Collective Bargaining in These Economic Times

1. Collective Bargaining in These Economic Times Ron Peeler, Ahlers Law Firm Jan Miller-Hook, Johnston Community School District

2. State Averages

3. Allowable Growth/New $

4. What’s Different This Year? • Allowable Growth-Unknown • Insurance/Health Care Reform • Enrollment • Ed Jobs Funding

5. What’s Different this Year? IPERS

6. District Comparison

7. 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.

8. 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

9. 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

10. 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?

11. 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?

12. 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

13. 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

14. 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

15. 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

16. 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%

17. Johnston CSD

18. Questions?