabled the union to shape new flight- and duty-time

regulations and pilot certification and qualification requirements for air carrier

operations. However, the FAA’s enactment of new FTDT regulations with a

cargo carve-out currently positions the industry and profession with two levels

of safety. ALPA is pursuing a legislative fix to this carve-out on Capitol Hill.

Internal:

1. The combination of a successful financial re-engineering of the Association over

the past decade and improvements in pilot pay and performance compensation

have enabled ALPA to achieve greater financial stability in its operations.

Policies recommended by the Special Committee for Finance, Structure, and

Services (SCFSS) and adopted by the Executive Board have improved the

financial management of the Association. The Association continues to rely on

the MCF to fund various activities.

2. Recent litigation against the Association reaffirm the value of Kitty Hawk

Insurance Company and its reinsurance program covering duty-of-fair-

representation issues along with the importance of training, preventive law, and

ALPA’s overall risk management program to reduce legal and financial risks to

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the Association. Risk has lessened in part because of the improved industry

environment and enhancements in pilot compensation.

3. Member engagement and support is improving as Association contracts recover

from the bankruptcy and restructuring era. When local leaders articulate clear,

aggressive, but realistic goals and implement careful strategic plans to achieve

those goals, support also grows. In a recent membership poll, 60% of those

surveyed said they would recommend membership in ALPA to a pilot who does

not have union representation.

4. Increased use of strategic planning within MECs has facilitated the development

of new bargaining strategies to streamline the bargaining process and achieve

effective contracts on a more expedited basis, including the FDX contract

extension in 2011 and the DAL contract in 2012.

It is within this environment that the Committee makes its recommendations regarding

ALPA’s strategic plan priorities. The list of priorities that follow in this report do not

include every institutional task, project or responsibility. Rather, they are priorities –

deliberately few in number – that will set the foundation for the future.

You will note that a number of 2010 BOD priorities are not included in our

recommendations for 2012, either because the project has been completed, the goal has

been achieved, the initiatives have been folded into other work or the item is not as high

of a priority as two years ago. This is reflective of an ongoing, institutionalized strategic

planning process.

As members of ALPA’s highest governing body, your role in shaping and approving

ALPA’s strategic plan priorities is crucial to the future direction of this union. As with

the 2008 and 2010 BOD meetings, the work on the priorities does not end with the

conclusion of your meeting. In fact, the work will begin again following a new course

you will have set.

Don Wykoff, Chairman

Ron Abel

Tom Wychor

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REPORT CARD ON ALPA ACTIVITIES AND INITIATIVES

REGARDING 2010 BOD STRATEGIC PLANNING PRIORITIES

BOARD OF DIRECTORS

OCTOBER 2012

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2010-2012 STRATEGIC PLAN REPORT CARD

AIR LINE PILOTS ASSOCIATION, INTERNATIONAL

Delegate Committee 1—ALPA Structure

Received briefings describing the union’s structure, its evolution, and alternatives that

exist within ALPA’s governing framework to tailor Master Executive Council structures

to the needs of individual pilot groups.

Initiative 1: Code-share family information sharing and development of pilot alliances

to support the principles of career protection, progression, contract and professional

standards

Establishment of USEPA

Support activities of DCPA and USEPA and those within other code-share

families

Initiative 2: Information sharing and coordination across pilot group lines and within

and between network, cargo and FFD carriers, along with international pilot alliances

Expanded dialogue and coordination between global pilot alliances, including

the establishment of the Global Pilot Symposium

Monthly conference calls among FFD MECs to share information

Cargo Symposium

Initiative 3: All ALPA MECs shall establish and maintain strategic plans, and ALPA

shall expand efforts to train and support the development and maintenance of strategic

plans

Increased emphasis on strategic planning through the Representation and

Communications Departments in their work with MECs

Development of a strategic planning module for the Leadership Training

Conference

Expanded efforts to train and support development and maintenance of MEC

strategic plans, including through the Resource Planning Team established by

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the Executive Board and embodied in Section 60 policy.

Section 60 policy established to require strategic plans and communications

plans for MECs seeking MCF authorization and MCF budget approval

Delegate Committee 2—Collective Bargaining and R&I

Reviewed background information that included Collective Bargaining Committee and

National Retirement & Insurance Committee reports, descriptions of cornerstone

contract and benefit provisions, historical data related to pay rates and benefits, among

other material.

Initiative 1: ALPA and MECs must focus on advancing contract standards via pattern

bargaining and mutual support

New DAL contract and CAL/UAL agreement in principle continue progressive

pattern bargaining trend among mainline carriers.

New bargaining strategies have been developed to different environments and

to expedite the bargaining process to achieve constructive outcomes.

Facing the possibility of an extended bargaining process due to FTDT rule

delays in 2010, in 2011 FDX agreed to a contract extension with raises,

removed bargaining from Section 6 but continued negotiations under a

protocol that set out dates/subjects, and gave ALPA the right to either re-

enter Section 6 or take an additional pay raise. The raise was exercised in

January, 2012.

In approaching negotiations to replace its contract that is amendable

12/31/12, the DAL MEC began negotiating a series of LOAs in 2012 and

engaged in a limited opener negotiations in the Spring of 2012, achieving a

contract with improvements in pay, benefits, work rules, job security and

growth became effective 7/1/12

Pattern bargaining strategies have positioned large jet operators to continue

progressive pay and retirement benefit patterns and further narrow the gap on

hourly pay rates, reducing contract disparities

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Initiative 2: The Collective Bargaining and National R&I Committees should develop

effective ranges, targets and standards for pay, benefits, work rules and job security for

ALPA contracts and negotiations

CBC and National R&I Committee continue to develop and refine bargaining

targets, trends and ranges to assist MECs and negotiating committees both

better understand industry and airline sector trends and how to develop

effective negotiating goals, proposals and timelines to maximize outcomes in

bargaining

CBC and N-R&I reviewing and updating Section 40 collective bargaining

policies and Section 55 retirement and insurance policies

Initiative 3: Continue to work to effectively mainstream benefit issues in the

negotiations process

Recent negotiations have successfully focused much more attention on benefit

issues through the process of benchmarking, contract comparison, member

education and creative bargaining. Examples are new retirement approaches at

HAL and ALA, and improved retirement benefits at DAL, JAZ and other

carriers. The successful negotiation of the retiree health HRA at FDX

represents just one of the enhancements related to health care.

Initiative 4: Strategic approaches to contract enforcement to ensure strategies are

consistent with MEC and bargaining strategies and goals

Dispute Tracking System helps analyze further steps regarding strategic

contract enforcement.

Development of data resources for staff and pilot representatives (e.g., brief

bank, enhanced arbitrator resumes, etc)

ALPA Grievance Seminar has incorporated strategic approaches to contract

enforcement into its training modules.

Delegate Committee 3—Safety/Security/Flight Time-Duty Time

Engaged in strategic planning discussions regarding ALPA’s safety and security

priorities to help shape the direction of your Union. Despite the abundance of issues

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that could easily be placed high on any airline pilot priority list, out of necessity,

delegates whittled down the list of safety and security to the following key issues.

