ITOC plans for IBT JC and Local Salaries

[TheMilitantTeamster]

Article VII: Advocacy for Teamsters Leadership

Section 1: Advocacy for Teamsters Leadership

(a) ITOC ardently advocates for the Teamsters, of which ITOC members are a part, to impose restrictions on elected leaders. These restrictions include pegging their salaries and expenses at no more than 1.5 times the median US income and limiting elected leaders to serve no more than two terms.

(b) ITOC shall actively promote and support efforts within the Teamsters to enact and uphold these restrictions, ensuring that leadership remains accountable to the working class.
?https://independentteamstersorganizi...toc-charter-2/

[TheMilitantTeamster]

[Tony R Cochran]

In the spirit of fostering a more equitable, transparent, and accountable governance structure within the Teamsters organization, the Independent Teamsters Oversight Committee (ITOC) proposes significant reforms aimed at aligning the leadership's interests more closely with those of its general membership. These reforms are designed to ensure that the leadership remains a true reflection of the working-class ethos that lies at the heart of the Teamsters' identity.

Section 1: Advocacy for Teamsters Leadership Reform

(a) Leadership Compensation and Term Limits


ITOC advocates for the implementation of stringent restrictions on the compensation and tenure of elected leaders within the Teamsters organization. Specifically, we propose that:

• The salaries and expenses of elected leaders at all levels (Joint Council, Local, and International) should be capped at no more than 1.5 times the median income in the United States. This measure is intended to maintain the leadership's financial alignment with the broader working-class base of the Teamsters.
• Elected leaders should be limited to serving no more than two terms in their respective positions. This term limit is designed to promote fresh ideas, prevent the entrenchment of power, and ensure that the leadership remains dynamic and responsive to the needs of its members.

(b) Promotion and Support for Reform Efforts


ITOC commits to actively promoting and supporting efforts within the Teamsters to enact and uphold the aforementioned restrictions. This includes:

• Engaging in awareness campaigns within the Teamsters community to highlight the importance of these reforms for maintaining the integrity and accountability of the leadership.
• Supporting candidates and initiatives that align with the principles of salary and term limit restrictions in upcoming elections and referendums.
• Advocating for the adoption of these reforms in official Teamsters communications, meetings, and conventions.

Additional Demand: Restriction on All Salaries and Campaign for Steward Elections


In response to widespread concerns among members regarding representation and leadership accountability, ITOC also demands the following:

• The imposition of salary restrictions, as outlined above, should be applied universally to all elected positions within the Teamsters, including at the Joint Council, Local, and International levels.
• The initiation of a campaign for steward elections at Local 162, addressing the need for better representation. It has come to our attention that many members do not feel adequately represented by their current stewards. Through a democratic election process, with closed-ballot voting, we aim to ensure that stewards truly represent the will and interests of the members they serve. This will also provide an opportunity for effective stewards to be rightfully elected, while those deemed less representative can be reconsidered.

Conclusion


The proposed reforms represent a critical step toward ensuring that the Teamsters leadership remains true to the principles of fairness, transparency, and accountability that are fundamental to the strength and unity of our organization. The ITOC is dedicated to advocating for these changes and calls upon all members of the Teamsters to join us in this important effort. Together, we can work towards a more democratic, responsive, and member-focused union.
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[25Medford]

This is stupid pal

[UnionistIBT]

In the spirit of fostering a more equitable, transparent, and accountable governance structure within the Teamsters organization, the Independent Teamsters Oversight Committee (ITOC) proposes significant reforms aimed at aligning the leadership's interests more closely with those of its general membership. These reforms are designed to ensure that the leadership remains a true reflection of the working-class ethos that lies at the heart of the Teamsters' identity.

Section 1: Advocacy for Teamsters Leadership Reform

(a) Leadership Compensation and Term Limits


ITOC advocates for the implementation of stringent restrictions on the compensation and tenure of elected leaders within the Teamsters organization. Specifically, we propose that:

• The salaries and expenses of elected leaders at all levels (Joint Council, Local, and International) should be capped at no more than 1.5 times the median income in the United States. This measure is intended to maintain the leadership's financial alignment with the broader working-class base of the Teamsters.
• Elected leaders should be limited to serving no more than two terms in their respective positions. This term limit is designed to promote fresh ideas, prevent the entrenchment of power, and ensure that the leadership remains dynamic and responsive to the needs of its members.

