Unifor Atlantic Communications Local (UACL) Vision, Mission, Values and Goals Statements

Vision, Mission, Values and Goals

Developing clear vision, mission and values statements and setting goals/priorities can be an important and integral part of developing a strong and vibrant leadership group.

Listed below are the definitions of each.

Statement	Definition	Unifor Atlantic Communications Local (UACL) Executive Board (draft)
Vision	What we wish to be in the future.	Forward thinking, determined, well prepared and collaborative.
Mission	Why we exist.	To build awareness by educating and communicating broadly.
Values	The principles and beliefs on which the group/ organization is founded and that determines people’s behaviour and (professional) relationships.	Unifor Values (Constitution)   Democratic United Open and Inclusive Solidarity Accountable and Transparent Effective Dynamic Militant Progressive Gender and Equity Union Renewal and Generational Change Leadership
Goals	An objective, written down, that once accomplished moves you toward your mission and vision.	Fairness in working conditions and job security for members in all classifications, especially those predominantly occupied by women Safety in the workplace including mental health and workplace health & safety practices Pension and benefits retention and improvements Bargaining Unit Stability/Growth including limiting attrition and contracting out Membership solidarity Ongoing member outreach and communication A dynamic and nimble approach to bargaining Emerging issues

VISION AND MISSION

We are an Executive Board that is forward thinking, determined, well prepared and collaborative. Our mission is to build awareness by educating and communicating broadly.

Our day-to-day actions will be guided by our values.

• Democratic
• Open and Inclusive
• United
• Solidarity
• Accountable and Transparent
• Effective
• Dynamic
• Militant
• Progressive
• Gender and Equity
• Union Renewal and Generational Change
• Leadership

Our goals are:

1. Fairness in working conditions and job security for members in all classifications, especially those predominantly occupied by women
2. Safety in the workplace including mental health and workplace health & safety practices
3. Pension and benefits retention and improvements
4. Bargaining Unit Stability/Growth including limiting attrition and contracting out
5. Membership solidarity
6. Ongoing member outreach and communication
7. A dynamic and nimble approach to bargaining
8. Addressing emerging issues

	Goal	Actions (the actions we’ll take to achieve our goal)
1	Fairness in working conditions and job security for members in all classifications, especially those predominantly occupied by women	1.1 Determine the replacement rate (for retirement positions). 1.2 Negotiate retraining/ retooling for employees into growth areas. 1.3 Repatriate work that’s been contracted out. 1.4 Organize contractors and partners. 1.5 Negotiate a no layoff clause. 1.6 Determine what classifications can be saved. 1.7 Determine how virtual work can be distributed/ redistributed. 1.8 Efforts to focus on worklife balance. 1.9 Number of customers = number of employees
2	Safety in the workplace including mental health and workplace health & safety practices	2.1 Workplace Productivity – Productivity Pressures, Unfair Expectations (causing errors, unsafe work practices) 2.2 Bell to adhere to Bell Aliant health & safety policies (H&S same for employees and contractors /partners). 2.3 Mental Health – ‘Let’s Talk’ to Let’s Act (status of employee mental health, get Bell to walk the talk). 2.4 Ask for reporting on employee health (training, etc.). 2.5 Undertake an employee satisfaction survey (use company survey questions) to compare to corporate results. Data can also inform bargaining priorities.
3	Pension and benefits retention and improvements	3.1 Educate and inform members about their current pension and benefit plans. 3.2 Seek to enhance the defined contribution pension plan (buy stock, top up RSP – fully explore all models) 3.3 Strategically address/deal with the emerging DC/DB issue. 3.4 Seek to enhance the flex benefits plan.
4	Bargaining Unit Stability/Growth including limiting attrition and contracting out	4.1 Re-evaluate replacement strategy and rate. 4.2 Repatriate contracted out positions. 4.3 Determine what work is core to the business, strategize how to keep this work in the bargaining unit.
5	Membership solidarity	5.1 Establish Unifor Bell Aliant membership solidarity through education and communication. 5.2 Support Unifor Bell-ON/QC and Bell Aliant solidarity as appropriate and beneficial.
6	Ongoing member outreach and communication	6.1 Conduct employee (member) satisfaction survey (see Goal 2.5 above). 6.2 Conduct face-to-face meetings in local communities (road show). 6.3 Revise Unifor ACL website via Unifor National and once revised monitor and report on usage, etc. (e.g. # of hits, comments, etc.)
7	A dynamic and nimble approach to bargaining	7.1 Explore with Bell the shift away from IBN to position based bargaining. 7.2 Apply a dynamic and nimble approach (and process) that achieves the most for our members.
8	Emerging issues	8.1 Identify and/or respond in a timely way to emerging issues. 8.2 Develop a strategy to deal with the emerging issue. 8.3 Communicate to members the strategy to effectively deal with the issue.

