The first step in creating a negotiation plan is to establish the goals of the negotiation. By establishing the goals and their priority, or what the desired achievements are an organization can determine the strategies that may prove most successful at reaching their goals. Goals are the desired result and strategies are the actions or efforts that need to be taken to achieve those. For example if the main goal is a monetary number, and not future relationship, then a competitive strategy may be most effective, however, if future negotiations and building a stronger relationship is the goal then an accommodating strategy may be most successful in reaching the goal.
Negotiation Planning Guide For Contract Negotiations Between NAS Whiting Field Military Fire Department (NASWF) and The City of Milton FL.
1. Defining the Negotiating Goal. According to Lewicki, Saunders & Barry (2015) "Knowing one's goal is absolutely the first and most important step in developing a strategy and executing a negotiation" (p.127). Reach an agreement between both parties for NASWF to assist the City of Milton with fire and emergency services out in town. NASWF has the ability and equipment to help the City of Milton in case of an emergency, but in the past the city has turned down the assist due to their firefighters feel it will take pay away from them.
2. Major Obstacles for Achieving this Goal. How can we get the City of Milton firefighters on the board with the assists from the military base? NASWF is willing to help due to they want to help their community and feel this is their way of giving back to the City of Milton. The City of Milton firefighters have to realize no pay will be taken from them if NASWF assist them in an emergency. All parties share a common interest in the City being financially successful in order for all parties to achieve future goals.
3. Define the Relative Importance of each Issue. NASWF has the capabilities to respond faster and more equipment then the firefighters of the Milton. Due to certain tax cuts in the city it has hit the fire and police department hard. With NASWF having this capabilities and willingness to assist during an emergency. This will help the City of Milton focus their spending somewhere else in their community. They will not have to worry about buying new equipment and can focus on taking care of their first responders. Most Sailors get out the Navy and joined the NASWF Fire Department which saves them a lot of money due to that they have already went through the firefighting course why they was in the Navy and no money is coming out their pocket for training purposes.
4. Define the Interests. The City of Milton understands that the cost of buying the equipment that their firefighters need will be a major hit to their budget. They also understand that if NASWF assists them they will not be paying NASWF at all for their assist but just their own first responders. The City of Milton also understands that if wages cannot be increased to be more competitive with similar agencies in the area then employees may be resistant and seek employment elsewhere. Prime example of this happening is; our Air Traffic Controllers after being in the Navy for 5 years can get out and go work for the FAA starting out at $90,000 year. So to fight this the Navy raised the amount of reenlistment bonus money they will get.
5. Define the Alternatives. According to Lewicki, Saunders & Barry (2015) " Alternatives (i.e., best alternatives to this negotiated agreement, or BATNAs) are other agreements negotiators could achieve and still meet their needs" (p.131). With NASWF assisting in calls, the City of Milton will be dismantle their fire department and become a contract for NASWF. This is will help the City of Milton focus their money in other areas of the community.
6. Define your limits, including a Resistance Point. According to Lewicki, Saunders & Barry (2015) "A resistance point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable" (p.131). The best way to approach this is to acknowledge the firefighters interests and the City's interest in striving to reach those goals, however, fettering that with the mutual interest in NASWF success. If the interest of NASWF is not including in the negotiations then NASWF will pull out until a better plan is brought forward. An example I can use is that most Air Traffic Controllers decide to get out the Navy due to their detailer will not send them to a ship and they want to go out to sea. So once they are told they are going to another shore base they pull their paperwork and get out.
7. Describe your Understanding of the Other Party's Goals, Issues and Resistance Points. NASWF fully understand why the City of Milton firefighters are against them assisting them in emergencies out in town. The firefighters feel that they will become obsolete if they let NASWF assist them. These issues are constantly on the mind of the city and will be considered as the city makes future decisions that impact its fiscal growth.
8. Setting ones own Target and Opening Bids. According to Lewicki, Saunders & Barry (2015) " The next step is to define two other key points: the specific target point, where one realistically expects to achieve a settlement, and the opening bid, representing the best deal one can hope to achieve" (p.134). With NASWF assisting in calls, the City of Milton will be able to make a 25% increase in wages over the next four years, this will help their longevity increase and to encourage their firefighters to stay. The agreement should start out at four years then build up to 10 years of service.
9. Assessing the Social Context of Negotiation. Multiple parties at the table often led to coalitions of negotiators who align with each other in order to win the negotiations. The Firefighting Association will be at the negotiation table as well as the City Mayor and NASWF. All currently retired employees and administration have a vested interest in the negotiations as well as other city entities such as parks and recreation department and public works. This negotiation will set the stage for future negotiations with all entities.
10. Presenting the Issues to the Other Party. According to Lewicki, Saunders & Barry (2015) "There are two major components to consider here: how you will present and frame the issues and interests and how you should structure the process by which this information is presented" (p.140). The best way to show the City of Milton firefighters how this will work out for them is to show them the capabilities of NASWF. This will give them a better mindset of how NASWF can help without taking any money or positions away from them. We will then show them how making the contract with NASWF will make a 25% pay increase in the next four years. Commend the firefighter for their hard work, loyalty and dedication and ensure that the primary goal is a fair agreement keeping all parties bottom line in mind and that a more successful overall financial outlook for the city ensures a more successful financial outlook for the community. Express an understanding of the issues facing the firefighters such as firing, hiring, retention and pay. The firefighters will know that these issues are constantly on the mind of the city and will be considered as the city makes future decisions that impact its fiscal growth.