(b) Promotion and Support for Reform Efforts


ITOC commits to actively promoting and supporting efforts within the Teamsters to enact and uphold the aforementioned restrictions. This includes:

• Engaging in awareness campaigns within the Teamsters community to highlight the importance of these reforms for maintaining the integrity and accountability of the leadership.
• Supporting candidates and initiatives that align with the principles of salary and term limit restrictions in upcoming elections and referendums.
• Advocating for the adoption of these reforms in official Teamsters communications, meetings, and conventions.

Additional Demand: Restriction on All Salaries and Campaign for Steward Elections


In response to widespread concerns among members regarding representation and leadership accountability, ITOC also demands the following:

• The imposition of salary restrictions, as outlined above, should be applied universally to all elected positions within the Teamsters, including at the Joint Council, Local, and International levels.
• The initiation of a campaign for steward elections at Local 162, addressing the need for better representation. It has come to our attention that many members do not feel adequately represented by their current stewards. Through a democratic election process, with closed-ballot voting, we aim to ensure that stewards truly represent the will and interests of the members they serve. This will also provide an opportunity for effective stewards to be rightfully elected, while those deemed less representative can be reconsidered.

Conclusion


The proposed reforms represent a critical step toward ensuring that the Teamsters leadership remains true to the principles of fairness, transparency, and accountability that are fundamental to the strength and unity of our organization. The ITOC is dedicated to advocating for these changes and calls upon all members of the Teamsters to join us in this important effort. Together, we can work towards a more democratic, responsive, and member-focused union.
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If your putting in these term limits you might consider the fact that few contracts other than UPS allow union leave while maintaining seniority. But I'm sure you knew that fact, because you certainly understand that this union is a whole lot bigger than UPS.
Imagine how many job offers you will attract with "union officer" or "union organizer" on your resume after the end of your second term. Your proposal is like an employment death sentence for union leaders, maybe thats what you had in mind though.?

[Tony R Cochran]

The concerns raised regarding the potential impact of term limits on job prospects for union leaders within the Teamsters organization merit careful consideration. However, it's crucial to address specific misconceptions and highlight actionable steps to ensure consistency and fairness across all collective bargaining agreements (CBAs).

Addressing Specific Concerns

1. Variability in Leave of Absence (LOA) Provisions: While it's true that the provision for union leave without loss of seniority varies across CBAs, it's important to note that several agreements already include such provisions. For instance:
   • In the freight sector, Vice President John Palmer's agreement serves as a model, allowing for LOAs without loss of seniority.
   • Local 852 has negotiated provisions for LOAs for workers in food processing, machinists, and engineering sectors.
   • Similarly, at Local 162, LOAs are granted to workers in the grocery industry without loss of seniority.
2. Consistency in CBAs: Acknowledging that the current practice of granting LOAs without loss of seniority is not consistent across all CBAs, it's imperative to advocate for uniformity in these provisions. This can be achieved through:
   • Working collaboratively with employers to negotiate addendums to existing CBAs, ensuring that all workers covered by Teamsters agreements have access to union leave without loss of seniority.
   • Standardizing LOA provisions in new CBAs to align with the principles of fairness, transparency, and accountability advocated by the Independent Teamsters Oversight Committee, a division within the Independent Teamsters Organizing Committee, since both oversight and organizing are necessary. .

Advantages of Standardization

1. Fairness and Equity: Standardizing LOA provisions across all CBAs ensures fairness and equity for Teamsters members, regardless of their industry or employer. This promotes a level playing field and strengthens solidarity within the union movement.
2. Clarity and Transparency: Clear and consistent LOA provisions provide clarity and transparency for both workers and employers, reducing ambiguity and potential disputes. This fosters better labor-management relations and promotes a more stable work environment.
3. Alignment with Reform Goals: Standardizing LOA provisions aligns with the broader goals of leadership reform advocated by the ITOC. By ensuring that all elected leaders have access to union leave without loss of seniority, the union can attract and retain talented individuals who are committed to serving the membership.

While concerns about the impact of term limits on job prospects for union leaders are valid, addressing inconsistencies in LOA provisions presents an actionable solution to ensure fairness and consistency across all CBAs. By advocating for standardized LOA provisions and working collaboratively with employers to negotiate addendums, the Teamsters can uphold the principles of democratic governance, accountability, and member representation advocated by the ITOC. This not only strengthens the union movement but also enhances the prospects for meaningful leadership reform that benefits all Teamsters members.

