CEL£BR~ TIN6 

THE 

F£D£RAL LABOR RELATIONS AUTHORITY 

"YESTERDAY, 

TODA'/, 

AND 

TOMORROW" 

A 

20 TH ANNIVERSARY' 

1999 
The Agency seal ... 

All Federal agencies have seals representing the nature of their work. The FLRA 

seal was designed by the Department of Army's Institute of Heraldry. The seal was 

fashioned after the one created for the Federal Labor Relations Council, one of the 

FLRA' s predecessor organiz.ations. The blazon for the seal is explained thus: 

"Azure (dark blue), a cogwheel (gold) interlaced with a gavel and wrench 

saltirewise argent (silver) overall a torch in pale of the last enflamed proper 

(scarlet and gold). 

The cogwheel alludes to the production of work and to the progress in labormanagement relations. The gavel symbolized management, the wrench 

labor, while the torch is for new ideas and leadership, thus representing the 

FLRA. Dark blue is the national color. 

The shield of the coat of arms in full color as blazoned above on a white disc 

within a dark blue border with gold inner and outer rims inscribed at top 

UNITED STATES FEDERAL LABOR RELATIONS AUTIIORITY in white 

letters." 
12:30 - 1:30pm 

2:00pm 

4:00pm 

June 7, 1999 

Buffet Lunch 

Opening Remarks Phyllis Segal 

It Seems Like Yesterday Harold Kessler 

Historical Perspectives George Birch 

Ned Bachman 

Nancy Jacob 

Joe Schimansky 

We've Come a Long Way Joe Swerdzewski 

Recognition of the '79rs Don Wasserman and Dale Cabaniss 

UAE Perspectives Matt Jarvinen 

Historical Perspectives Art Horowitz 

Clyde Blandford 

David Feder 

Why I Work at FLRA Beth Landes 

FLRA Jeopardy Betty Bolden 

Closing Remarks Phyllis Segal 
20th Anniversary 

In the beginning ... 

The Civil Service Reform Act of 1978, which resulted in the creation of the Federal 

Labor Relations Authority (FLRA) as a separate Federal entity, had its genesis in a 

comprehensive program transmitted to Congress by President Carter to reorganize 

and reform the Federal civil service. In his message of March 2, 1978, accompanying 

the draft of proposed legislation to reform the civil service laws, the President stated 

that "civil service reform will be the centerpiece of government reorganization" 

during his Administration. His proposals were intended to let the Federal 

Government meet the needs of the American people more effectively, and at the 

same time, make the Federal work place a better environment for Federal 

employees. 

Significant changes in the labor-management relations program were recommended 

to meet the conditions produced by the continued increase in size and scope of 

labor-management relations. The President's plan consolidated the central 

policymaking functions in labor-management relations performed in the Federal 

Labor Relations Council (a part of the Civil Service Commission, the predecessor of 

the Office of Personnel Management) and the Assistant Secretary of Labor for LaborManagement Relations (Department of Labor) into one organization, the FLRA. The 

new agency's mission was to provide leadership in establishing policies and 

guidance relating to labor-management and employee relations for the Federal 

government. 

FLRA was established January 1, 1979. 
The employees ... 

Throughout the past 20 years, FLRA employees have maintained a high level of 

personal enthusiasm, professionalism, and productivity. Through committees, 

teams, and partnerships they have made great strides toward innovation, including 

the establishment of Labor-Management Partnerships throughout the Federal sector, 

changes in the Unfair Labor Practice regulations to respond to customer needs, and 

moving parties toward voluntary resolution of impasses through an Alternative 

Dispute Resolution process. 

Through the dedication, expertise, and continued contributions of its employees, the 

FLRA continues to improve its services and is heralded throughout the Federal 

community for its leadership in labor-management and employee relations. 

Thirty-seven employees who were here at the beginning Ganuary 1, 1979) continue 

to work at the Agency today: 

Annette Allen 

Judy Allen 

Fred Aranha 

Ned Bachman 

Robert Bailey 

Patricia Baran 

George Birch 

Carol Blackburn 

Verneal Blackiston 

Thelma Brown 

Chandra Carr 

Dennis Collins 

Gloria Crawford 

Ed Davidson 

William Devaney 

Milledge Dixon 

David Feder 

Bill Fleishman 

Carmen Hall 

Arnie Hammer 

Art Horowitz 

Nancy Jacob 

Pam Johnson 

Jeff Keir 

Harold Kessler 

Saul Lubitz 

Bill Michie 

Jean Perata 

Elaine Robinson 

Bridget Sisson 

Nancy Speight 

William Spellacy 

Steve Svartz 

Marjorie Thompson 

Bill Tobey 

Ed Washington 

Valerie Wheeler 
··-

;;--

The mission .•.. 

