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Communicating During Difficult Negotiations

Background

Since 1993, Wisconsin public schools have operated under revenue caps established by the state legislature. The Wisconsin funding formula imposes a 2.1 percent revenue cap which delineates a specified amount of allowable revenue based on district enrollment. Compounding the revenue limit, many districts have experienced the dilemma of decreasing enrollments that have resulted in diminished ability to raise revenues to support programming.

In addition to the revenue cap, the Wisconsin funding formula imposes a 3.8 percent compensation package, known as the Qualified Economic Offer (QEO), for educational personnel. Since district employee compensation packages account for over 80 percent of district expenditures, the interplay between the revenue cap and the QEO plays havoc with district budgets. In addition, compensation packages are compounded by ever-increasing health insurance costs that threaten limited or decreased salary benefits to meet the 3.8 percent package requirement. It is no wonder that many districts face severe program cuts to stay within budget mandates.

The frustration of educators has grown over the years affected by revenue caps and the QEO. The situation has become more serious recently with a majority of distrists unsuccessfully negotiating new contracts. It has become a common event that "negotiations have broken down" and the "union is considering job actions."

Districts across the state were seeking help in dealing with employee unrest and frustration related to negotiation and in-district responses.  Representatives of the Wisconsin Association of School Boards and Wisconsin Association of School District Administrators approached WSPRA Board members for assistance.

Objectives

It is within the above context that the Communicating During Difficult Negotiations presentation and guidebook were developed.  Objectives of the project were:

• To create an awareness of the need to have a communication plan in place to deal with negotiation situations
• To develop a suggested structure for districts to use in communication planning during negotiations
• To create communication formats and examples for districts to adopt or adapt to their specific needs when facing negotiation actions

Target Audiences

• School board members
• District administrators
• Building principals and central office administrators

Negotiation Handbook Content

A three-member WSPRA subcommittee met to prepare a presentation designed to assist districts in responding to difficult negotiations.  Contents of the handbook include:

• Characteristics of effective communication
• Developing a communication plan
• Key messages during negotiations
• Addressing critical issues in negotiations
• Preparing for job actions
• Sample communications