To address your other outstanding queries,

Having elected union leaders return to their jobs after serving a maximum of two terms can have several positive impacts on both the union and its membership:

1. Fresh Perspectives and Innovation

• Circulation of Leadership: Limiting leadership terms encourages the rotation of individuals through union leadership positions, preventing stagnation and promoting fresh ideas and perspectives. This can lead to innovative approaches to negotiations, member engagement, and advocacy.
• Adaptability: Leaders who return to their jobs bring back firsthand leadership experience, enhancing their understanding of both the strategic and practical challenges facing the union. This experience can make them more adaptable and effective in their roles, benefiting their colleagues and the broader work environment.

2. Increased Accountability

• Member Alignment: Leaders who know they will return to their base positions are likely to remain closely aligned with the interests and concerns of the general membership. This alignment ensures that decisions made during their tenure are in the best interest of the members they will rejoin, enhancing accountability and trust.
• Performance Incentive: The knowledge that they will return to their jobs after their terms end serves as a powerful incentive for leaders to perform well and leave a positive legacy. This can drive leaders to work harder to achieve tangible improvements for their members.

3. Strengthened Solidarity and Empathy

• Solidarity: Returning to their roles after serving in leadership positions reinforces the idea that union leaders are first and foremost part of the workforce. This can strengthen solidarity as leaders and members share common experiences and challenges.
• Empathy: Leaders who return to their jobs may have a greater empathy for the day-to-day experiences and struggles of their colleagues. Having walked in the shoes of both a member and a leader can enhance understanding and communication within the union.

4. Professional Development and Knowledge Transfer

• Skill Enhancement: The experience gained in leadership roles can significantly enhance an individual's professional skills, including negotiation, public speaking, and strategic planning. These skills remain valuable when leaders return to their jobs, contributing to the overall skill set of the workforce.
• Knowledge Sharing: Former leaders can share insights and knowledge gained during their tenure with their colleagues, fostering a culture of continuous learning and empowerment within the union.

5. Demonstrating Democratic Values

• Democratic Principles: Implementing term limits and requiring leaders to return to their jobs afterward exemplifies the democratic values of the union. It shows a commitment to equal opportunity, fairness, and the principle that the union is of, by, and for its members.
• Leadership Opportunities for All: This policy ensures that leadership opportunities are accessible to more members over time, encouraging a broader participation in union governance and activities.

Conclusion


Mandating that elected union leaders return to their positions after two terms reinforces the union's commitment to democracy, accountability, and member-focused leadership. It cultivates a dynamic and adaptable leadership pool, ensures leaders remain connected to the workforce's realities, and promotes a culture of empathy, solidarity, and continuous improvement within the union.
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[Gimme_Danger]

Two terms at what position? Executive Board of a Local is mostly a rank and file position, while getting a small stipend for participating in meetings, each term is 3 years. A business agent often needs one 3 year term to learn the job the right way, and many are not elected, so they don't always get a full term. A Principal Officer job involves a combination of duties and then some, with a 3 year term. Joint Council officers have 4 year terms. General Executive Board members have 5 year terms, often needing quite a bit of experience at various levels of leadership to be held in high enough regard to be elected by the membership. That election process often takes two years at least. And the starting/ending points all vary, with the only guarantee is that every 15 years a Local election cycle will line up with the International election cycle. I know it's hard to fathom, but leaders face election regularly, and members have a voice in their leadership more so than many other unions. TDU members have been educating members to run for Local and International office for over 4 decades, and have pushed for all the democratic reforms we enjoy today, drastically changing the culture of a union once run by organized crime.

[Tony R Cochran]

All excellent questions. Apologies for the multiple edits!

[Tony R Cochran]

Two terms at what position? Executive Board of a Local is mostly a rank and file position, while getting a small stipend for participating in meetings, each term is 3 years. A business agent often needs one 3 year term to learn the job the right way, and many are not elected, so they don't always get a full term. A Principal Officer job involves a combination of duties and then some, with a 3 year term. Joint Council officers have 4 year terms. General Executive Board members have 5 year terms, often needing quite a bit of experience at various levels of leadership to be held in high enough regard to be elected by the membership. That election process often takes two years at least. And the starting/ending points all vary, with the only guarantee is that every 15 years a Local election cycle will line up with the International election cycle. I know it's hard to fathom, but leaders face election regularly, and members have a voice in their leadership more so than many other unions. TDU members have been educating members to run for Local and International office for over 4 decades, and have pushed for all the democratic reforms we enjoy today, drastically changing the culture of a union once run by organized crime.

