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 Allowable Growth-Unknown Insurance/Health Care Reform Insurance/Health Care Reform Enrollment Enrollment Ed Jobs Funding Ed Jobs Funding

What’s Different this Year? IPERS

District Comparison

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. 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? Partnerships and relationships in an open environment Partnerships and relationships in an open environment All opinions, viewpoints, and needs are valued even if not agreed upon All opinions, viewpoints, and needs are valued even if not agreed upon Character is important-based on honesty, respect, cooperation, trust, and integrity 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 Success will be achieved because of teachers, administration, and board, not in spite of any one group

How Does it Work? Parameters established for setting aside funds for additional teachers for new year Parameters established for setting aside funds for additional teachers for new year Parameters established for setting aside funds for operating balance 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 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? Partnerships and relationships in an open environment Partnerships and relationships in an open environment All opinions, viewpoints, and needs are valued even if not agreed upon All opinions, viewpoints, and needs are valued even if not agreed upon Character is important-based on honesty, respect, cooperation, trust, and integrity 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 Success will be achieved because of teachers, administration, and board, not in spite of any one group Others? Others?

Interest Based Bargaining Focuses on shared interests and collaboration Focuses on shared interests and collaboration Questions are discussed Questions are discussed Health insurance is reviewed-often negotiating members are also members of insurance committee Health insurance is reviewed-often negotiating members are also members of insurance committee Concepts are discussed rather than specific proposals Concepts are discussed rather than specific proposals All members of both teams participate All members of both teams participate Others? Others?

Does it Work? Is Interest-Based Bargaining Successful? Communication is important Communication is important Members need an understanding of school finance Members need an understanding of school finance Relationships important as a foundation of trust is critical Relationships important as a foundation of trust is critical Transitioning of members important to maintain working foundation Transitioning of members important to maintain working foundation

Interest-Based Bargaining Johnston Certified Staff 2 year agreement for FY 10 and FY 11 2 year agreement for FY 10 and FY 11 Total Package 4.0% Total Package 4.0% October % ATB cut October % ATB cut FY 10 economy downturn FY 10 economy downturn FY 11 questionable funding-allow growth, stimulus, etc FY 11 questionable funding-allow growth, stimulus, etc

Interest-Based Bargaining Johnston Certified Staff Presented letter to JEA January 7, 2010 and requested re-opening of the Master Agreement Presented letter to JEA January 7, 2010 and requested re-opening of the 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 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 Staff TQ-withheld FY 10 as result of 10% ATB cut TQ-withheld FY 10 as result of 10% ATB cut Agreed to release two per diem days per eligible employee 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 Two furlough days saved the district approximately $243,000, resulting in 3.21% from 4.0% TPI

JESPA Support Union Presented letter to JESPA January 7, 2010 requesting re-opening of the Master Agreement Presented letter to JESPA January 7, 2010 requesting re-opening of the 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 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% Two furlough days saved the general fund approximately $66,600 (excludes Food Service) resulting in 3.7% TPI instead of 4.6%

Johnston CSD

Questions?