I feel your pain regarding your schedules, pay and displacements, but you're making my point. Everyone is just "too busy" to participate in the process, so the process just drags on and on. This isn't easy, it takes time, unity, PARTICIPATION and respected "experts." If RAH Management doesn't like or trust your current experts, get some new ones that will tell them the same thing, perhaps in a way they can understand it more clearly.

As far as Management gaining nothing from a new contract, that is the salesmanship part of negotiations. You don't tell the company what to do, you just make it financially prohibitive for them to do what you don't want them to do.

You show them how a new contract would benefit them as far as productivity, morale, more efficient operations and customer care. That takes a discussion about what each side hopes to achieve and the possible solutions vs sliding proposals back and forth across the table.

This works better when you open all articles of your contract so there's room for "horse-trading", I don't know how, or if, it will work with just 4 articles in play. Why not open the entire CBA to Section 6 negotiations? That would open up more room to work together on the contract you deserve and remove some of the limits you face in negotiating just 4 articles.

Who made the decision to negotiate just these 4 articles?

I never thought I'd say this, but you may benefit from taking advantage of the free, government run Interest Based Bargaining (IBB) class and methods of obtaining a contract. You don't have to be bound by the entire IBB process, unless both sides agree to it, but, at this point, it can't really get any worse, can it?