Implementing Two-Term Limits Across All Positions

The adoption of uniform two-term limits for all leadership positions within our union is a pivotal measure. This policy is designed to prevent the long-term accumulation of power by any single individual or faction, thereby disrupting the potential for an "upper crust" of bureaucracy to take root. By ensuring regular leadership turnover, we invite fresh perspectives and diverse voices into the union's decision-making processes, fostering a culture of continual renewal and responsiveness to members' needs.

Empowering Shop Stewards and Enhancing Participation

At the heart of our agenda is a significant emphasis on empowering shop stewardsLeadership Rotation and Career Pathways

To combat the creation of a permanent leadership class, our proposal includes a rotational leadership model that encourages individuals who have reached their term limits to return to their roles as regular members or to run for other leadership positions. This rotation ensures a dynamic flow of leadership and expertise throughout the union, with experienced leaders sharing their knowledge and insights to cultivate the next generation of union activists and leaders. This approach not only democratizes leadership opportunities but also ensures that the union benefits from a broad base of experienced and engaged members.

Addressing the Structural Roots of BureaucratizationLearning from Past Mistakes and Building a Democratic Future

Acknowledging the lessons from past attempts at reform, such as those initiated by groups like the Teamsters for a Democratic Union (TDU), is crucial. While TDU has made significant strides in promoting democratic practices within the union, recent criticisms highlight the risk of reform movements themselves becoming part of the established order they seek to change. Our approach must be vigilant against such outcomes, ensuring that reforms do not simply replace one form of elitism with another but instead create a genuinely democratic and participatory structure that empowers all members.collective effort of reshaping our union into a more dynamic, effective, and united force for workers' rights.

Conclusion on Stewards

To emphasize the crucial role of stewards within our union, we can draw inspiration from historical examples where frontline representatives played a pivotal role in advocating for workers' rights and driving meaningful change. During pivotal moments in labor history, workers organized collectively to challenge oppressive working conditions and demand fair treatment from employers. Stewards emerged as central figures in these struggles, representing their colleagues' interests in negotiations with management, handling grievances, and enforcing collective bargaining agreements.

In our union, we recognize the significance of stewards as essential advocates for workers' rights. They possess intimate knowledge of the daily realities faced by their fellow workers and serve as their voice in the workplace. Therefore, it is imperative that stewards are elected by their peers, ensuring that they have the trust and confidence of the workforce they represent.

Unlike elected union leadership positions, stewards occupy non-leadership roles, yet their influence and impact are profound. By serving without term limits, stewards can maintain continuity in representing workers' interests and addressing workplace issues over time. This continuity is essential for fostering stability and trust within the union, as stewards build long-term relationships with their colleagues and develop a deep understanding of their concerns. Union leaders returning to the job can act as stewards upon election, and assist in further educating others.
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[Gimme_Danger]

I don't think many members would feel too confident in short time leaders negotiating contracts, especially against big companies and national contracts. Negotiation is a skill people can learn, but some are better than others. A poor result in one contract can be damaging for several contract cycles.
You should research how changes in Teamster structures are made because writing this stuff here doesn't do any of that.

[TheMilitantTeamster]

[Gimme_Danger]

TheMilitantTeamster how many have you negotiated lately? Have you been a rank and filer on a negotiating committee? From what I've seen and read lately, there have been some incredible contracts negotiated with incredibly high percentage ratification by members involved.

[Tony R Cochran]

At Local 162, we face a significant challenge with steward representation. Currently, stewards are appointed, a practice that deviates from the democratic spirit outlined in our bylaws, which allows for either appointment or election. This method has unfortunately led to a gap between the stewards and the rank-and-file members they are supposed to represent, undermining our collective strength.

In response, the ITOC is spearheading an effort to shift towards elected stewards, a move aimed at revitalizing our union's foundational principles of democracy and accountability. This isn't merely about changing how stewards come into their roles; it's about transforming our union into a more responsive and member-driven organization.

Electing our stewards means placing trust back into the hands of our members, ensuring that those who represent us on the shop floor are truly reflective of our collective will and interests. It's about empowering the rank and file, ensuring our voices are heard and acted upon.

The need for this shift is clear. A democratic and transparent process for selecting stewards will not only strengthen our representation but also reinvigorate our union's fight against the employers and for our rights. As Farrell Dobbs would argue, the power of a union lies in its members' active participation and solidarity, principles we must live by and fight for.
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[Tony R Cochran]

Here are a compilation of some books I read during my training with SEIU and at the National Labor College, a resource that was regrettably underfunded and now is gone.