Initiative 1: Promote one level of safety and security for passenger and all-cargo pilots

in the US and Canada, including;

establishment of secondary barrier standards,

the carriage of hazardous materials,

improvements to the FFDO program,

insure the safe integration of UAV/UAS operations in the NAS

Pilot training and qualification

FAA Reauthorization Act (2012) included the following provisions:

DOT given the ability to regulate the air transport of lithium metal and

lithium ion batteries in a manner more stringent than the ICAO Technical

Instructions based on “credible reports” of safety incidents attributable to

lithium batteries

Requires the FAA to analyze the feasibility of installing cockpit doors on all-

cargo aircraft and/or develop alternates to a secure door to limit access to

the flight deck

Directs FAA to develop a plan for integration of UAS’s into the NAS and to

establish a rulemaking initiative to develop regulations with regard to

operating UAS aircraft in the NAS

RTCA adoption of a technical standard for cockpit secondary barriers was

achieved. This effort, made at FAA request, was co-chaired by ALPA

representatives.

Legislative efforts underway to increase FFDO funding from $25m to $35m.

During early 2012 the ICAO Dangerous Goods Panel agreed to new

international technical instructions regarding the carriage of lithium batteries.

These new technical instructions contain improved provisions for labeling,

training, inspection, and pilot notification.

ALPA participation in a number of Aviation Rulemaking Committees

chartered by FAA have resulted in proposed new pilot training, licensing, and

qualification requirements for pilots wishing to fly for commercial airlines.

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The Association conducting symposiums to increase awareness and visibility

with industry, government, and media on the following issues:

Laser Symposium - focused attention on the increased occurrences of

deliberate laser strikes on commercial aircraft.

Cargo Safety and Security Symposium - increased awareness of the

disparity in regulations that apply to all-cargo operations versus the

regulations that apply to passenger operations.

Symposium on Pilot Training - focused on airline training and qualification

practices and future regulatory initiative to be expected by FAA and

transport Canada.

Initiative 2: Promote a trust-based security system, which includes implementation of

Known Crewmember; maintenance of RAIC.

Known Crewmember (KCM), a program developed by ALPA and Airlines for

America with the approval and support of the TSA, was launched in August

2011.

The program uses specialized screening expedites pilot access to sterile

areas of airports and makes airport checkpoint screening more efficient

KCM is currently available to pilots at 28 airlines in the U.S. at 10 airports

(August 2012) with nationwide implementation planned as quickly as

practical

ALPA has been successful during the past 2 years and have gotten agreement

from the various government agencies in the US and Canada for the need to

shift security screening philosophy away from screening for objects and on to

screening for hostile and criminal intent.

Evidence of the shift is the establishment of the Trusted Traveler program

and subset programs of Global Entry and Passenger Pre-Check.

Initiative 3: Promote Threatened Airspace Management concept to TSA and FAA to

create better warning system for flight crews and enhanced ATC crisis management

procedures.

ALPA has been in dialog with industry and government on the need to alert

airborne flights of specific security related events underway or threats to

aviation as they occur.

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A number of airlines independently initiate a notification process for

airborne aircraft.

A working group has formed with the goal of reviewing these independent

procedures and processes with the goal of standardizing them so that they

are applicable to and can be utilized by all air carriers. Further the group is

to explore developing a notification process that can be utilized by ATC.

Initiative 4: Promotion of the modernization of the US/Canada Airspace System.

Modernization of the airspace system leads to increased system efficiency and capacity

which are economic and growth benefits to the airlines.

FAA Reauthorization Act (2012) included the following provisions regarding

NextGen:

Funding mechanisms and deadlines for the adoption of existing navigation

and surveillance technology

Mandates development of navigation procedures and creation of an

Oversight Board with stakeholder participation to provide better oversight

ALPA participation on the NextGen Advisory Committee (NAC) and the Next

Generation Air Transportation System (NGATS) Institute puts ALPA in

leadership positions to steer the various NextGen initiatives.

Initiative 5: Promote “just culture,” providing greater protections for individuals

submitting reports from discipline and/or certificate actions, and limit how FOQA and

ASAP information could be used in civil litigation.

The FAA Reauthorization Bill of 2012 contained language that strengthened

protections for data collected as part of ASAP and FOQA programs

Initiative 6: Work to achieve effective FT/DT regulations consistent with ALPA policy

and to bring FRMS into an integrated implementation phase

FAA issued a Final Rule on Pilot Fatigue in December 2011 that incorporated:

Maximum flight duty periods and flight time limits based on the type of

flight and time of day it begins

10 hour minimum rest period

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New cumulative fight duty and flight time limits

Airlines may develop alternative ways of mitigating fatigue based on

science and validated by the FAA via an FRMS

The new rules do not apply to cargo operations

ALPA is actively advocating that Congress pass legislation to have the FTDT

regulations apply to cargo operations

ALPA sponsored a FTDT Conference with representatives from ALPA,

government agencies, airlines and other labor groups to explore how the Final

Rule could be put into practice, and how the industry can implement FRM

programs.

Initiative 7: Petition FAA and Transport Canada for the establishment of an

occupational safety and health division and effective Professional Standards programs

Discussion is underway with FAA and TC with an ALPA White Paper used as

the basis of the association’s position. It appears that under Canada Labour

Code Occupational Health is indeed the responsibility of TC

Delegate Committee 4—Finance/MCF/Strike Policy and Planning

Conducted a comprehensive review of ALPA’s resources from a structural, financial,

and staff complement standpoint. The focus of the discussion included industry key

indicators, ALPA membership and dues income, ALPA reengineering initiatives, and

several union accounts (A&S, SMRA, OCF, MCF), among other topics.

Initiative 1: Support the efforts of the Special Committee for Finance, Structure, and

Services (SCFSS) as it reviews and makes recommendations to ALPA’s governing

bodies regarding resource levels and allocation of resources to address the demands for

additional services by LECs, MECs, national projects and services, and our members.

October 2011 Executive Board adopted revisions to Section 60 policies,

including:

Streamline allocation of dues into 4 funds (A&S, MEC, LEC, OCF) and

permit refunds from MEC account surpluses under certain conditions

Refine and expand use of OCF regarding supplementary funding to MECs

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$500k off-the-top dues allocation after Mansfield settlement loan is paid off

to be used for strategic purpose such as MCF funding

Other policies to increase cost efficiency

Establishment of a Resource Planning Team

SCFSS recommendations to the 2012 Board of Directors:

Phase out of non-status reps

All pilot wage deferrals into 401(k) or Canadian equivalent plans should be

subject to dues

Raise threshold for a special MEC meeting to 50% + 1 when in the OCF

Initiative 2: Support and encourage the goal of negotiating company-paid Flight Pay

Loss in all future bargaining opportunities, as set forth in Section 40 Part 5.K.4. of the

ALPA Administrative Manual.