The Agency adopted its mission statement in 1995 which reads: 

The Federal Labor Relations Authority (FLRA) exercises 

leadership under the Federal Service Labor-Management 

Relations Statute to promote stable, constructive laborrelations that contribute to a more effective Government. 

The Federal Labor Relations Authority fulfills its mission by: 

• enforcing and clarifying the law through sound, timely 

decisions and policies; 

• using fast, simple processes to conduct its business; 

• providing high quality training and education programs, 

and furnishing effective intervention services; and 

• administering its resources to ensure that services are 

responsive to the unique needs of its customers. 
A chronology of agency appointments ... 

FLRACHAIRS 

1979-1983 

1983-1984 

1984-1985 

1985-1988 

1989-1994 

1994-Present 

Ronald W. Haughton 

Barbara J. Mahone 

Henry B. Frazier, III (Acting) 

Jerry L. Calhoun 

Jean McKee 

Phyllis N. Segal 

AUTHORITY MEMBERS 

1979-1987 

1979-1983 

1979-1984 

1983-1984 

1984-1985 

1986-1994 

1985-1988 

1989-1997 

1989-1995 

1994-Present 

1996-Present 

1997-Present 

GENERAL COUNSELS 

1979-1982 

1982-1983 

1983-1987 

1987-1988 

1988-1992 

1992-1993 

1993-Present 

Henry B. Frazier III 

Leon B. Applewhaite 

Ronald W. Haughton 

BarbaraJ.Mahone 

William J. McGinnis, Jr. 

Jean McKee 

Jerry L. Calhoun 

Tony Armendariz 

Pamela Talkin 

Phyllis N. Segal 

Donald S. Wasserman 

Dale Cabaniss 

H. Stephan Gordon 

S. Jesse Reuben (Acting) 

John C. Miller 

Dennis M. Devaney 

Kathleen Day Koch 

Alan R. Swendiman 

Joseph Swerdzewski 

FEDERAL SERVICE IMP ASSES PANEL (FSIP) CHAIRS 

1970-1975 

1976-1978 

1979-1981 

1982-1983 

1984-1991 

1991-1994 

1994-Present 

Jacob Seidenberg 

Robert G. Howlett 

Howard Gamser 

Robert G. Howlett 

Roy M. Brewer 

Edwin D. Brubeck 

Betty A. Bolden 
FEDERAL SERVICE IMPASSES PANEL (FSIP) MEMBERS 

1970-1972 John J. McGovern 

1970-1975 Jacob Seidenberg 

1970-1978 James Vadakin 

1970-1978 Lloyd Bailer 

1970-1982 Arthur Stark 

1970-1990 Jean McKelvey 

1972-1978 Albert McDermott 

1976-1978 Robert G. Howlett 

1978-1980 Irving Bernstein 

1978-1982 James E. Jones 

1978-1983 Charles J. Morris 

1978-1983 Beverly Schaffer 

1979-1981 Howard Gamser 

1982-1983 Donald F. Rodgers 

1982-1994 N. Victor Goodman 

1982-1984 Daniel H. Kruger 

1983-1990 Thomas Farr 

1983-1994 Susan Robfogel 

1983-1994 Roy M. Brewer 

1988-1994 J. Van De Water 

1990-1994 Edwin Brubeck 

1990-1994 Charles A. Kothe 

1994-1999 DollyM.Gee 

1994-Present Betty A. Bolden 

1994-Present Edward Hartfield 

1994-Present Stanley M. Fisher 

1995-1999 Gilbert Carrillo 

1995-Present Bonnie P. Castrey 

1995-Present Mary E, Jacksteit 

FOREIGN SERVICE LABOR RELATIONS BOARD (FSLRB) 

The Chair of the Federal Labor Relations Authority serves as Chair of the Foreign 

Service Labor Relations Board, and the General Counsel of the Federal Labor 

Relations Authority serves as General Counsel of the FSLRB. In addition, there are 

Members, listed below: 