1. "Teamster Rebellion" by Farrell Dobbs - This book is a firsthand account of the 1934 Minneapolis truck drivers' strikes, which were pivotal in the history of the American labor movement. Dobbs, a central figure in the strikes, discusses the importance of rank-and-file organization and leadership in challenging unfair labor practices.
2. "Democracy in the Labor Movement" by Joel Seidman - Seidman's work explores the evolution of democratic practices within labor unions in the United States. It offers an analysis of how democracy within unions can lead to stronger and more effective advocacy for workers' rights.
3. "Labor's Giant Step: Twenty Years of the CIO" by Art Preis - Preis documents the rise of the Congress of Industrial Organizations (CIO) and its role in transforming American labor. The book highlights the importance of grassroots mobilization and the challenges of maintaining democratic principles within large labor organizations.
4. "Rank and File: Personal Histories by Working-Class Organizers" edited by Alice and Staughton Lynd - This collection of autobiographical accounts from grassroots labor organizers underscores the critical role of individual activists in shaping the labor movement. It provides insights into the challenges and triumphs of organizing from the ground up.
5. "Solidarity Unionism: Rebuilding the Labor Movement from Below" by Staughton Lynd - Lynd proposes a model of unionism focused on direct action and solidarity among workers, rather than hierarchical structures. This book is particularly relevant for discussions about the role of stewards and democratic representation in unions.
6. "The Union Steward's Complete Guide: A Survival Manual" by David Prosten - This practical guide offers stewards advice on everything from handling grievances to organizing workplace actions. It's a useful resource for understanding the day-to-day responsibilities and opportunities for leadership within the role of a steward.
7. "There's Power in a Union: The Epic Story of Labor in America" by Philip Dray - Dray provides a comprehensive history of the American labor movement, highlighting key moments and figures that have shaped its development. This book offers context for understanding the current challenges and debates within unions, including those around leadership and representation.

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[Tony R Cochran]

I don't agree with every word of Lynd's, but this is a great resource.

[Tony R Cochran]

Two terms at what position? Executive Board of a Local is mostly a rank and file position, while getting a small stipend for participating in meetings, each term is 3 years. A business agent often needs one 3 year term to learn the job the right way, and many are not elected, so they don't always get a full term. A Principal Officer job involves a combination of duties and then some, with a 3 year term. Joint Council officers have 4 year terms. General Executive Board members have 5 year terms, often needing quite a bit of experience at various levels of leadership to be held in high enough regard to be elected by the membership. That election process often takes two years at least. And the starting/ending points all vary, with the only guarantee is that every 15 years a Local election cycle will line up with the International election cycle. I know it's hard to fathom, but leaders face election regularly, and members have a voice in their leadership more so than many other unions. TDU members have been educating members to run for Local and International office for over 4 decades, and have pushed for all the democratic reforms we enjoy today, drastically changing the culture of a union once run by organized crime.

In light of the transformative impact of AI and automation on our industries, it's imperative that our union adopts forward-thinking strategies to address these challenges. One key aspect of this approach is the election of bargaining committees comprised of experienced individuals, including former leaders, who possess the necessary skills and insights to effectively negotiate on behalf of our membership.

By advocating for elected bargaining committees, ITOC and Teamsters Mobilize are committed to ensuring that our union benefits from the expertise and leadership of seasoned individuals who understand the intricacies of bargaining and have a proven track record of advocating for workers' rights. These individuals bring invaluable experience to the negotiation table, safeguarding our members' interests and securing favorable outcomes in the face of formidable adversaries.

Furthermore, our support for open bargaining processes underscores our commitment to transparency, accountability, and member engagement. Open bargaining not only allows for greater input from the membership but also fosters a culture of trust and collaboration between union leadership and rank-and-file members. By involving members directly in the negotiation process, we strengthen solidarity and ensure that our union remains responsive to the needs and aspirations of its members.

