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' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$9%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$9%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$ %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$ %(+8+0+$0 +$  0 ($(  (r ( S < `}   r ( S  `  H ( 0޽h ? 3380___PPT10.!M0I$ 0 p`$(  `r ` S ؎>  r ` S  `    H ` 0޽h ? 3380___PPT10.QH$  0 d$(  dr d S 8 `}   r d S  `  H d 0޽h ? 3380___PPT10.Q+:  0 h:(  hr h S @ `}    h S  `  "H h 0޽h ? 3380___PPT10.Q$   0 l$(  lr l S   `}   r l S Ȯ `  H l 0޽h ? 3380___PPT10.Q@$  0 $(  r  S  `}   r  S l `  H  0޽h ? 3380___PPT10.&Q$   0 $(  r  S 8 `}   r  S  `  H  0޽h ? 3380___PPT10.&Qg$   0 @$(  r  S Œ `}   r  S pƒ `  H  0޽h ? 3380___PPT10.'Q`Y$   0 p$(  r  S Ւ `}   r  S ֒ `  H  0޽h ? 3380___PPT10.(Q;x$  0 p$(  pr p S ݒ `}   r p S ޒ `  H p 0޽h ? 3380___PPT10.Qi$  0 |$(  |r | S  `}   r | S  `  H | 0޽h ? 3380___PPT10.Qf0$  0 $(  r  S  `}   r  S  `  H  0޽h ? 3380___PPT10.Q;0 0 zr0 (  0X 0 C ,   r 0 S `F, 0   H 0 0޽h ? 3380___PPT10.!M/u 0 rj4(  4X 4 C ,   j 4 S , 0   Issues for the District to consider Too many units will create multiple negotiation Units that are too diverse will create difficulty in negotiations. What do teachers aides, nurses, and bus drivers have in common? 6$$H 4 0޽h ? 3380___PPT10.#MpC72 0 8B(  8X 8 C ,    8 S , 0   DWho is the chief spokesperson? Advantages of having outsider as principal spokesperson Disadvantage is that these people may be trying to justify the price of their services Also they don t have to live with the outcome Role for Principals? Or food service director? Or transportation director? Rarely are principals at table but they have to deal with the outcomesL}}H 8 0޽h ? 3380___PPT10.#M  0 ~D(  DX D C ,   ~ D S , 0   Pay How are increases paid for? Use of  breakage What kinds of costs do we need to calculate? Importance of costs that get built into base Health insurance Watch out for behavioral changes heret...&...& H D 0޽h ? 3380___PPT10.$Mv& 0   H(  HX H C ,     H S ', 0    Examine the existing collective bargaining agreement What if it is a new unit and there is no existing agreement? What are we looking for in the existing agreement? Don t ignore long-standing provisions? Look at those in relation to problems you have, don t go looking for problems Where do goals come from? Check with building level supervisors and department level supervisors (e.g. food service) and their deputies Check with Educational supervisors even about non-instructional units. For example, how can the lunch service or transportation service contribute better to the educational goals of the District Don t forget to have a look at the District s mission statement Role of the Board of Education  Role of Superintendent in educating the Board Remember limits of what can be accomplished If everything is a priority, then nothing is Can end up negotiating full-time How much goodwill and effort do you want to use up dealing with problems that are theoretical and have never arisen Note differences in perspective What does Hill reading assume about how administrators make personnel decisions?  In collective bargaining agreements, school boards generally let school staffing be driven by rules, not the judgment of school leaders. Based entirely on educational criteria while unions impose rules to protect the incompetent which preclude administrators doing that How does this look to employees? Why do they support these rules? Do administrators make personnel decisions entirely based on educational merit? Take Hill quotation above and substitute the word  biases for the word  judgment 5PPPP,PP PQPPmP5,  QmH H 0޽h ? 3380___PPT10.3MV"   0 @P2(  PX P C ,    P S h, 0   4What kinds of information do we need? Don t forget information about state programs you pay for, e.g. retirement Federal programs, e.g. social security and medicare Legal information Requirements of FMLA, ADA, ADEA Non-mandatory topics (IP to insist on bargaining over those), e.g. class size Internal sources Payroll information, e.g. who takes health insurance, individual and family, how many people are at each step, how close are people getting to retirement HR experience, e.g. are we having trouble recruiting? Are we having trouble holding on to people? External sources Collective bargaining agreements of surrounding or similar districts. Who should we include in that list? Why? Associations SAANYS School Boards Association BOCES Our attorney &ZZZnZZZZ~Z!ZZZ&   n     ~ !   