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Illinois School Board Journal
July/August 2005

Business manager's advice...
Negotiations prep list essential to bargaining

by William Harkin

William Harkin, associate superintendent for business services at Wauconda CUSD 118, north of Chicago, makes professional presentations on how to calculate the cost of proposed changes to the teachers' salary schedule.

As a school business manager, I am expected to provide the superintendent and school board with accurate information and sound advice on all financial matters. That includes issues related to collective bargaining, including the teacher salary schedule and the cost of specific union proposals.

Although accurate information is absolutely essential at the bargaining table, experience has taught me that it is not enough. There are other matters germane to the labor-management relationship that go deeper and last longer than "just the facts." I always ask school board members to keep in mind a number of issues when I provide them with dollar figures and other information they need for union negotiations.

Before entering into negotiations, school board members should remember that:

• The school board's relationship with teachers is long term. Each contract is only one part of that long-term relationship. Previous school board members have set the stage for this new round of negotiations, and you will lay the foundation for those board members who will negotiate future contracts.
• Salary and benefits make up roughly 70 to 75 percent of your school district's annual expenditures. Ask your administrative team to review the district's budget for the current year and to prepare forecasts for future years. Look at the potential impact to your budget based on a range of different salary increases. Know what fringe benefits are required by the current contract. Who pays for single medical insurance, for example, and does the district pay for any of the family medical insurance?
• You are negotiating a teacher's contract. Know what teachers at other school districts are paid as compared to your district. Know the salary for a new teacher and how much your most senior teachers earn. Know that teachers get paid for different types of extras, such as coaching, summer school, staff training and the like. Know what the key issues were in the last contract negotiations, how they were resolved and what the impact has been so far.
• Most teachers who are part of the negotiations team are senior members of your staff. They will sometimes be tempted to focus on their own needs, (i.e., retirement benefits, additional steps/lanes) and overlook the best interests of new teachers (i.e., starting salaries, tuition reimbursement).
• Your teachers are members of your community. They are parents, they are voters and they are advocates for the schools, as well as for their profession and for themselves.

During and after negotiations, school board members should remember that:

• You are dealing with confidential issues. Both the school board and the union share this responsibility. Unintentional leaks can extend negotiations and affect the level of trust on each side. Honor and respect the rights of others to share specific concerns that might never be part of the final contract.
• Always ask clarifying questions whenever you are not sure of what is being discussed. Sometimes your administrators and your teachers speak of issues that are not clear to members of the school board. Examples include teacher evaluation processes, special education workloads, Individual Education Plans and sick leave bank.
• There is no winner if there is a loser. Poor contract language will haunt the district and will have to be dealt with by the next negotiating team. Both parties must ensure that the contract is fair to both sides and the respective interests that they brought to the table.
• Both parties have to work together after the contract has been negotiated. Don't create situations for your administrative staff that will negatively affect the workplace.
• Be civil. Allow for an open discussion by both parties.
• Give what you can when the cost is minimal or non-existent (i.e., allow the staff to leave with the students on Fridays rather than stay 15 minutes later).
• Speak from the heart. That is why you are there as a board member. This is your school district.

This process of negotiations can be both fun and rewarding. A good contract allows both parties to feel proud of the district, which will help keep teacher turnover low and provide stability to the community.