FSLRB MEMBERS 

1981-1984 

1981-1986 

1986-1992 

1986-Present 

1992-1995 

1998-Present 

Arnold M. Zack 

Arnold Ordman 

Marcia L. Greenbaum 

Tia Schneider Dennenberg 

Ira L. Jaffe 

Richard I. Bloch 
FOREIGN SERVICE IMPASSE DISPUTES PANEL (FSIDP) 

1982-1997 

1997-Present 

FSIDP MEMBERS 

1982-1988 

1982-1992 

1982-1988 

1982-1988 

1988-1991 

1990-1992 

1990-1992 

1991-1995 

1992-1994 

1992-1993 

1992-1995 

1993-1996 

1994-Present 

1995-1996 

1996-Present 

1996-1998 

1997-Present 

1999-Present 

Margery Gootnick, Chair 

Thomas Colosi, Chair 

Robert G. Howlett 

Julius Balog, Jr. 

Francis J. McNeil 

Rodney W. Johnson 

Anthony M. Kern 

Diane Blane 

N. Victor Goodman 

William G. Robinson 

Edwin D. Brubeck 

Eleanor Raven-Hamilton 

Ralph H. Ruedy 

Robert S. Deutsch 

Betty Bolden 

John Douglas Marchant 

Dorothy Young 

George Lannon 

David W. Geiss 

Allen L. Keiswetter 
A timeline of events ... 

The following events highlight a few of the events over the past 20 

years culled from the Agency "archives" such as annual reports and 

newsletters. 

1979 

1:.r Agency begins operations with a backlog of cases carried over from 

its predecessor agencies. During the fiscal year, a substantial number 

of additional cases are filed with the national office. 

1:.rDuring the first six months, more cases are filed in the regional 

offices than during all of FY 1978 under the old Executive Order. 

1;( Regional staff attorneys with substantial legal and trial experience 

are hired to prosecute unfair labor practices by the General Counsel. 

i;{The Office of Personnel Management (OPM) establishes a Senior 

Executive Service as a separate personnel system in the Federal arena. 

1:.rinterim Unfair Labor Practice Rules are issued. 

1980 

1:.rThe Foreign Service Impasse Disputes Panel is created by the Foreign 

Services Act to provide assistance to Federal agencies and unions in 

resolving negotiation impasses in the course of collective bargaining 

over conditions of employment affecting Foreign Service personnel in 

the USIA, AID, and the Departments of State, Agriculture, and 

Commerce. The Act is similar in many respects to the Federal Service 

Labor-Management Relations Statute. The Foreign Services Labor 

Relations Board also is created. 

1:.r Agency begins the fiscal year with a major expansion of its 

jurisdiction to include, for the first time, employees of the Panama 

Canal Commission and of the U.S. agencies in the Panama Canal area 

under the Federal Service Labor-Management Relations Statute. This 
unique grant of jurisdiction affects nearly 20,000 employees in the 

Canal area. 

t?Office of the General Counsel (OGC) takes dispositive actions which 

are almost double the monthly average taken in FY 1979. 

1:I After obtaining an opinion from the Department of Justice of its 

lawfulness, the Agency recognizes the Union of Authority Employees 

(UAE) as an independent, non-affiliated organization, as the 

bargaining representative of its employees. 

1:I Negotiability and Unfair Labor Practice regulations are issued. 

1981 

i:IThe Office of Administrative Law Judge adds two new judges, 

bringing its complement to 13. 

i:IFSIP receives 191 requests for assistance, the largest case intake to. 

date, and a substantial increase over FY 1980. 

i:IFSIP publishes" A Guide to the Dispute Resolution Procedures Used 

by the Federal Service Impasses Panel" to give Federal agencies and 

unions an insight into the procedures of the Panel. 

1:I The first unified FLRA headquarters is established at 

500 C Street S. W. Washington DC, consolidating staff from four 

separate locations in the DC area. 

1982 

'f:IThe Authority reduces its backlog of pending cases in the 

representation and unfair labor practice area and in the negotiability 

appeal area. The increase in productivity is accomplished, in part, by 

the case processing procedures established by internal regulation in 

December 1981. 

tIThe case processing of the OGC is adversely affected by two 

reductions in force, a sharp reduction in travel funds, the resignation 

of the first General Counsel (cases are held in abeyance for three 

months pending the designation of an acting General Counsel and 
confirmation of a new General Counsel), and the dosing of the Kansas 

City Regional Office (Regional Office shifted to Denver). Despite these 

factors, which resulted in a sharp decrease in the total number of 

dispositive actions taken, the total pending caseload is decreased 

notably. 

i':rFSIP is granted jurisdiction under the Federal Employees Flexible 

and Compressed Work Schedules Act to resolve related impasses 

between Federal agencies and unions representing Federal employees 

arising from agency determinations not to establish a flexible or 

compressed work schedule or to terminate such a schedule. No 

requests filed. 

