In 1997, the Montgomery County Public Schools and the Montgomery County Education Association were preparing to negotiate a new collective bargaining agreement in the midst of changing demographics and increased needs in the classroom, new educational initiatives, and a major initiative to reduce health care costs. In the early and mid-90s, contract negotiations had been contentious; labor actions had included protests and work-to-rule campaigns.
Both parties wanted to change their traditional labor relationship and increase their capacities to work through these changes together. They sought a new, collaborative approach to contract negotiations that would produce a better contract and serve as a foundation for better working relationships after the contract was finished.
Process
Ki ThoughtBridge facilitated a three-day joint training workshop, conducted a two-day joint launch of the negotiation process, and facilitated the bargaining sessions until the parties reached agreement.
Confidential diagnostic interviews were held with important players on each side (including all members of the negotiation teams and key constituents) to gather data about current labor-management relationships, differing perceptions of past events, and tough issues to be addressed in the negotiations. Ki ThoughtBridge facilitators analyzed the key themes, issues, concerns and goals that emerged from the conversations and summarized them in a report presented to the parties during the training workshop.
Members of both negotiation teams and some of their key constituents participated in a three-day negotiation workshop, during which they learned and practiced a collaborative approach to bargaining and began applying that approach to the issues facing them. An additional four-hour workshop was provided for other key constituents (such as School Board members) so that they could understand and support the new approach being used in the bargaining sessions.
As nonpartisan facilitators, Ki ThoughtBridge consultants helped the parties effectively communicate with one another, improve their working relationships, and resolve their substantive disagreements around various bargaining topics by using a collaborative problem-solving approach. A “One-Text” process was used to enable small groups to draft possible solutions and receive input and guidance from the whole group.
Result
The parties used a collaborative process to negotiate a contract that garnered national attention. Both parties characterized the contract as a turning point in the development of Montgomery County Public Schools, with an emphasis on increasing staff participation in the governance of school sites, and benchmarks and processes for effective schools. The administration and the union were able to productively discuss educational issues in more depth than ever before, and the contract was concluded in record time; for the first time in 30 years of bargaining, the parties did not reach impasse and require the intervention of a mediator.
Ki ThoughtBridge was asked to come back in 2000-01 to help the parties sustain the interest-based approach after a turnover in the district's leadership. In the years since the conclusion of the contract, the parties have continued their efforts to redefine working relationships and approach the challenges of the school system jointly.