Transition and protocol agreements for recent airline mergers (PCL-MSA-CJC,

ATN-SWA, CAL-UAL, ASA-XJT) provided for company paid FPL and other

MEC expenses

Delegate Committee 5—Communications/Public Relations/PDG

Examined how ALPA can increase the effectiveness of its communications both

internally and externally to reconnect our pilots to their union, helping them

understand what their union does for them on an every day basis, and that together,

WE ARE ALPA.

Initiative 1: Effective communications with our members is the key to maintaining a

strong, unified Union. The entire Association - the Board of Directors, our MECs and

LECs, and our union leadership – must pursue and support initiatives to promote

ALPA’s message. Continuing to build on our robust use of technologies, tactics and

media, we must stay ahead of the curve and determine what new ways we should

deliver our messages.

Refocused national publications for the “sound bite generation” to include

industry news, more human interest stories, infographics, and other items that

are relevant to our members

Reinvigorated MEC and LEC newsletters

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Implemented new technologies for distribution (ePubs) and interactive tactics

such as QR codes

Developed ALPA Daily for staff and elected leaders

Enhanced ALPA’s Social Media suite

Created ALPA Mobile app

Launched the FlightDeck, a video podcast featuring industry news, pilot

profiles, etc.

Initiative 2: Communicating ALPA’s message is of utmost importance, we must also

remain relevant to our members and determine what other information they need and

want to hear from their Union.

Conducted an All-Member Survey to determine what members want ALPA to

inform them about, and how they want to receive that information

Enhanced internal marketing of ALPA causes, products, and services in

various communications vehicles

Initiative 3: Elevate communications efforts to the media, Capitol Hill, Parliament Hill

and industry forums.

Implemented robust, proactive external communications program that

included media interviews, press statements, op-eds, and advertisements.

Initiative 4: ALPA’s brand is much more than the ALPA logo or the membership pin, it

is ALPA’s mission. ALPA’s message should be undeniably woven into every internal

and external message, including membership campaigns, bargaining initiatives, safety

and security endeavors, recruiting efforts, legislative agendas, and outreach to future

aviators.

Developed the ALPA Brand Guidelines, brand materials and a communicated

a brand strategy to promote ALPA’s brand and enhance awareness and

understanding of what ALPA is and what it does for its members, the industry

and the traveling public.

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ALPA’s Education Committee built relationships with AABI-accredited flight

schools and established ACE Clubs at Embry-Riddle Daytona Beach, UND, etc.

Delegate Committee 6—Legal, Grievance & Mergers

Focused its discussions on issues relating to career security, mergers, and merger

policy. Delegates considered current developments in the merger arena, including

implementation of the revised ALPA Merger and Fragmentation Policy, and proposals

related to enhancing career security.

Initiative 1: Risk management - from the establishment of Kitty Hawk to the

development of duty of fair representation insurance to our resources, policies and

practices – has been a cornerstone of protecting the viability of the Association. These

efforts have collectively shielded us from significant risks and financial exposure.

Expansion and refinement are necessary to continue to preserve the viability of the

Association and the services we provide to our members. This includes a strong

emphasis on the training and education of our members, pilot representatives and

MECs regarding their roles and responsibilities, and the purpose and application of the

Association’s risk management policies and procedures.

Section 40 risk management policies implemented in 2010 and refined by the

Executive Board in April 2012.

Policy was successfully applied to lump sum payments negotiated at PCL,

ATL and TSA

Expanded training modules at the Leadership Training Conference and by the

Resource Planning Team in presentations to MECs regarding roles and

responsibilities of pilot representatives, current legal issues and risk

management

On-going management of ALPA’s insurance program with Kitty Hawk to

protect the viability of the Association.

Extensive resources and efforts dedicated to protecting the Association in the

Brady case and other significant litigation.

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Delegate Committee 7—Government Affairs & Regulatory

Reviewed ALPA’s current legislative and regulatory initiatives for the U.S. and Canada,

including a discussion of comprehensive energy and transportation policies, ALPA’s

involvement on Capitol Hill, its political action program (ALPA-PAC), and ALPA’s

position on foreign ownership and control.

Initiative 1: ALPA must continue to promote the establishment of national level

aviation policies to promote financially stable U.S. and Canadian airline industries.

(specific priorities identified by the BOD presented below)

ALPA participated on the Future of Aviation Advisory Committee (FAAC) and

made recommendations to the Department of Transportation Secretary in

December 2010 (certain recommendations presented below)

Development of ALPA’s Level The Playing Field (LTPF) legislative and

regulatory initiative

Initiative 2: Continue to oppose efforts to modify foreign ownership and/or control

limitations that would not benefit ALPA members

In coordination with the AFL-CIO Transportation Trades Department (FFD),

informed the DOT in May 2012 that the TTD believes the U.S. should not

support a proposed Multilateral Convention on Foreign Investment in Airlines

moving forward at ICAO

LTPF priority to maintain the current foreign ownership and cabotage

restrictions in the U.S.

Initiative 3: Ensure that U.S. and Canadian airlines must receive a fair share of

international flying opportunities

LTPF priority that Congress should pass legislation ensuring there is a close

correlation between the proportion of revenue a U.S. airline receives from a

revenue sharing arrangement regarding international flying and the amount of

actual flying performed (Along the lines of H.R. 4788)

Initiative 4: Establishing and maintaining international aviation policies that provide an

effective balance between economic, security, airline and worker interests and priorities,

including opposition to pilot outsourcing

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Export-Import Bank Reauthorization Act of 2012 includes important safeguards

for U.S. airlines and their employees regarding the bank’s financing of U.S.

manufactured wide body aircraft to overseas airlines.

Directs Secretary of Treasury to pursue negotiations with all countries that

finance wide body aircraft with government funds to reduce export credit

financing, with the goal of eliminating such financing

Increase in transparency on proposed bank financing with public comment

Require economic and job impact studies

Bank is required to undertake studies regarding domestic content

FAAC recommendation to foster conditions that enable global airline alliances

and manufacturers and protect and create U.S. industry jobs.

LTPF priority that the DOT look to strengthen its new entrant requirements for

start up airlines to set higher financial standards

Initiative 5: Support efforts to relieve tax and fee burdens on airlines

FAAC recommendation that the DOT commission an independent study of the

impact of federal aviation tax burdens

LTPF priority to promote a rational, common-sense aviation taxation policy

that promotes the airline industry’s viability and growth

LTPF priority for the U.S. to increase the number of visas to be issued to

potential travellers from China to promote tourism

Initiative 6: A rebalance of U.S. DOT policy goals to place a greater emphasis on the

importance of available domestic airline industry relative to pro-consumer and

competitive public interest factors

LTPF priority to reform “passenger protection” regulations to give greater

weight to the economic impact government decisions will have on affected

airlines and their workers

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Initiative 7: Promoting policies to ensure the airline industry attracts and retains highly

qualified and talented employees and increases stable, good-paying jobs for our citizens

Initiative 8: Ensuring effective funding of NextGen

FAA Reauthorization Act (2012) included the following provisions regarding

NextGen:

