In this policy brief the author shows that contracts negotiated by local teachers' unions and district administrations allow for more flexibility than conventional views suggest. CBAs (collective bargaining agreements) are quite varied in their contents, and many school boards and unions have used the flexibility inherent in contract negotiations…

This paper analyzes the trends, underlying factors and implications of the trade in higher education services. The term "trade in higher education" refers to the purchase of higher education services from a foreign country using domestic resources. The objectives of this paper are to provide policy makers in developing countries, World Bank staff,…

Research and experience in school labor relations suggest that superintendents can be more effective during contract talks by acting like unbiased education leaders--not tough negotiators. Superintendents can avoid taking adversarial positions by staying off the bargaining team and following suggested guidelines for their role as educator,…

The resolution of public sector negotiations impasses by a vote of the electorate is presented as a new solution that is the best available in teachers' union disputes with administration. It puts the accountability in the hands of the people who must live with the decision. (MD)

Board members weary of smoke-filled rooms, midnight strike deadlines, and bad-faith bargaining charges might appreciate a South Dakota school district's bargaining formula for positive, productive contract talks.The keys are trust and willingness to listen; guiding principles include philosophical agreement on common goals and school finances,…

Criticizes the concept of superintendents functioning as chief negotiators in collective bargaining processes (it endangers the relationship with teachers, and puts an extra burden on the demanding job of a superintendent). Lists five recommendations for hiring outside negotiators. (MD)

Using an innovative bargaining model, a Chicago-area (Illinois) school district negotiated a teacher contract in under 30 days in an atmosphere of mutual trust. Central to sociologist Irving Goldaber's "win-win bargaining" model are (1) a schedule and a set of values agreed to by both parties and (2) a neutral facilitator. After adopting…

Describes a New York State school district program that has been successful for the past 20 years. The school board, administrators, and union leaders meet monthly and discuss items not subject to contract negotiations. A close positive relationship has evolved from the meetings. (MD)

Describes how a New York school district developed a way to successfully settle contracts with teachers using a joint committee of the parties involved rather than professional negotiators. (MD)

Describes the complexities of the position of executive director of risk management for Dade County Public Schools (Florida). The director must protect the assets, employees, and students of the fourth-largest school district in the country.(MD)

A long-term approach to collective bargaining is presented that involves school administrators and the union working together in a collaborative process of negotiation. In this way the bargaining process works as a series of opportunities for both parties to solve mutual problems. (MD)

Collective negotiations in public education is a relatively recent development that has tended to erode the principal's options, managerial authority, and professional status. The recent introduction of the "management team," an attempt to ameliorate this situation, has placed principals in the "management" camp in an…

Examines the case of bilateral monopoly in the context of joint profit-maximizing solutions. Asserts that, although bilateral monopoly is sometimes viewed as a theoretical model with few real-world applications, the elements of negotiations it contains form the basis for contracts between input sellers and input buyers. (CFR)

With adequate preparation, effort, and commitment, the school system's collective bargaining process can become an opportunity for management and employee organizations to resolve significant concerns. This paper recommends nine steps for a pragmatic approach to negotiations. (1) Prepare: Preparation includes reviewing the current collective…

This manual presents a collaborative "situational negotiations" approach to collective bargaining. After a brief introduction, part 1 describes the traditional adversarial bargaining model, using a case study from a medium-sized school district in the state of Washington to illustrate how the aftermath of confrontational bargaining is…