VH P 0޽h ? 3380___PPT10.AM?K 0 PT%(  TX T C ,    T S ܈, 0   'Will a saving have a serious deleterious effect on morale? Increasing starting pay by eliminating early steps instead of raising the scale Creating separate tiers of employees where new employees get a worse health insurance deal&;;H T 0޽h ? 3380___PPT10.BMp#  0 x(  xX x C ,    x S , 0    Class 2 of 2H x 0޽h ? 3380___PPT10.QP r 0  (  X  C ,     S , 0   Hebdon and Stern  what kinds of legislation gives rise to more strikes? Legislation with no finality Like the impasse procedures in the Taylor Law in New York Partridge  what kinds of legislation gives rise to more strikes? Legislation with no penalties Legislation with severe penalties Fewest strikes with moderate penalties  like 2 for 1 in the Taylor Law in New York `IWCIWCrH  0޽h ? 3380___PPT10.&Q{L 0 *"0(  X  C ,   "  S 쯋, 0   zQuite common in 1970s and 1980s Have fallen dramatically around the country Dramatic fall in teacher strikes reflects in large part legal changes in Michigan and Pennsylvania  Hess & Kelly&  H  0޽h ? 3380___PPT10.&Q  0 VNP(  X  C ,   N  S , 0   Based on Fisher and Ury  Getting to Yes Tries to avoid positional bargaining in which each party takes and extreme position and argues for it Try to focus on interests, not positions Example of the difference Why is district proposing that the employees pay a larger share of the health insurance costs? Try not to personalize the dispute Remember, you can control your behavior but not theirs What can you do differently? Try to create options for mutual gain Be creative keeping the interests of both sides in mind Try to agree on standards to judge the options Makes it possible to evaluate the options created)f*y$T'802f*y$T' 8 02TH  0޽h ? 3380___PPT10.'Q0T2W 0 `g(  X  C ,     S ͋, 0   i'Teacher pay may increase by much more than announced rate of increase due to steps Not in upstate New York where typically negotiate inclusive of increment Hill again assumes that, in the absence of unions, enlightened, objective administrators and school boards make all the correct decisions based exclusively on educational criteria He notes that what is in the collective bargaining agreement has been accepted by the district. If these are bad decisions why would we think they would make better decisions in the absence of collective bargaining&SSH  0޽h ? 3380___PPT10.(QkY4 0 D(  X  C ,     S ߋ, 0   FHess and Kelly - Some administrators and Boards use contract language as an excuse for inaction Never accept unions and collective bargaining as an excuse for managers not to manage, for leaders not to lead Make the union your partner  more about this later&``H  0޽h ? 3380___PPT10.(Qc 0 "(  X  C ,     S , 0   $Hand out Murphy reading Was in Boris and Lichtenstein and library didn t have it Was assigned for previous topic&YYH  0޽h ? 3380___PPT10.L 0 (  X  C ,     S |, 0   Health insurance buyouts Do you end up paying people not to take health insurance who weren t going to take it anyway? Early retirement incentives Normally a flat amount or a percentage of salary Normally a side letter that sunsets Mediated an alternative in 2008 Looks like longevity pay but goes into retirement fund District starts making payments of $1500 to $3100 at year 10 but not every year to about year 30 Various proposals resulted in payouts of $18,000 to $37,000L^I^IH  0޽h ? 3380___PPT10.` ^rPx+t;=%@BPg7~r5÷Ź ar@ɟ!c?kz, i;}*1p+( / 0LDArial_> 00TT8!ܖx: 0ܖ@ .  @n?" dd@  @@``ArialDefault Design3Negotiation of the Collective Bargaining AgreementReview!Today Planning for Negotiation$I. Determining Goals and Priorities$II. Who is on the Negotiating Team?III. Gathering InformationIV. Calculating CostsIV. Calculating CostsV. Unintended ConsequencesAdministrative=Case D Bargaining Dispute at the MacIntosh School District Next Time3Negotiation of the Collective Bargaining Agreement$Review Preparing for NegotiationsTodayI. Teachers on StrikeI. Teachers on Strike II. Interest-based Negotiations6III. Educational Collective Bargaining and Work Rules6III. 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