Funding mechanisms and deadlines for the adoption of existing navigation

and surveillance technology

Mandates development of navigation procedures and creation of an Oversight

Board with stakeholder participation to provide better oversight

Initiative 9: Enactment of bankruptcy legislation to reestablish collective bargaining as

the primary means to make any changes to a labor contract and to clarify that a union

may seek damages from the employer, or strike, if the bankruptcy process results in

forced changes to a CBA

LTPF priority to advocate that Congress act to overhaul the Section 1113

process and return it to its original intent of providing a fair process to balance

the need for economic restructuring for distressed employers with a basic level

of protections for workers’ vested interests

Initiative 10: Promoting initiatives to stop oil speculation to reduce the volatility of oil

prices and the impact on the airline industry, along with opposition to Cap and Trade

and other similar proposals that would harm the airline industry

LTPF priority to advocate for the passage of S.1598, the Anti-Excessive

Speculation Act, which curbs oil speculation while allowing legitimate hedging

Initiative 11: ALPA must continue efforts to use regulatory, legal and bipartisan

legislative processes to advance ALPA’s goals regarding the effective processing of

collective bargaining under the CLC and RLA, including supporting NMB-

recommended changes to its administrative practices regarding mediation services

delivery

FAAC recommendation to urge the NMB to expeditiously implement Dunlop

2’s recommendations

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Dunlop 2 recommendations have been implemented by the NMB

Delegate Committee 8—Organizing

Reviewed ALPA’s organizing efforts and membership initiatives. Members of the

Committee engaged in spirited debate on ALPA’s past and present internal and

external organizing activities, including the structure, process, and financing of

organizing in the U.S. and Canada.

Initiative 1: ALPA’s Organizing Task Force to develop methodologies to measure the

value of adding prospective pilot groups to ALPA, develop cost-benefit metrics

regarding the cost of organizing and representing new pilot groups, and develop broad

goals for ALPA’s organizing efforts, including criteria for identifying organizing

targets.

The OTF should identify and develop internal organizing goals designed to foster

member support for the goals and priorities of the union

The OTF developed metrics, criteria and methodologies regarding whether to

organize and represent a new pilot group, including:

Decision points when considering whether to pursue a campaign

Resources for a campaign

Resources to represent a pilot group

Strategic goals

OTF decided to put external organizing activities on hold for 2012 to ensure all

ALPA resources are dedicated to support the bargaining and other

representation activities of its members

Development of an Internal Organizing work plan

Telephone and web survey of membership to better identify what matters

to our members

Focus groups with employees to get input on key issues and concerns, with

similar groups planned for members and pilot leadership

Evaluation of the Association’s outreach strategies

23

Role of the Resource Planning Team

Enhanced ALPA’s communications tools, including the development of the

ALPA Daily for the elected pilot leadership and staff

25


STRATEGIC PLAN DISCUSSIONS AND ACTION ITEMS

by

BOD DELEGATE COMMITTEES

BOARD OF DIRECTORS

OCTOBER 2012

27

BOD Delegate Committee 1

Subject Matter: Structure

2010 BOD Priorities:

1. ALPA reaffirms the value of, and ALPA’s commitment to, code-share family

information sharing and the development of pilot alliances within network

families to support the principles of career protection, progression, contract,

and professional standards.

2. Information sharing and coordination is also integral across all pilot group

lines and within and between network, cargo, and FFD carriers, along with

engagement inside and between international pilot alliances.

3. In order to enhance contract standards, coordination and planning should

include national Collective Bargaining Committee and national Retirement &

Insurance Committee information regarding substantive targets, bargaining

models, and pilot group best practices.

4. The Board of Directors recommends that all ALPA MECs establish and

maintain strategic plans.

5. In support of these recommendations ALPA shall expand efforts to train and

support the development and maintenance of MEC strategic plans, including

availability of examples, structures, and templates.

6. The BOD tasks the SRSRC to perform a review and offer recommendations on

specific national and presidential committee chairmen attendance at the BOD.

Further, the SRSRC will also review committee written report requirements in

current policy language recognizing the value of written committee reports in

reporting recent committee actions.

ALPA Departments and National Committees Supporting Delegate Committee #1:

1. Departments

Representation

Economic & Financial Analysis

28

Membership

Information Technology

General Manager

2. National Committees

Strategic Planning Committee

Special Representational Structure Review Committee

Collective Bargaining Committee

Recommended Delegate Committee Activities:

1. Strategic Planning Presentations and Discussions

An overview of the purpose and role of the Resource Planning Team

established in policy by the Executive Board.

Resource Planning Team – Strategic Planning Elements. This includes an

overview of MEC Strategic Planning, its purpose, approaches and results.

Coordination issues within and between pilot alliances.

An update on the role and activities of international pilot alliances,

including an overview of the Global Pilot Symposium.

2. Strategic Planning Committee Recommended Action Items for Delegate

Committee #1:

Code-share family information sharing and development of pilot alliances

to support the principles of career protection, progression, contract and

professional standards

Information sharing and coordination across pilot group lines and within

and between network, cargo and FFD carriers, along with international pilot

alliances

All ALPA MECs shall establish and maintain strategic plans, and ALPA

shall expand efforts to train and support the development and maintenance

of strategic plans.

Establish a more systematic role for the Resource Planning Team and

resources to advise and support MEC, including incorporation into MEC

strategic planning.

29

3. Report to Plenary:

Overview of briefings, discussions, findings and conclusions within

delegate committee

Action Items adopted by delegate committee

30


Subject Matter: Collective Bargaining and Retirement & Insurance


1. Pattern bargaining and mutual support across pilot group lines is essential to

enhance contract provisions and establish favorable ranges and standards for

all contracts. ALPA and its MECs must reevaluate and focus on advancing

contract standards which have been established for the long-term career

interests of members and of the profession.

2. Acceptable pay ranges and standards for work rule, benefit, and job security

provisions established by the Collective Bargaining and National R&I

Committees should be actively incorporated into MEC planning and

negotiations.

3. With the growing emphasis on establishing new benefits and improving the

existing Retirement and Insurance provisions, ALPA and its MECs need to

continue to effectively mainstream the negotiation of R&I issues and better

coordinate negotiation of benefits, work rules, pay and job security provisions.

4. MECs should establish strategic approaches to contract enforcement to ensure

that their contract enforcement strategies are consistent with their collective

bargaining strategies and goals.


1. Departments

Economic and Financial Analysis

Representation

Retirement and Insurance



National Retirement & Insurance Committee

Flight Time/Duty Time Committee

31



Resource Planning Team – Representation Elements. This includes an

overview of the negotiations process and phases, roles in negotiations, and

alternative bargaining models.

Industry Overview, including airline financial results, industry trends and

outlook.

Historical bargaining cycles, pattern bargaining trends and factors that will

affect collective bargaining going forward.

Retirement and Insurance issues in contract negotiations, including efforts

to mainstream R&I issues and National R&I Committee benchmarking of

pilot contract benefits.


