Once collaborative bargaining negotiations are complete, only hard work will protect district gains. Suggestions are given regarding sharing information, resolving conflicts fairly and quickly, dealing with grievances and negotiating issues, using detailed contract language, surrendering power, and recognizing the inherent difficulties of setting…

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,…

Battered by adversarial negotiation approaches, an assistant superintendent decided to work with a facilitator, focus on issues, and build trust and honesty into joint meetings. Living in harmony, using one's ears, setting a nice table, stemming rumors, knowing when to stop, and celebrating are essential. A sidebar outlines five steps to…

Eighteen suggestions for reducing or even preventing grievance arbitration costs are detailed under negotiating the contract, administering the contract, and preparing for arbitration categories. (KS)

Spurred by the high turnover of urban school chiefs, school boards are trying to lock in outstanding incumbents by offering "golden handcuff" provisions such as trust funds, extended contracts, and supplemental salary and housing benefits. A sidebar describes a Jackson (Mississippi) superintendent's $100,000 escrow account as a…

New superintendents should realize their school boards will not shatter the community's "psychic salary ceiling." In today's impecunious, politically charged atmosphere, boards often post a smaller salary up front and "hide" remuneration in benefits and deferred compensation. Superintendents must beware low-range salary offers…