1983 

-t:r Appeals to the Authority from arbitration awards increase by 49 

percent from 1982. 

i':rin two lead cases, the District of Columbia Circuit affirms the 

Authority's determinations that the designation of performance 

standards and critical elements of job performance are a management's 

right not subject to negotiation. 

-t:rThe OGC reports that of all meritorious unfair labor practice charges, 

a large majority are resolved voluntarily. 

-t:rFSIP receives several requests, all filed by unions, related to the 

Federal Employees Flexible and Compressed Work Schedules Act of 

1982. 

1984 

i':rTo provide for more expeditious processing, decision-making 

responsibilities in representation cases delegated to the Regional 

Directors. The Authority also develops an index cross-referencing its 

own case numbers, Authority decision numbers and internal control 

numbers assigned to recommended decisions by the Office of 

Administrative Law Judges. 

-t:rThe Agency1 s primary word processing and record keeping system 

is installed -- the Wang Alliance. 
·t:i'The number of arbitration cases closed by the Authority increases 

approximately 150 percent. The Agency attributes this to the special 

Arbitration Task Force that uses quality circles and other employee 

participation to develop new procedures for processing cases. 

*The Bureau of Alcohol, Tobacco and Firearms v. FLRA is the first 

case where the Supreme Court considers the role of the Authority 

under the Statute. 

*The Office of the Solicitor undertakes management initiatives to 

improve its ability to represent the Agency in litigation, and to provide 

legal advice to the Agency. Principal among these initiatives is the 

computerization of the Office's master litigation records system. 

*Agency proposes to argue that the requirements in Title 5 USC 

7104(e) for an Annual Report is redundant with 7133(a). Timing 

appears good because OMB calls for agencies to send 

recommendations to eliminate, simplify, or consolidate existing 

legislatively mandated reports. 

1985 

*OGC expands the capabilities of its case tracking system to enable it 

to identify instances where hearings may not have been held in a 

timely manner. The result is a sharp reduction in the time to hearing 

in some instances. 

*OGC closes its field office in Honolulu and the jurisdiction is 

transferred from the Los Angeles Region to the San Francisco Region. 

Three other jurisdictional shifts are made or continued: the Puerto Rico 

jurisdiction is returned to the New York Region; the North and South 

Dakota jurisdictions are transferred from the Denver Region to the 

Chicago Region; and the southern Virginia jurisdiction continues to be 

assigned to the Washington Region. Space requirements of the 

Regional Offices are reexamined, and rental equipment (word 

processing and data processing) is purchased. 

*The Departments of Health and Human Services and Army are the 

agencies most frequently appearing as one of the parties in requests for 

assistance filed with FSIP and, along with Navy, are involved in almost 

one-half of all such requests. 
1986 

'A'FLRA undertakes initiatives to improve its efficiency, administration 

of the Federal labor-management relations program, and service to the 

public. Included are (1) a resource study requiring staff committees to 

review every aspect of the agency's organization, resources utilization, 

and methods of operation; (2) a review of the agency's case processing 

regulations; and (3) utilizing a consulting firm to review existing 

automated data proc~ssing capability and determining future needs 

for upgrade. · 

'A'The Authority reports the number of cases pending for more than 6 

months is significantly reduced. 

'A'The Authority implements issue-management procedures, grouping 

cases with related issues. "Lead decisions" cover the overall issues; the 

principles set forth are then applied to succeeding cases. 

'A' FLRA Equalizers softball team is established at the instigation of 

Chairman Jerry Calhoun (an avid softball player). 

1987 

'A' Negotiability appeals find that inclusion of excepted service 

employees in the grievance, arbitration and adverse action provisions 

of a collective bargaining agreement is a proper subject of negotiations. 

'{;:(An increase in intake of new cases in OGC is the sharpest 

experienced since FY 1981. 

'{;:(ULP charges filed against Federal agencies and labor organizations 

increase markedly from the previous fiscal year. Sharp increase in 

complaint issuance reflects the impact of "names and home addresses" 

cases filed. 