Committee #2:

Confirm that ALPA and MECs should continue to focus on advancing

contract standards via pattern bargaining and mutual support, and that

bargaining targets, trends and ranges should be used by MEC negotiating

committees to develop effective negotiating goals, proposals and timelines

to maximize outcomes in bargaining.

Discuss the desirability that ALPA and MECs take into account the ever-

changing political, economic, legal and industry environment in developing

bargaining strategies and MEC strategic plans to maximize outcomes for its

members.

Promote the development of new bargaining strategies and models that

recognize and adapt to the changing environment.

Recommend that consideration of the internal and external environment,

and new strategies and models be a major element of ALPA’s training

curriculum for negotiating, R&I and SPC committees, MEC training and

ALPA’s Leadership Training Conference.

Continue to plan for bargaining that will coincide with implementation of

new Flight Time/Duty Time regulations and build resources that can be

made available to MECs.

32



delegate committee


33


Subject Matter: Safety, Security, Pilot Assistance, and Flight Time/Duty Time


1. Continue to promote a safe and secure working environment for the piloting

profession with

Establishment of secondary barrier standards

Relating to the carriage of hazardous materials

Continued enhancements to the FFDO program

Establishment of policy to ensure the safe integration of UAV/UAS

operations in the NAS

2. Promote a trust-based security system that includes the implementation of

CrewPASS.

A great deal of information exists about the majority of individuals that

move through airport security screening points and board our aircraft. A

trust-based security system utilizes that information and allows security

screeners to focus more attention on individuals that are not “known.” This

in turn leads to more efficient and effective use of security resources.

CrewPASS is a subcomponent of a trust-based security system because it

allows for specialized screening of airline pilots, who are known quantities.

It should be a priority for implementation at each ALPA carrier.

3. Promote Threatened Airspace Management concept to all appropriate agencies,

including, but not limited to, TSA, FAA, Transport Canada, and RCMP to

create an effective warning system for flight crews and enhanced ATC crisis

management procedures.

4. Enhance pilot selection, training, qualification, mentoring and professional

development in order to meet the needs of our industry and membership.

5. Promote the modernization of the U.S./Canada Airspace System to increase

system efficiency and capacity, which would be of economic and growth

benefit to the airlines.

34

6. Promote “Just Culture” and voluntary safety reporting programs, provide

greater protections for individuals submitting reports from discipline and/or

certificate actions, and oppose the use of FOQA and ASAP information in civil

litigation.

7. Work to achieve effective FT/DT regulations consistent with ALPA policy.

8. Work with IFALPA, ICAO, and industry to bring FRMS out of the

development phase and into an integrated implementation phase.

9. Petition the FAA and Transport Canada for the establishment of an

occupational safety and health division. Authority would be given to direct,

train, equip, gather data, analyze, inform, set standards and enforce regulation

protecting the health of aircrew in our workplace.

10. Petition the FAA and Transport Canada to advocate for effective Professional

Standards programs at all commercial airlines consistent with ALPA policy.


1. Departments

Engineering and Air Safety

Legal


Air Safety Organization

Aviation Safety

Aviation Security Committee

Pilot Assistance

Flight Time/Duty Time Committee

President’s Committee for Cargo

President’s Committee for Remote Operations



35

An overview of the implementation of Known Crewmember (KCM),

including a status of airports, airline participation/subscription process

barcode distribution and pilot signup, and mechanics of pilot access.

First Officer Qualifications, including an overview of the 2010

Legislation/Law requiring ATP effective Aug 1, 2013 and the FAA NPRM

issued Feb 2012 establishing credit scheme and new “restricted” ATP.

Unmanned Aerial Systems – Remotely Piloted Aircraft, including Military

and Security Applications, Proposed commercial operations and integration

into the NAS, and the regulatory process underway and ALPA

participation.

FFDO Status, including program funding and carriage.

An overview of the new FTDT regulations (FAR 117).


Committee #3:

With the development of an industry standard for cockpit secondary

barriers, ALPA needs to focus on advocating for voluntary equipage on our

airliner fleets

Advocate the elevation of ICAO technical instructions on lithium batteries

to ICAO standards and to press DOT for a PHMSA or FAA regulation

regarding the carriage of lithium batteries.

Continue to pursue improvements to FFDO the program.

Continue to insure the safe integration of UAV/UAS operations in the NAS

Promoting a trust-based security system focused on shifting the U.S.

government’s security screening philosophy away from screening for

objects and on to screening for hostile and criminal intent continues to be a

top priority.

With the implementation of KCM, the program efforts need to focus on

having all ALPA carriers subscribe to the program

Continue to promote the modernization of the US/Canada Airspace System

– including advocacy for effective equipage, policies and procedures – to

increase system efficiency and capacity to enhance growth and economic

benefits to the industry and profession.

36

Continue to work with ALPA MEC’s and FAA to insure ASAP and FOQA

programs are working properly and to further improve the non-punitive

aspects of the programs.

Work through the legislative process to include cargo airline operations in

FAR 117

Work with the ALPA MECs to insure to proper development and

implementation of Fatigue Risk Management Programs (FRMP) at the

individual airlines.

Continue to advocate for the establishment of an occupational safety and

health division and effective Professional Standards programs



delegate committee


37


Subject Matter: Finance, Major Contingency Fund, Strike Policy and Planning


1. Support the efforts of the Special Committee for Finance, Structure, and

Services (SCFSS) as it reviews and makes recommendations to ALPA’s

governing bodies regarding resource levels and allocation of resources to

address the demands for additional services by LECs, MECs, national projects

and services, and our members.

2. Charge the SCFSS to evaluate the frequency and scope of further reviews of the

finances, structure, and services of ALPA.

3. Support and encourage, for financial consideration, the goal of negotiating

company-paid Flight Pay Loss in all future bargaining opportunities, as set

forth in Section 40 Part 5.K.4. of the ALPA Administrative Manual.


1. Departments

Finance

General Manager


Special Committee for Finance, Structure and Services



Resource Planning Team – ALPA Resources and Finances Elements.

ALPA Financial Update and MCF outlook.

Overview of the activities of the Special Committee for Finance, Structure

and Services (SCFSS), including policies adopted by the October 2011

Executive Board and recommendations to the 2012 Board of Directors.

38


Committee #4:

The Major Contingency Fund is one of ALPA’s most important strategic

and financial assets. The Association should continue to pursue budgeting

practices and policies to both reduce the demands on, and improve the

funding of, the MCF.



delegate committee


39


Subject Matter: Communications, Public Relations and Professional

Development


1. Effective communications with our members is the key to maintaining a strong,

unified union. The entire Association - the Board of Directors, our MECs and

LECs, and our union leadership – must pursue and support initiatives to

promote ALPA’s message. Continuing to build on our robust use of

technologies, tactics, and media, we must stay ahead of the curve and

determine new ways to deliver our messages.

2. While communicating ALPA’s message is of the utmost importance, we must

also remain relevant to our members and determine what other information

they need and want to hear from their union.