COMMITTEE EVALUATION

By asking the following questions we’ll be able to determine measure our success against out goals/objectives.

How much did we do? How well did we do it? (In other words, what was the quality of our work?)

How hard did we try? (In other words, what sort of effort did we extend – minimal, significant?)

What change did we produce? (In other words, is anybody better off and how are they better off?)

	Unifor Statement of Principles/Values (Constitution)
Democratic	Unifor is a voluntary organization that belongs to its members. It is controlled by members and driven by members. Its role is to serve their collective interests in the workplace and in our communities. The life of Unifor is shaped by the essential ingredient of democratic participation. Democratic values are the foundation of all that we do. Our commitment to the principles and practices of democratic unionism define who we are and are reflected in our rules, structures and processes.
United	Unity is the process of transforming individual aspirations into collective interests and action. It is based on equality. It is forged in diversity. It is strengthened by solidarity. As we overcome the divides of geography, the barriers of separate workplaces and occupations, and the differences of race and gender, age and background, we build a unified working class organization.
Open and Inclusive	An engaged membership is critical to Unifor’s success. Engagement happens when ideas are welcome, involvement is encouraged and when the union actively develops the skills and understanding of its members. In our efforts to be inclusive, we open the union to new members and a broader definition of membership, and we ensure that our union reflects the diversity of our membership and communities.
Solidarity	Unifor is more than an aggregate of individual members. The union is shaped by our relationships, by how we treat and care for each other. Our commitment to solidarity speaks to the significance of the language of “union sister” and “union brother”. It is evident in the day-to-day bonds of fellowship and friendship, it is found in the expressions of respect and mutual support, and it is witnessed in the acts of cooperation and interdependence, and by our commitment to anti-harassment.Solidarity is how we pay tribute to the fact that an injury to one is an injury to all. It is how we acknowledge that what we want for ourselves, we want for others. And it is how we demonstrate our resolve and determination to make it so.
Accountable and Transparent	Unifor is committed to good governance, fair representation and clear rules and practices. The principle of accountability will be apparent in all our decision-making and actions. And the practice of transparency will be evident in our procedures. Our reporting, financial and otherwise, will be timely and reliable and our decision-making will be clear and relevant.
Effective	Unifor will react quickly, respond effectively, set decisively and maintain a clear focus on our objectives. This requires the development of skilled, competent and capable leaders and staff. It further requires sufficient resources (people and money) effectively used.
	Unifor Statement of Principles/Values (cont.)
Militant	Our goal is an organization capable of vigorously defending ourselves, protecting and advancing our interest and fighting for all workers.
Progressive	Our goal is transformative. To reassert common interest over private interest. Our goal is to change our workplaces and our world. Our vision is compelling. It is to fundamentally change the economy, with equality and social justice, restore and strengthen our democracy and achieve an environmentally sustainable future. This is the basis of social unionism – a strong and progressive union culture and a commitment to work in common cause with other progressives in Canada and around the world.
Gender and Equity	Unifor is fully committed to equity and inclusion. Women, Racialized and Aboriginal Workers, Lesbian, Gay, Bisexual and Transgendered Workers, Young Workers, Workers with Disabilities and other Equity seeking groups, will be represented in the structures of the union at all levels. In certain articles the constitution provides specific provisions which detail how women and equity groups participate in the leadership structures of the union. Elsewhere the commitment is expressed as a more general one. Where the commitment is a general one it requires those with the necessary authority and responsibility to address the issue. When By-Laws of all bodies in the unions are submitted to the National Executive Board for approval they will be viewed through this gender and equity lens.
Union Renewal and Generational Change	The strength and dynamism of Unifor, at all levels, is based on union renewal. How the structures and practices of the union evolve over time; how the union is open to and receives new ideas, and how the union renews its leadership by making space for the next generation.Generational change is essential for union renewal. As such it is the expectation and desire of the union that all national officers, regional directors, local union officers and staff voluntarily retire from their position at age 65 or before.
Leadership	The responsibility of leadership is to build the strategic determinants of union strength – membership levels, bargaining power, mobilizing capacity, political influence – and to guide and shape the union with a compelling vision. The role of leadership is to inspire and motivate and to ensure that we achieve all of the above, as well as the following objectives.