'{;:( FSIP provides face-to-face assistance in many of the cases filed, 

helping the parties reach voluntary accords in half of the cases. In all 

cases, regardless of the procedures used, voluntary settlements 

accounted for almost a third of the case closings for the year. 
The Equalizers get official shirts and hats, valued items surely 

destined for the Baseball Hall of Fame, Cooperstown. 

1988 

r'.:?OGC reviews regional offices and determines a need to decentralize 

administrative functions. OGC also delegates much of the financial 

management functions to the regional offices. Regional Directors are 

given increased responsibilities for the hiring of new staff and the 

purchase of new and replacement equipment, which results in a more 

effective system of allocating and tracking resources. 

i:?'OGC receives the second highest level of cases to date. 

·ti·Dominant issues presented to FSIP include health and safety (nearly 

all of which concern smoking) and compressed work schedules. 

i:?'Office of the Solicitor reports record number of pending cases 

clustered around several themes: the release of names and home 

address of bargaining unit employees to exclusive representatives; the 

negotiability of pay and monetary fringe benefits; and bargaining 

rights for Veterans Administration professional employees. 

1989 

"t:rOGC obtains Sharpe facsimile machines for the headquarters offices 

and for each of the regional offices, improving communications 

between offices, while also fostering improved communications with 

agencies and unions. 

"t:rThe Authority establishes an Office of Inspector General (OIG) 

pursuant to PL 100-154; implements a new attorney recruitment 

program; establishes supervisory/ managerial training in the employee 

assistance program; and develops an automated procurement log. 

i:?'The Office of Administration coordinates several in-house changes, 

including the development of a Drug Free Workplace Plan; the 

establishment of a Travel Management Center Program; the reduction 

of outstanding travel advances; the implementation of the Diners Club 
Government Charge Card program to improve agency case 

management; and the reduction of approximately 8,000 square feet of 

office space. 

*First FLRA employee newsletter is published. 

*Library purchases West Publication, USMSPB Reporter to assist 

researchers, and procures ultra-fiche. 

*Headquarters boosts its computing capacity with WANG vs 7110 

mini computer. 

1990 

*Agency completes a cross-servicing arrangement with the 

Department of Interior to convert to an integrated accounting, payroll 

and personnel system. System offers improved managerial controls, 

better reports, and reduced costs. 

*A financial management audit conducted by an independent auditor 

finds that the agency's financial statement for FY 1989 is in accordance 

with generally accepted accounting principles. 

*The Authority begins work on a new automated case-tracking 

system to update the data base, incorporate litigation records within 

the data base and facilitate easier production of both standard and ad 

hoc reports. 

*Employee assistance programs are established in the regional offices 

to provide assistance and counseling to employees. 

*OGC prepares and distributes a new, easier-to-use charge and 

petition form. 

*FSIP closes the second largest number of cases in its history (and a 

significant increase over FY 1989). 

*OGC holds its first all-employee training conference in over ten years 

in Scottsdale, AZ. 

*Library acquires Personnet, a CD-ROM subscription service which 

includes FLRA decisions. 
1991 

1::r Agency plans for installation of a state-of-the-art computer system 

that will provide the capability for an integrated network. 

1::rOGC converts the New York and Los Angeles Regional Offices to 

sub-regional offices within the Boston and San Francisco Regions, 

respectively. Denver and Atlanta Regional Offices move to new 

quarters. 

1::rFor the first time, the number of settlements prior to issuance of 

complaints exceeds all other initial dispositive actions in unfair labor 

practice cases. 

1:f FLRA begins a labor-management cooperation program aimed at 

increasing trust, communication and dispute resolution in the Federal 

workplace. As part of the program, FLRA joins the Equal Employment 

Opportunity Commission and other Federal agencies in sponsoring a 

Federal Dispute Resolution Conference. 

1::rThe Office of the Inspector General continues to evolve, and 

develops, coordinates and disseminates instructions for agency-wide 

use an OIG Audit Policy, Practice and Procedures, as well as OIG 

Investigative Policy / Practice and Procedures. 

1::rTwo brochures published to provide the public information on the 

work of the Agency and work begins on a quarterly summary of 

Authority decisions to be made available to the public upon request. 

1::rOGC enhances non-litigious resolution of conflict and creates 

cooperative labor and management programs by developing formal 

workshops. 

1::r Agency receives coveted Winner's Circle Award for Combined 

Federal Campaign charitable support above goal. 

1::rThe Authority closes over 700 cases - fourth highest figure to date. 