3. The union must continue to position itself by pushing its agenda to U.S.,

Canadian, and international governments, regulators, and industry partners to

ensure that the pilots’ perspective and ALPA’s priorities are incorporated into

regulatory and legislative actions that will affect airline pilots, especially our

members.

Includes educating various audiences that ALPA’s historical record of

influence in matters of safety and security, legislation, and collective

bargaining is unparalleled. ALPA must continue to harness its authority in

these areas. Moreover, ALPA must strive to centrally locate its educational

resources to best meet the needs of its membership as well as the general

public interested in aviation.

Provide continuing education programs and mentoring for members using

conferences, written instructions and computer-based instruction.

4. ALPA must also leverage its influence and actions to enhance media messaging

and coverage of pilot, union and industry issues to protect the integrity of the

piloting profession.

5. ALPA’s brand is much more than the ALPA logo or the membership pin, it is

ALPA’s mission. ALPA’s message should be undeniably woven into every

40

internal and external message, including membership campaigns, bargaining

initiatives, safety and security endeavors, recruiting efforts, legislative agendas,

and outreach to future aviators.

The Association must develop new tactics and initiatives to promote

ALPA’s brand to enhance awareness and understanding of what ALPA is

and what it does for its members, the industry and the traveling public.


1. Departments

Communications

Information Technology


Professional Development Group

Education Committee

Leadership Committee

Membership Committee

Furloughed Pilots Support Network

Veterans’ Affairs

Strategic Preparedness and Strike Committee



Resource Planning Team – Communications Elements, including effective

communications strategies and services, and the roles of MEC Strategic

Planning Committees and the Strategic Preparedness and Strike Committee.

An overview of ALPA’s Branding strategy, and next steps in the process.

Bargaining cycles, alternative bargaining models, factors that will affect

collective bargaining going forward and the linkage between the bargaining

environment and communications strategies.

SPSC overview of Forging New Tools to adapt communications strategies

to an ever-changing bargaining environment.

41


Committee #5:

Build on our robust use of technologies, tactics and media to more

effectively communicate with, and become more visible to, our members.

Continue to develop new communications strategies at the national and

MEC levels – including SPC, Family Awareness and P2P - that take into

account the ever-changing political, economic, legal, airline and industry

environment. Ensure the strategies are synchronized with the bargaining

environment and MEC negotiating strategies and strategic plans, to

maximize outcomes for its members.

Continue active engagement with our membership regarding their interests,

views and priorities, including regular polling/informal surveys and face-

to-face interaction.

Expand strategic relationships with industry associations, groups and

stakeholders to more effectively promote ALPA’s priorities, enhance the

image of the Association and piloting profession, and to stay engaged and

relevant in the industry.

Further strengthen the Association’s brand by implementing and expanding

the ALPA Brand Guidelines and strictly monitoring its usage.



delegate committee


42


Subject Matter: Legal, Grievance and Mergers


1. Risk managementfrom the establishment of Kitty Hawk to the development

of duty of fair representation insurance to our resources, policies, and

practiceshas been a cornerstone of protecting the viability of the Association.

These efforts have collectively shielded us from significant risks and financial

exposure. Expansion and refinement are necessary to continue to preserve the

viability of the Association and the services we provide to our members. This

includes a strong emphasis on the training and education of our members, pilot

representatives and MECs regarding their roles and responsibilities, and the

purpose and application of the Association’s risk management policies and

procedures.


1. Departments

Legal

General Manager





Resource Planning Team – Legal Elements, including: DFR 101, Fiduciary

Responsibilities, RLA/Status Quo primer, Merger Policy and merger issues,

and Lump Sum Allocation Policy

Overview of Risk Management and Kitty Hawk Insurance Company

Litigation Update

Overview of the Ex-Im Bank litigation

Discuss implementation of Section 40 lump sum allocation policies.

43


Committee #6:

Risk management - from the establishment of Kitty Hawk to the

development of duty of fair representation insurance to our resources,

policies and practices – has been a cornerstone of protecting the viability of

the Association. These efforts have collectively shielded us from significant

risks and financial exposure. Expansion and refinement are necessary to

continue to preserve the viability of the Association and the services we

provide to our members. This includes a strong emphasis on the training

and education of our members, pilot representatives and MECs regarding

their roles and responsibilities, and the purpose and application of the

Association’s risk management policies and procedures.



delegate committee


44


Subject Matter: Government Affairs and Regulatory


1. ALPA must continue to promote the establishment of national level aviation

policies to promote financially stable U.S. and Canadian airline industries. This

should include:

Continuing to oppose efforts to modify foreign ownership and/or control

limitations that would not benefit ALPA members.

Ensuring that U.S. and Canadian airlines must receive a fair share of

international flying opportunities.

Establishing and maintaining international aviation policies that provide an

effective balance between economic, security, airline, and worker interests

and priorities, including opposition to pilot outsourcing.

Supporting efforts to relieve tax and fee burdens on airlines.

A rebalance of U.S. DOT policy goals to place a greater emphasis on the

importance of available domestic airline industry relative to pro-consumer

and competitive public interest factors.

Promoting policies to ensure the airline industry attracts and retains highly

qualified and talented employees and creates stable, good-paying jobs for

our citizens.

Ensuring effective funding of the Next Generation Air Transportation

system (NextGen).

Enactment of bankruptcy legislation to reestablish collective bargaining as

the primary means to make any changes to a labor contract and to clarify

that a union may seek damages from the employer, or strike, if the

bankruptcy process results in forced changes to a collectively bargained

agreement.

Promoting initiatives to stop oil speculation to reduce the volatility of oil

prices and the impact on the airline industry, along with opposition to Cap

and Trade and other similar proposals that would harm the airline industry.

45

2. ALPA must continue efforts to use regulatory, legal and bipartisan legislative

processes to advance ALPA’s goals regarding the effective processing of

collective bargaining under the Railway Labor Act, including supporting NMB-

recommended changes to its administrative practices regarding mediation

services delivery.


1. Departments

Government Affairs

Economic and Financial Analysis

Legal


International Affairs Committee

Air Safety Organization

Aviation Sustainability and the Environment



Leveling the Playing Field (LTPF), ALPA’s policy white paper on

recommended legislative and regulatory priorities to enhance the business

environment for airlines in the U.S., defending U.S. jobs in the international

marketplace, and enhancing international aviation safety regulations

through ICAO.

Overview of the activities of the International Affairs Committee to inform

the DOT and DOS of the importance of maintaining the current foreign

ownership and cabotage restrictions in the U.S.

ALPA-PAC – Building a PAC-Partisan Congress, including the role of

ALPA-PAC and efforts to build relationships in Congress to promote

ALPA’s pilot partisan agenda.

46


Committee #7:

Continue to promote the establishment of national aviation policies to level

the playing field for ALPA carriers and promote financially stable U.S. and

Canadian airline industries.

Maintain the current foreign ownership and cabotage restrictions in the U.S.

Educate Congress, DOT, USTR and DOS on the dangers of modifying

foreign ownership/and or control limitations, and continue engagement

with DOD to ensure Pentagon support for no changes to the current rules.