In summary, by advocating for elected bargaining committees and open bargaining processes, we are laying the groundwork for a union that is equipped to address the challenges of the future while leveraging the expertise of experienced leaders. This approach reflects our commitment to democratic decision-making, member empowerment, and proactive engagement in shaping the future of our union and the industries we represent
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Furthermore, the adoption of elected bargaining committees and open bargaining processes not only strengthens the democratic foundation of our union but also leads to better contracts for our members. Here's how:

1. Expertise and Experience: Elected bargaining committees comprised of experienced individuals, including former leaders, bring a wealth of knowledge and expertise to the negotiation table. Their understanding of industry dynamics, labor laws, and negotiation strategies enables them to craft contracts that effectively address the needs and concerns of our members.
2. Transparency and Accountability: Open bargaining processes promote transparency and accountability by allowing members to observe and participate in negotiations. This transparency ensures that union leadership remains accountable to the membership and that decisions are made with the input and consent of those directly affected by the contract terms.
3. Member Input and Feedback: Involving members directly in the negotiation process allows for greater input and feedback on contract proposals. By soliciting input from the rank-and-file, bargaining committees can better understand the priorities and concerns of members, leading to contracts that reflect the collective interests of the membership.
4. Solidarity and Unity: Open bargaining processes foster solidarity and unity among members by providing a platform for collective action and engagement. When members are actively involved in the negotiation process, they feel a sense of ownership and investment in the outcome, leading to greater solidarity and support for the final contract agreement.
5. Effective Advocacy: By leveraging the expertise of experienced leaders and the collective wisdom of the membership, elected bargaining committees are better equipped to advocate for favorable contract terms. Their ability to negotiate from a position of strength, backed by the support and solidarity of the membership, enhances our union's bargaining power and ensures that members' needs are effectively addressed.

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[Tony R Cochran]

Correction: I know that Teamsters Mobilize supports open bargaining but their position on elected bargaining committees is still unclear to me. ITOC supports both.

[Cali News]

[Tony R Cochran]

I actually see it as the opposite, because employers usually use union leaders' (high) pay as way to stop organizing or distract from their own abuses. O'Brien nearly came to blows (or now apparently it's a coffee date) with a Senator over this. But the objection to limiting union leaders' pay is understandable. However, let's consider the broader implications. According to the Federal Reserve, the median wage is around $74,580. If we cap leaders' pay at 1.5 times that, it's about $111,870.

This isn't about making leaders poor, but about preventing the creation of a permanent "upper crust" within our union. When leaders earn significantly more than the workers they represent, it can create a divide and lead to a loss of connection with the rank-and-file members.

We're not aiming to deprive leaders of fair compensation, but rather to keep them focused on serving the interests of the membership. It's about ensuring that leadership remains accountable and aligned with the values of the union. Union leaders would also have access to the relevant Local, JC or IBT benefits, including comprehensive healthcare coverage and secure pension plans, which are crucial for their well-being and long-term financial security.

The main goal is to prevent leaders from becoming disconnected from the realities of the members they represent. By implementing limits on pay and promoting rotation of leadership, we uphold the principles of solidarity and democracy within our union.

We've seen instances in the past where members felt let down by leadership decisions, such as with the UPS contract. For example, the UPS contract only allowed for a small raise each year for new part-timers, which was even less than what new part-timers received under previous leadership ($2 over 5 years versus $2.50 in the 2018-23 CBA). This disparity undermines the unity and strength of our union.

Moreover, it's important to note that official union business, such as O'Brien's trip to South Africa to build solidarity with the International Logistics Unions, may require substantial expenses. In such cases, the relevant body can authorize one-off funding to cover prohibitive expenses, ensuring that union leaders can fulfill their duties without financial hardship.

By imposing limits on leaders' pay, we're not only preventing the concentration of wealth within leadership but also ensuring that our union remains focused on fighting for better contracts and fair wages for all members.

?The current IBT Constitution is allows for far too much. Let's calculate the monthly allowance for meals, incidentals, and car expenses, and then convert that into an annual equivalent:

• Meals allowance per day: $100
• Incidentals allowance per day: $10
• Car allowance per month: $550

Monthly expenses for meals: $100/day * 30 days = $3,000

Monthly expenses for incidentals: $10/day * 30 days = $300

Total monthly car allowance: $550

Now, let's sum up the monthly allowances: Total monthly allowances = Meals expenses + Incidentals expenses + Car allowance Total monthly allowances = $3,000 + $300 + $550 = $3,850

To express this monthly allowance in terms of a yearly salary, we multiply it by 12 (months): Yearly equivalent = Total monthly allowances * 12 Yearly equivalent = $3,850 * 12 = $46,200

So, the yearly equivalent of the allowances for meals, incidentals, and car expenses amounts to $46,200. This highlights the substantial amount that could be accrued in allowances for someone traveling out of their area on union business for a month, underscoring the need for restrictions on salaries and expenses.
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[Tony R Cochran]

[Tony R Cochran]

Addendum: $111k a year is not "cheap" by any standard. It's a definite living wage.