1::r Morning-after write-ups on Equalizer games become a regular 

feature of the Media Flash, making the E's a household topic 

throughout the Agency. 
1992 

1.4'0GC experiences largest one-year increase of caseload in the 

agency's history. ULP charges and representation cases increase 

significantly over the previous year. Total available workload reflects 

a remarkable increase over a ten-year period. 

1.4'The Authority establishes a clearinghouse where labor, management 

and neutral representatives may acquire information and resources 

regarding case law developments, as well as labor-management 

cooperation efforts. A library of current reference materials on labormanagement cooperative efforts is developed and pertinent articles 

and resource materials are published. The "Quarterly Summary of 

FLRA Decisions" is a well-received part of the clearinghouse. 

1.4'The Authority, in conjunction with the Federal Mediation and 

Conciliation Service, co-sponsors a symposium on Federal sector 

arbitration focusing on Federal statutes, rules, and regulations. 

1.4' Agency installs fully integrated microcomputer-based network, 

standardizing computer hardware, software (notably word processing) 

and telecommunications throughout the agency. For the first time in 

the Agency's history, employees are on the same computer system and 

can communicate electronically. 

'tr Data base is created enabling all FLRA employees to access 

electronically Authority decisions, the "Subject Matter Index," the 

"Citator of Authority Decisions," and Case Summaries. 

1.4'0GC implements new computerized system for collecting and 

retrieving caseload data. Previously relied on a method of data 

collection requiring the regional office staffs to manually complete 

large spreadsheets at the end of each month and then mail them to 

headquarters for data entry. 

1.4'Chicago Region closes for two days due to a break in the tunnel 

under the Chicago River. 

1993 

1.4'Distribution of the "Quarterly Summary of FLRA Decisions" 

doubles. 
*First agency-wide Partnership Resolution under President Clinton's 

EO 12871 created between GSA, NFFE, and AFGE, provides predecisional involvement of unions. 

*The Authority publishes a brochure entitled "Developing LaborManagement Partnerships," where parties find guidance for assessing 

their joint relationships and targeting improvement in those areas 

where collaborative efforts are possible. The brochure satisfies the 

requirement under the EO 12871 to create labor-management 

partnerships. 

*Headquarters accomplishes move to The Westory Building, 60714th 

Street NW, Washington, D.C. after being slowed by "Blizzard of the 

Century." OGC relocates the Washington, Boston, and Chicago 

Regional Offices, and the Cleveland and Los Angeles Subregional 

Offices. · 

*Conversion to FPPS (Federal Personnel and Payroll System) 

implemented, including that SF-52, Requests for Personnel Actions, are 

to be processed electronically. 

*Research data base made available on PC network 

*Automated procurement system is purchased. 

*Agency implements the Federal Employees Family Friendly Leave 

Act (FEFFLA), which allows employees to use sick leave to provide 

care for a family member or for bereavement purposes for family 

members. 

*First Agency "Bring Your Daughter to Work" celebration. 

1994 

1:r OGC sends customer survey to over 2,000 management and union 

representatives soliciting their views on a wide variety of issues. 

*OGC begins convening town meetings in every city where the FLRA 

has a regional or subregional offices, to reinforce the FLRA' s customer 

commitment and provides many participants their first chance for a 

face-to-face exchange with the agency's senior officials. 
t:?Task forces are charged with streamlining procedures and finding 

alternative approaches to meeting the needs of parties. 

t:? After nine years of litigation, the Supreme Court rules that unions 

are not entitled to home addresses of Federal employees. 

t:?New publication, "Cooperation Crossroads- Developing Labor 

Management Partnerships" is issued. 

t:?Regional Offices experience record caseload. 

t:? After a series of bad calls, the Equalizer game with the Australian 

Embassy ends on a note that threatened diplomatic relations between 

the US and the "Downunder" bunch. 

1995 

*The Authority puts into place a case screening mechanism; institutes 

initial case meetings among Authority staff to identify relevant case 

law, issues and potential problems; introduces the "In the Loop" 

forum for staff; develops a user-friendly procedural checklist for use 

by parties; and makes all Authority cases, Quarterly Summaries and 

FSIP decisions accessible to parties via electronic bulletin board. 

t:?Office of Administrative Law Judges launches an Unfair Labor 

Practice Trial Settlement Project dedicated to promoting the effective 

voluntary settlements of ULP complaints. During the first three 

months, most of the cases under the program are settled before trial. 

t:?OGC develops a comprehensive strategic action plan and issues a 

"Vision Statement" to focus employees on the goal of creating an 

organization that effectively and efficiently provides high-quality 

customer service. 