Work with Congress to pass legislation ensuring there is a close correlation

between the proportion of revenue a U.S. airline receives from a

revenue/profit sharing arrangement regarding international flying and the

amount of actual flying performed.

Ensure effective implementation of the safeguards in Export-Import Bank

Reauthorization Act of 2012 with the goal of eliminating wide body aircraft

export credit agency financing and the consequential negative impact on

U.S. airline jobs.

Continue to promote a rational, common-sense aviation taxation policy that

promotes the airline industry’s viability and growth. Work with Congress

and the Administration to oppose the EU ETS.

Pursue reform of “passenger protection” regulations to give greater weight

to the economic impact government decisions will have on affected airlines

and their workers

Work to ensure the DOT strengthens its new entrant requirements for start

up airlines to set higher financial standards

Work with Congress to pursue legislative changes to Section 1113 to return

it to its original intent of providing a fair process to balance the need for

economic restructuring for distressed employers with a basic level of

protections for workers’ vested interests

Continue to support legislative efforts to crackdown on oil speculation

while allowing legitimate end-users to engage in legitimate hedging.


Overview of briefings, discussions, findings, and conclusions within

delegate committee


47


Subject Matter: Organizing


1. ALPA’s Organizing Task Force should develop a methodology to measure the

projected value of adding any prospective pilot group to ALPA. This method

should measure the overall value, including the tangible and intangible

benefits, the pilot group would bring to the Association and the piloting

profession as a member of ALPA.

2. ALPA’s Organizing Task Force should evaluate the tactics and techniques of

the organizing process in order to optimize the cost effectiveness of the process,

including the costs directly related to securing the representation vote and

those costs required to establish the structure, organization, and initial contract

for a new member group.

3. Based on the foregoing cost and benefit analyses, the Organizing Task Force

should develop broad goals for ALPA’s general organizing efforts, and specific

criteria and methods for identifying particular airlines as organizing targets.

4. Composition of and all work produced by the Organizing Task Force pursuant

to this resolution shall include and recognize the regional, cultural, regulatory,

and national differences among current and potential member pilot groups.

5. ALPA’s Organizing Task Force should identify and develop internal

organizing goals designed to foster member support for the goals and priorities

of the union and are beneficial to increasing awareness among pilots of ALPA’s

organizing campaigns. The goal of these efforts is to develop every ALPA pilot

into an advocate.


1. Departments

Representation

Communications

48

General Manager


Organizing Task Force



Presentation on the results of ALPA’s Internal Organizing Poll.

An overview of the Organizing Metrics developed by the Organizing Task

Force.


Committee #8:

The Board of Directors affirms the organizing metrics, criteria and methods

adopted by ALPA’s Organizing Task Force pursuant to the 2010 Board of

Directors’ Strategic Plan Priorities. Deciding to organize new pilot groups

must be based on:

The benefits that both ALPA would bring to that pilot group and which

that pilot group would bring to ALPA;

The showing of sufficient support with the pilot group to proceed with a

campaign with a high likelihood of success

Whether ALPA has sufficient resources to both run an organizing

campaign and to represent the pilot group if the campaign is successful

without diverting resources necessary to represent existing pilot groups

Whether ALPA has sufficient resources to both run an organizing

campaign and to represent the pilot group if the campaign is successful

without diverting resources necessary to represent existing pilot groups

Whether ALPA’s strategic goals and priorities are furthered or met by

organizing the new pilot group

Strengthen ALPA by increasing member support for the mission of the

Association, enhancing member awareness about the resources the

Association provides, and inspiring and empowering our members to

become more involved in their union.

49



delegate committee


51


RECOMMENDED AGENDA ITEMS

by

BOD DELEGATE COMMITTEES 1-8

BOARD OF DIRECTORS

OCTOBER 2012

Delegate Committee #1 53


44TH REGULAR BOARD OF DIRECTORS MEETING

October 15-18, 2012

SUBJECT

Strategic Priorities – Structure

SOURCE

President Lee Moak

BACKGROUND INFORMATION


is to identify major issues, trends, risks and opportunities that span the breadth of the





adopting a series of agenda items identifying the Association strategic plan priorities, to

guide the direction of the union. ALPA’s leadership – it’s National Officers, National













The SPC’s report to the 2010 Board of Directors built on the foundation laid by the 2008

BOD. The committee’s report included a report card summarizing the initiatives

undertaken to support each priority, including what had been accomplished and what

work remained. The SPC recommended updated strategic plan priorities, some of

which were priorities in the 2008 plan – repeated in 2010 either because of the

importance of the union reaffirming certain key goals or that work remained on the


issue – and others which arise in the ongoing cycle of issue prioritization and

recalibration of goals. Each delegate committee received briefings from subject matter

experts on key industry, profession and Association issues and activities; discussed the

issues and recommended SPC priorities; and put its imprint on the final strategic plan

priorities which were unanimously approved by the Board of Directors.





experts and leadership within the Association.

The proposed resolution below reflects the SPC’s recommended strategic plan priorities

for ALPA Structure.

PROPOSED RESOLUTION

RESOLVED that the Board of Directors endorses the following items as ALPA Strategic

Plan Priorities related to ALPA’s Structure:

Code-share family information sharing and development of pilot alliances to

support the principles of career protection, progression, contract and

professional standards.

Information sharing and coordination across pilot group lines and within and

between network, cargo and FFD carriers, along with international pilot

alliances .

All ALPA MECs shall establish and maintain strategic plans, and ALPA shall

expand efforts to train and support the development and maintenance of

strategic plans.

Establish a more systematic role for the Resource Planning Team and resources

to advise and support MEC, including incorporation into MEC strategic

planning.




October 15-18, 2012

SUBJECT

Strategic Priorities – Collective Bargaining/Retirement & Insurance

SOURCE

President Lee Moak








































for Collective Bargaining and Retirement & Insurance.

PROPOSED RESOLUTION

RESOLVED that the Board of Directors endorses the following items as principles and

priorities within Collective Bargaining and Retirement & Insurance:

Confirm that ALPA and MECs should continue to focus on advancing contract

standards via pattern bargaining and mutual support, and that bargaining

targets, trends and ranges should be used by MEC negotiating committees to

develop effective negotiating goals, proposals and timelines to maximize

outcomes in bargaining.

Discuss the desirability that ALPA and MECs take into account the ever-

changing political, economic, legal and industry environment in developing

bargaining strategies and MEC strategic plans to maximize outcomes for its

members.

Promote the development of new bargaining strategies and models that

recognize and adapt to the changing environment.

Recommend that consideration of the internal and external environment, and

new strategies and models, be a major element of ALPA’s training curriculum

for negotiating, R&I and SPC committees, MEC training, and ALPA’s

Leadership Training Conference.

Continue to plan for bargaining that will coincide with implementation of new

Flight Time/Duty Time regulations and build resources that can be made

available to MECs.




October 15-18, 2012

SUBJECT

Strategic Priorities – Safety/Security/FTDT

SOURCE

President Lee Moak








































for Safety, Security, and Flight Time/Duty Time.

