ABSTRACT
This chapter illuminates the benefits of a positive, collegial labor-management relationship in a higher education setting. The primary impetus for creating the separate position of Vice Chancellor for Labor Relations and hiring the author in that role was to reboot the relationship between the University and the union representing its faculty and professional staff, the Professional Staff Congress/CUNY (“PSC”), and to move the University toward a more modern collective bargaining agreement. The preface to any round of bargaining or serious time at the bargaining table is in-depth preparation. The expertise of a seasoned negotiator to solicit input, synthesize divergent perspectives, and communicate the limitations of bargaining to key constituencies and high-level administrators is critical. The union may communicate broadly that negotiations are going to begin, and expectations may be heightened. Some parties start a round of bargaining by taking photos of the full bargaining teams to reflect the opening of the negotiations.