* Asency-wide strategic action planning effort initiated. 

*FLRA mission statement is adopted. 

t:?FLRA and Unit of Authority Employees (UAE) enter into 

Partnership Agreement, forming the FLRA-UAE Partnership Council. 
*FLRA establishes site-based Telecommuting Center at Long Beach 

TeleBusiness Center, and closes the LA sub-regional office. 

*OPM grants FLRA early-out retirement authority. 

*FLRA Alternative Work Schedule Instruction, designed by the 

FLRA-UAE Partnership Council, is implemented. Flexible work hours 

allows agency to accomplish its mission while accommodating 

individual employee schedule needs. 

*Agency adopts "casual Friday" dress -- an FLRA-UAE Partnership 

Council initiative. 

*OGC focuses on alternative ways to resolve cases. Results of an 

Outreach Survey sent to a sampling of over 17,000 management and 

union representatives who participated shows that approximately 75 

percent believe the programs help parties improve their relationship. 

*For first time, FSIP uses experimental approaches to resolve disputes 

involving the application of interest-based bargaining training to live , 

impasses. FSIP intensifies customer-oriented programs. 

* The first "FLRA Bulletin" is released. The "Bulletin" integrates 

separate Component publications and includes Agency-wide activities 

as well as case summaries. 

* The first "FLRA Bulletin" is issued. The "Bulletin" integrates 

separate Component publications and includes Agency-wide activities 

as well as case summaries. 

1996 

* The Agency adopts its first Strategic Plan. 

*The three independent components of FLRA establish a joint CADR 

(Collaboration and Alternative Dispute Resolution) Program. First 

time in the history of the agency where the three components joined 

together to create a unified labor-management relations program that 

targets ADR in all steps of the process. 

*Groundwork established for integration of ADR in pending 

negotiability cases, and delivery of ADR intervention services. 
i'.'rOGC implements the closure of the Philadelphia Subregional Office 

and redesignates the Cleveland Subregional Office to duty station 

status. The investigation, litigation and dispute resolution services 

provided to parties by these offices is provided by the Boston and 

Chicago Regional Offices at less overall cost to the agency. 

i'.'rFSIP issues a report summarizing the results of its first-ever 

customer survey, resulting in action items to improve quality and 

timeliness of service including the revision of Panel regulations to 

permit the filing of requests for assistance by facsimile transmission. 

i'.'rTransition made from manual time and attendance recording process 

to automated. 

"tr Agency implements a new FLRA Performance Management Plan 

that includes a two-level performance rating system. The Plan was 

developed by the FLRA-UAE Partnership Council. 

1997 

"tr Unfair Labor Practice Post Complaint regulations issued and become 

effective. The new regulations require prehearing conferences and 

pretrial exchange of information. 

i'.'rThe Authority's continuing emphasis on issuing quality decisions 

results in significant increase in decisions reviewed by Court of Appeal 

being sustained on the merits. No remands of an Authority decision 

during the last two years. 

~The Authority overhauls its ULP regulations to encourage 

collaborative dispute resolution and sharpen the issues to be litigated 

in ULP cases. The revisions incorporate the FLRA settlement judge 

program. 

~To improve the effectiveness of ULP case processing in the OGC, a 

Litigation Manual is developed. A "Facilitation, Intervention, Training 

and Education (FITE) Policy" furthers OGC' s initiative of providing 

leadership in promoting stable and productive labor-management 

relations in the Federal sector. 
i::r Agency develops "core competencies" for attorneys and labor 

relations specialists, to be used as a basis for recruitment, as well as 

organizational and individual development plans. The competencies 

define career ladders outlining the skills, abilities, and experiences 

necessary for accomplishing the agency's mission. The competencies 

are developed as a result of an FLRA-UAE Partnership Council 

initiative. 

i::r Agency launches its first web site. The site gives parties access to 

Authority decisions and OGC guidance, press releases and other 

pertinent information. 

i::rTechnology committees are established to provide computer system 

users a way to be involved in the implementation of technical 

initiatives. 

i::f Human Resources Division (HRD) puts first personnel management 

instructions on "R" shared drive for access by all employees and issues 

Handbook for Employees, describing personnel programs and 

employee benefits. 

i::rlnformation Resources Management (IRM) installs new regional 

network using ISDN technology and installed 50 Pentium computers. 

i::f Windows 95 replaces Windows 3.1. 