PROPOSED RESOLUTION


Plan Priorities regarding Safety, Security, and Flight Time/Duty Time:

With the development of an industry standard for cockpit secondary barriers,

ALPA needs to focus on advocating for voluntary equipage on our airliner

fleets.

Advocate the elevation of ICAO technical instructions on lithium batteries to

ICAO standards and to press DOT for a PHMSA or FAA regulation regarding

the carriage of lithium batteries.

Continue to pursue improvements to the FFDO program.

Continue to ensure the safe integration of UAV/UAS operations in the NAS.

Promoting a trust-based security system focused on shifting the U.S.

government’s security screening philosophy away from screening for objects

and on to screening for hostile and criminal intent continues to be a top

priority.

With the implementation of KCM, the program efforts need to focus on having

all ALPA carriers subscribe to the program.

Continue to promote the modernization of the US/Canada Airspace System –

including advocacy for effective equipage, polices and procedures – to increase

system efficiency and capacity to enhance growth and economic benefits to the

industry and profession.


Continue to work with ALPA MEC’s and FAA to insure ASAP and FOQA

programs are working properly and to further improve the non-punitive

aspects of the programs.

Work through the legislative process to include cargo airline operations in FAR

117.

Work with the ALPA MECs to ensure the proper development and

implementation of Fatigue Risk Management Programs (FRMP) at the

individual airlines.

Continue to advocate for the establishment of an occupational safety and health

division and effective Professional Standards programs.




October 15-18, 2012

SUBJECT

Strategic Priorities – Finance/MCF/Strike Policy and Planning

SOURCE

President Lee Moak








































for Finance, Major Contingency Fund, Strike Policy and Planning.

PROPOSED RESOLUTION

RESOLVED that the Board of Directors endorses the following items as Strategic Plan

Priorities and findings regarding Finance, Major Contingency Fund, and Strike Policy

and Planning:

The Major Contingency Fund is one of ALPA’s most important strategic and

financial assets. The Association should continue to pursue budgeting

practices and policies to both reduce the demands on, and improve the funding

of, the MCF.




October 15-18, 2012

SUBJECT

Strategic Priorities – Communications/Public Relations/PDG

SOURCE

President Lee Moak








































for Communications, Public Relations, and Professional Development.

PROPOSED RESOLUTION


Plan Priorities related to ALPA Communications, Public Relations, and Professional

Development:

Build on our robust use of technologies, tactics and media to more effectively

communicate with, and become more visible to, our members.

Continue to develop new communications strategies at the national and MEC

levels – including SPC, Family Awareness and P2P - that take into account the

ever-changing political, economic, legal, airline and industry environment.

Ensure the strategies are synchronized with the bargaining environment and

MEC negotiating strategies and strategic plans to maximize outcomes for its

members.

Continue active engagement with our membership regarding their interests,

views and priorities, including regular polling/informal surveys and face-to-

face interaction.

Expand strategic relationships with industry associations, groups and

stakeholders to more effectively promote ALPA’s priorities, enhance the image

of the Association and piloting profession, and to stay engaged and relevant in

the industry.

Further strengthen the Association’s brand by implementing and expanding

the ALPA Brand Guidelines and strictly monitoring its usage.




October 15-18, 2012

SUBJECT

Strategic Priorities – Legal/Grievance/Mergers

SOURCE

President Lee Moak








































for Legal, Grievance and Mergers.

PROPOSED RESOLUTION


Plan Priorities related to Legal, Grievance, and Mergers:

Risk management – from the establishment of Kitty Hawk to the development

of duty of fair representation insurance to our resources, policies and practices

– has been a cornerstone of protecting the viability of the Association. These

efforts have collectively shielded us from significant risks and financial

exposure. Expansion and refinement are necessary to continue to preserve the

viability of the Association and the services we provide to our members. This

includes a strong emphasis on the training and education of our members, pilot

representatives and MECs regarding their roles and responsibilities, and the

purpose and application of the Association’s risk management policies and

procedures.




October 15-18, 2012

SUBJECT

Strategic Priorities – Government Affairs/Regulatory

SOURCE

President Lee Moak








































for Government Affairs and Regulatory.

PROPOSED RESOLUTION


Plan Priorities related to Government Affairs and Regulatory activities:

Continue to promote the establishment of national aviation policies to level the

playing field for ALPA carriers and promote financially stable U.S. and

Canadian airline industries.

Maintain the current foreign ownership and cabotage restrictions in the U.S.

Educate Congress, DOT, USTR and DOS on the dangers of modifying foreign

ownership/and or control limitations, and continue engagement with DOD to

ensure Pentagon support for no changes to the current rules.

Work with Congress to pass legislation ensuring there is a close correlation

between the proportion of revenue a U.S. airline receives from a revenue/profit

sharing arrangement regarding international flying and the amount of actual

flying performed.

Ensure effective implementation of the safeguards in the Export-Import Bank

Reauthorization Act of 2012 with the goal of eliminating such wide body

aircraft export credit agency financing and the consequential negative impact

on U.S. airline jobs.

Continue to promote a rational, common-sense aviation taxation policy that

promotes the airline industry’s viability and growth. Work with Congress and

the Administration to oppose the EU and ETS.


Pursue reform of “passenger protection” regulations to give greater weight to

the economic impact government decisions will have on affected airlines and

their workers.

Work to ensure the DOT strengthens its new entrant requirements for start-up

airlines to set higher financial standards.

Work with Congress to pursue legislative changes to Section 1113 to return it to

its original intent of providing a fair process to balance the need for economic

restructuring for distressed employers with a basic level of protections for

workers’ vested interests.

Continue to support legislative efforts to crack down on oil speculation while

allowing legitimate end-users to engage in legitimate hedging.

Delegate Committee #8

69



October 15-18, 2012

SUBJECT

Strategic Priorities – Organizing

SOURCE

President Lee Moak





























70












for Organizing.

PROPOSED RESOLUTION

RESOLVED that the Board of Directors adopts the following action items related to

ALPA’s Strategic Plan Priorities in Organizing and in relationships with independent

pilot unions:

The Board of Directors affirms the organizing metrics, criteria and methods

adopted by ALPA’s Organizing Task Force pursuant to the 2010 Board of

Directors’ Strategic Plan Priorities. Deciding to organize new pilot groups

must be based on:

The benefits that both ALPA would bring to that pilot group and which that

pilot group would bring to ALPA

The showing of sufficient support with the pilot group to proceed with a

campaign with a high likelihood of success

Whether ALPA has sufficient resources to both run an organizing campaign

and to represent the pilot group if the campaign is successful without

diverting resources necessary to represent existing pilot groups

Whether ALPA’s strategic goals and priorities are furthered or met by

organizing the new pilot group

Strengthen ALPA by increasing member support for the mission of the

Association, enhancing member awareness about the resources the Association


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provides, and inspiring and empowering our members to become more

involved in their union.

report strategic planning committee board of directors … · 2012-08-29 · 1 introduction the...

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