More than a few school board members offer the opinion that teacher contracts are a major impediment to school reform.
But is that true? Union leaders argue just the opposite in “State of the Unions,” the April cover story of American School Board Journal.
Indeed, National Education Association President Reg Weaver puts it quite colorfully when responding to complaints that teacher contracts add unnecessary costs to school budgets and create bureaucratic obstacles to reform.
“That’s crap,” he says.
The truth, as usual, is much more nuanced.
Take tenure rules. Yes, some contracts make it incredibly time-consuming and expensive to fire a bad teacher.
Then again, I’m still waiting for school board members to explain why their school system gives tenure to these poor-performing teachers in the first place.
School board members also are correct that seniority rules make it too difficult to transfer the best teachers to where they’re needed.
But union leaders are equally correct in arguing that assigning teachers where they may be resentful or unhappy is no formula for success. It isn’t going to help teacher retention rates, either.
Finally, it’s also true that collective bargaining agreements hinder innovation and creative solutions by restricting administrators’ leeway on such things as scheduling after-hours training, for example.
But union officials have a point when they argue that contract agreements sometimes save school boards from making hasty and costly policy mistakes, and that such agreements help avoid the policy churn that might follow with the rapid turnover of board members.
So what’s my point? It’s a bit simplistic to put too much blame on collective bargaining and teacher contracts.
It’s also pointless. Collective bargaining is here to stay.
So here are some questions for school boards: How often do you meet with your union’s leadership to talk about common goals? Do you seek solutions to problems as they arise? Or do you wait until the pressures of contract talks before addressing an issue?
And how good a horse trader are you? If you want something in the contract changed, do you offer a tangible benefit for a serious concession? Do you lay out the data to prove that change is good for students—and, thus, for teachers?
Maybe your school board is hampered by contract language. Maybe your union leadership is militant and difficult to work with. I won’t say you’re wrong.
But, then again, it might be worth rethinking how you go about working with your union. There may be more opportunities there than you imagine.
Del Stover, Senior Editor