Mr. Speaker, I am delighted to be able to speak on Bill C-25. The whole subject of employer-employee relationships and employer-employee relations has been an interest of mine for a great number of years.
I have indicated on numerous occasions that for 27 years I taught at the Northern Alberta Institute of Technology in mathematics and computing. For four years before that, when I was just a kid, I taught high school. Believe it or not, in both of those environments I was involved with employer-employee relationships in a very real way.
I was always astounded when I first graduated from university. I really was just a kid. I was 22 years old, I had two degrees and away I went into the work world. I graduated from the University of Saskatchewan with great pride and unfortunately could not get a job in Saskatchewan. When Alberta beckoned and offered me a job, saying that it had never yet been disappointed in a graduate from the University of Saskatchewan, I took the job.
Suddenly, I was the math department in a small rural high school in Alberta. I was just a young person, 22 years old, offering in-service to the other teachers because we were going through the years of new math. The reason I bring this in that it all ties together. As a result of doing this in-service work, I got to know many teachers throughout the whole county. At one of the annual meetings of the Alberta Teachers' Association local there, I suddenly was elected, just this young fellow from Saskatchewan, to be the president of the ATA local. One might call it a teachers' union. We always called it a professional association.
It was a very interesting experience, because as soon as one has the opportunity to work representing other people one immediately finds ways of bringing together people who are far apart. I found it an incredibly valuable experience, because 95% to 99% of relationships between employers and employees are healthy and good and work fine, but there is always that 1% to 5% where a conflict develops for one reason or another. How do we reconcile that? How do we bring those people together?
Of course it becomes a real mixture of psychology and sociology and a whole bunch of other things, and often very little mathematics, although I did apply some mathematics to it. I discovered that if there are two people, there is only one relationship between the two of them. If there are three people, there are three relationships. If I had a way of drawing a diagram, there are person A and person B, so there is that one, persons B and C, and persons A and B, so there are three relationships. That grows geometrically as the number of people increases. For example, if there are 16 people there are 120 relationship pairs.
When we have thousands of people in a civil service, like we have in Canada, we cannot expect that there would not occasionally be frictions between the personalities, so employer-employee relationships and inter-employee relationships become very important. One discovery I made early on when I was a young kid teaching high school math and involved in the ATA was that we have to learn to co-operate. One has to forgive. There has to be an attitude of acceptance and understanding. There has to be a culture like this one: I like my job, I like the people I work with, what I am doing is worthwhile, it is valued by my employer, and it is valued by my clients, whoever they are.
In the civil service, these clients are usually citizens of our country. Many of our civil servants work with citizens of other countries. All of us, regardless of our position, even members of Parliament, have to work on those interpersonal relationships.
When the President of the Treasury Board brings forward Bill C-25 and says that the government is going to modernize the public service, I would like to emphasize that underlying this is the foundation of value for each individual who works in the public service.
I also became involved in this when I went to the Northern Alberta Institute of Technology. Lo and behold, there were about 750 professional staff members there who honoured me by electing me as their first president of the academic staff association at NAIT. Until that time, we had been forced members of AUPE, the Alberta Union of Provincial Employees, whether we wanted to be or not. Even then, before I was the president of the staff association, I was elected president of branch 38 of AUPE. I had an opportunity there, and later as the staff association president in taking part in the formation of our new staff association, to build on the important foundations I discovered earlier in my life. It was an interesting experience.
There is one thing I want to comment on. Bill C-25 includes the whole subject of arbitration and conciliation and methods of solving disputes. I would like to advise the President of the Treasury Board and all Liberal members here today, the huge crowd of them, that they need to do this right.
I will share a personal experience. When I was the president of the staff association, for our very first contract we put our heads together and asked whether we wanted the right to strike. A number of members said no. They felt that the only time members need the right to strike is when a situation cannot be solved in any other way. So we reasoned. If we have an argument with our neighbour about where a fence should be, we have a court system and a legal system in which that can be arbitrated. It can be determined. We do not have to picket in front of our neighbour's house stating he is being unfair because his trees are on our land or whatever the problem is. That is not how to solve these types of situations. We find out where the boundary is and we have to live with the decision. That is true in every area of conflict. There is a mechanism or there are developing mechanisms in our country to solve those conflicts, through hearings, through arbitration, through conciliation and whatnot.
We argued that for ourselves the right to strike was a means to an end, not an end in itself. We bargained away in our very first contract on a clause which was set up so that it would be perpetual in subsequent contracts. Both parties had to agree if the clause were to be removed. Once the clause was in there, unless both parties agreed to remove it, it would stay in there perpetually, which is a good way of putting it. We put into that clause a whole sequence of arbitrations and mediators and everything, a whole dispute resolution mechanism so that disputes could be properly solved. It worked really fine.
Now I am going to take a slam at the provincial government of Alberta. It worked really fine until those guys in the government, and I am talking now as an employee, those guys in the Legislative Assembly of Alberta, passed a rule which stated that in cases of arbitration, the arbitrator must take into account government policy.
That seemed like a really innocuous little statement, but it threw a pile of sand into the smooth working gears of our relationship. After that, when it came time to negotiate a new round of salary agreements or whatever the government would simply, in advance of that, make a public announcement. This was when inflation was 8% to 10% per year. The government would say that its policy that year was that no government employee shall have a raise increase exceeding 2%.
That blew us out of the water. It made it very unfair because it said we could not bargain fairly. If we could not come to an agreement we could go to arbitration because we had binding arbitration. If binding arbitration was there the government had already passed a rule that we had to take into account government policy and it had declared the policy was 2%. That was the end of the show.
The House can see how frustrated we were. It landed up that we were there in the boxing ring and the person with whom we were boxing was also the referee. It made it very unfair.
My advice to that vast group of Liberals who would impose this legislation is to ensure that where there is arbitration and where there is conciliation that it be kept fair. If the Liberals do not, they will cause unrest in the civil service which they do not want.
That is a very important principle. I am arguing a principle, not specifically the wording of the bill. I expect the committee will look after that.