1998 

i::f Debut of Law Library List of Publications. 

i::f FLRA surveys over 4AOO parties who appeared before it in the 

preceding two fiscal years, to measure the effectiveness of each of its 

programs and the impact of its decisions and the General Counsel's 

policies and guidance. Respondents affirm the quality of various 

categories of decisions, but indicate concerns regarding timeliness. 

Information regarding the survey and future action plans are made 

available on the FLRA web site. 

i::rFLRA codifies CADR initiatives in two revised regulations - ULP 

proceedings and the new negotiability regulations. 
t:rOALJ voluntary ULP settlement program sets all-time record in FY 

1998 for the most complaints referred, greatest number of closures, 

largest number of successful closures, and highest success rate. 

t:rIG processes 24 hot line requests and conducts major audit in 

telecommunications and internal review of FSIP. 

t:r Agency holds first Employee Appreciation Day. 

t:r The Equalizers now rely on having loads of fun on the Mall after 

having thirteen consecutive years of failing to attain the modest goal of 

a winning season. 

t:rThe OGC issues its final Investigatory ULP regulations aimed at 

facilitating dipute resolution and improving the processing of ULP 

charges. The new regulations go into effect on January 1, 1999. 

1999 

t:rULP Reinvention Team wins Hammer Award for improving post 

complaint ULP process to foster early settlement of disputes. 

*OGC makes geographic jurisdiction changes; cases arising in Puerto 

Rico to be handled by the Boston Region, cases arising in Europe and 

North Carolina will be handled by the Washington Region, and cases 

arising in Idaho and Nevada will be handled by the San Francisco 

Region. 

*The Authority issues its revised Negotiability regulations. The 

regulations become effective in April 1999. 

t:rThe FLRA website usage increases ten-fold since initial operations. 

Over 300 users access the site daily. 

t:rTo commemorate the 20th Anniversary of its founding, FLRA hosts 

two national training conferences in May and June, Denver and 

Washinton DC respectively. The conferences offer training on the 

rights and obligations under the Statute, skills for resolving disputes 

through interest based problem -solving, and the regulatory initiative 

undertaken in the past few years. 
i:f After 15 years of litigation, the Supreme Court determines that it was 

appropriate for the Authority to determine whether and under what 

circumstances Agencies are obligated to engage in Union-initiated, 

mid-term bargaining. 

i:i'OGC holds Unfair Labor Practice Investigatory Training Conference 

in Mesa, AZ, focusing on developing OGC employees' investigatory 

skills and introducing employees to additional investigatory methods. 

i:i'Office of Merit Systems Oversight and Effectiveness, OPM, conducts 

a review of HRD services and programs, and management's 

understanding of the merit process. The review consists of a survey, a 

records review, and discussions with employees and managers. The 

survey reveals that employees consistently rated the Agency above the 

government average; and 71 percent are satisfied with their jobs. 

i:i'Training completed agency-wide for WordPerfect 8.0, and new 

Windows NT network rolled out. Software that is not Year 2000-

compliant removed from work stations. 

1::f Microsoft Outlook Electronic mail system replaces the Shark!mail 

system. 

i:fFLRA is named a semifinalist in the highly competitive nationwide 

Innovations in American Government awards competition, 

recognizing Federal, state and local initiatives that are original and 

effective. The agency's innovation is mainstreaming Collaborative 

Dispute Resolution. Ninety-eight semifinalists were chosen from over 

1600 applicants. 

'tr Five employees are selected for the inaugural "Tier II Training" a 

three-year leadership development program. 

1::fFLRA Performance Management Plan is awarded a "Best Practice" 

by the Association of Government Accountants. 

1::f FLRA employees make a whirlwind trip around the country to train 

customers on the Authority's revised Negotiability regulations. The 

training is very successful. FLRA trainers demonstrated their 

flexibility in handling uncertainty. After months of preparing for the 

Boston training event, on the travel date to Boston, Washington is hit 

with its biggest snowstorm of the year. The snowstorm leaves two 

trainers stranded in the Washington airport for 12 hours. After 

scurrying to make alternate training plans, the trainers finally make it 
to Boston, and walk into a full auditorium of cheering New 

Englanders. The remainder of the training sessions were smooth 

sailing -- or rather smooth flying! 

**** 2000 ****