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Collective Bargaining in These Economic Times. Ron Peeler, Ahlers Law Firm Jan Miller-Hook, Johnston Community School District. State Averages. Allowable Growth/New $. What’s Different This Year?. Allowable Growth-Unknown Insurance/Health Care Reform Enrollment Ed Jobs Funding.

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collective bargaining in these economic times

Collective Bargaining in These Economic Times

Ron Peeler, Ahlers Law Firm

Jan Miller-Hook, Johnston Community School District

what s different this year
What’s Different This Year?
  • Allowable Growth-Unknown
  • Insurance/Health Care Reform
  • Enrollment
  • Ed Jobs Funding
iasb employee relations collaborative bargaining
IASB-Employee Relations & Collaborative Bargaining
  • Positive labor relations enhance the ability of employees and school boards to work together for improved student achievement. Ideally, collaborative bargaining should end in a voluntary settlement between parties.
collaborative and formula bargaining what does it take
Collaborative and Formula Bargaining-What does it take?
  • Partnerships and relationships in an open environment
  • All opinions, viewpoints, and needs are valued even if not agreed upon
  • Character is important-based on honesty, respect, cooperation, trust, and integrity
  • Success will be achieved because of teachers, administration, and board, not in spite of any one group
how does it work
How Does it Work?
  • Parameters established for setting aside funds for additional teachers for new year
  • Parameters established for setting aside funds for operating balance
  • After set aside funds agreed upon, remaining dollars applied to model for bargaining of salaries and benefits
sound familiar interest based bargaining what does it take
Sound Familiar? Interest Based Bargaining-What Does it Take?
  • Partnerships and relationships in an open environment
  • All opinions, viewpoints, and needs are valued even if not agreed upon
  • Character is important-based on honesty, respect, cooperation, trust, and integrity
  • Success will be achieved because of teachers, administration, and board, not in spite of any one group
  • Others?
interest based bargaining
Interest Based Bargaining
  • Focuses on shared interests and collaboration
  • Questions are discussed
  • Health insurance is reviewed-often negotiating members are also members of insurance committee
  • Concepts are discussed rather than specific proposals
  • All members of both teams participate
  • Others?
does it work is interest based bargaining successful
Does it Work? Is Interest-Based Bargaining Successful?
  • Communication is important
  • Members need an understanding of school finance
  • Relationships important as a foundation of trust is critical
  • Transitioning of members important to maintain working foundation
interest based bargaining johnston certified staff
Interest-Based Bargaining Johnston Certified Staff
  • 2 year agreement for FY 10 and FY 11
  • Total Package 4.0%
  • October 2010-10% ATB cut
  • FY 10 economy downturn
  • FY 11 questionable funding-allow growth, stimulus, etc
interest based bargaining johnston certified staff14
Interest-Based Bargaining Johnston Certified Staff
  • Presented letter to JEA January 7, 2010 and requested re-opening of the 2010-11 Master Agreement
  • Meetings resulted in two (2) non-paid furlough days-one (1) less professional day at Supt.’s discretion and one (1) less work day scheduled by staff at their discretion
interest based bargaining johnston certified staff15
Interest-Based Bargaining Johnston Certified Staff
  • TQ-withheld FY 10 as result of 10% ATB cut
  • Agreed to release two per diem days per eligible employee
  • Two furlough days saved the district approximately $243,000, resulting in 3.21% from 4.0% TPI
jespa support union
JESPA Support Union
  • Presented letter to JESPA January 7, 2010 requesting re-opening of the 2010-11 Master Agreement
  • Meetings resulted in two (2) non-paid furlough days-two less professional development days for Food Service and Transportation personnel, two less workdays for custodians and all other personnel
  • Two furlough days saved the general fund approximately $66,600 (excludes Food Service) resulting in 3.7% TPI instead of 4.6%