6 minute read
Tough Love
By Natalie Bruckner • Photos submitted by Rachel Pinkus
In Dayton, Ohio , Local 24 is setting a new standard for integrity, accountability, and innovation in the workplace. Through their collaboration with the local SMACNA chapter, the Sheet Metal and Roofing Contractors Association (SMRCA), they’ve implemented a system that prioritizes hard work and fairness. The outcome? A thriving workforce committed to progress and shared responsibility for the betterment of the industry.
At the core of Local 24’s approach is a no-nonsense three-strike policy for journeymen and women on the out-of-work list. “Our system is simple,” says Cole Chaney, the 27-year-old business representative for Local 24. “If a job is available, we expect the journeyperson to take it—unless there’s a valid reason not to.”
The system, developed collaboratively by Chaney, fellow business representative Brawny Welch, and input from partners like SMRCA’s Dayton chapter, reflects a balanced commitment to both tradition and progress. “This isn’t about punishing people,” Chaney says. “It’s about fostering a culture where everyone pulls their weight, and fairness is at the forefront.”
When a job call goes out, members have two hours to respond, followed by a text notification and a brief 15-minute grace period. If a member refuses three calls without valid justification, they are placed on an inactive list, allowing those actively seeking work to take priority. “We’re ensuring that opportunities are protected for those ready to step up,” Chaney explains.
Bob Pope, SMRCA executive vice president, emphasizes the success of the system, underscoring the strength of partnerships and collaboration in driving its effectiveness. “Cole and Welch have shown that accountability doesn’t mean rigidity. They’re open to collaboration and focused on solutions that benefit everyone—contractors and journeymen alike.”
When Chaney assumed his role at Local 24, he found that the out-of-work list policy hadn’t been updated since 1993 and lacked any real structure, leading to inefficiencies and growing frustration. “There was no accountability,” he recalls. To address this, he worked with Welch to introduce the three-strike policy, pairing clear expectations with thorough documentation to ensure transparency. “We sent out a 30-day notice to the members informing them that we’d begin implementing this policy in 2024,” Chaney says.
The result? Minimal backlash and a more motivated workforce. “Right now, we have only six people on the out-of-work list,” Chaney shares. “That speaks to the fairness and effectiveness of the system. Everything is tracked, and if anyone has questions, we can show them the facts.”
For Chaney, this approach is deeply personal. “My grandfather joined the union in 1965, and along with many mentors during my nine years on the tools, he taught me the value of hard work,” he says. “I was raised in an environment where people didn’t complain—they did the work and were paid fairly. That’s where I learned the values that guide me today. If you didn’t do the work, you didn’t last. But if you showed up and worked hard, you were kept on and supported. That’s the mentality I bring to this position: hard work and accountability.”
Pope admits that the arrival of young blood in Local 24 came with some apprehension from more seasoned members. “We weren’t sure how they’d come across. Would they be focused solely on politics? But they came in, ignored the politics, and started discussing ideas I hadn’t even considered. They’ve got such great ideas, and they’re very open to talking about topics that sometimes the new agents are hesitant to bring up. They’ll consider anything—and they know they don’t have to say ‘yes’ all the time just to make an impression.”
Chaney adds that his focus isn’t on simply serving two terms or securing a long tenure. Instead, his priority lies in improving the industry for both the present and future. “If I need to, I can always go back to working with the tools,” he says. “But while I’m here, it’s about creating meaningful change that benefits everyone in the trade.”
Building on the success of the out-of-work list system, Chaney and Welch have been expanding their efforts by spearheading mentorship initiatives to prepare the next generation of leaders. Recognizing the value of strong partnerships both within and outside the union, they are committed to ensuring members are as informed and empowered as possible. “I want our members to have the knowledge and tools to succeed,” Chaney says. The mentorship program, for example, which covers everything from understanding contracts to navigating leadership structures, is designed to equip members with the skills to thrive.
This forward-thinking approach extends to other aspects of education and training, too, where Chaney and Welch have worked with the JATC to secure additional resources for apprenticeship programs. By reducing the program’s duration from five years to four and reallocating wages to give apprentices a financial boost, they’re enhancing opportunities for the next generation. “It’s about investing in our people,” Chaney says. “We want our members to feel valued from day one.”
Pope commends Chaney and Welch for their openness and drive, noting how they’re not just maintaining the status quo—they’re actively building something better. “Whether it’s addressing seasonal layoffs with specialized training, advocating for funding or bringing back recognition awards and annual retirement dinners, their initiatives reflect a commitment to both tradition and innovation.” He adds, “They’re willing to take a chance and stick their necks out to grow the market share and benefit everyone.”
For Chaney, Welch, Pope and their teams, the key to success is building strong partnerships. “Labour and management aren’t opposing forces,” Chaney emphasizes. “When we work together, we’re stronger.”
Through these efforts and a foundation built on tough love, accountability and collaboration, Local 24 and SMRCA have created a model of excellence that others can emulate. “Hard work, integrity, and partnership have always been the backbone of this industry,” Chaney says. “By holding ourselves accountable and staying proactive, we’re not just preserving those values—we’re building on them.” ▪
Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog.
