The legendary Hall of Fame basketball coach John Wooden offered the following advice to his players for their behavior on and off the court, “It’s not just what you do that’s important. It’s how you do it.”
Wooden’s call for a higher standard was in evidence when David Paarlberg-Kvam and David Chandler came together to lead negotiations on a three-year agreement between the teachers and the Bennington-Rutland Supervisory Union (BRSU).
Their respective bargaining teams included teachers, board members and BRSU staff representing the Mettawee and Taconic & Green School Districts and six operating schools serving the kids of 11 Northshire communities. A mutual agreement was reached and ratified well ahead of the start of the 2023-24 academic year. Unlike most Vermont Supervisory Unions, there was no need for outside mediation or arbitration.
“When I accepted the role of lead negotiator, I had only one condition for my Board,” said Chandler, a BRSU board member. “I would not be taking an adversarial position. I knew from experience that both sides need to work shoulder-to-shoulder to do this important work for our community.”
Chandler took this stand in part because he knew that with Paarlberg-Kvam, the lead for the faculty bargaining team, Chandler had a willing accomplice. The two had established a working relationship in the previous contract discussion, which gave them a running start on the next round.
“David knew it was important for the teachers to be heard,” said Paarlberg-Kvam. “The challenges in the classroom have evolved dramatically during my 16 years of teaching. The pandemic only accelerated the rate of change. We’re not going back to the way things once were.”
The first formal meeting set the tone for the negotiations. Traditionally, the first encounter is an opportunity for both sides to state their terms for an agreement. From day one it makes the case for drawing a hard line in the sand.
Chandler and Paarlberg-Kvam choose a different direction.
They decided to start with a conversation. While talk is fine, equally important was that each side was determined to really listen. Understanding both sides of an issue helps chart a course for reaching a lasting agreement.
“That first meeting was essential,” said Chandler. “Five employee negotiators read a statement on what teaching means to them. I know every board member was impressed with their commitment to excellence.”
From the other side, it was important for teachers to hear first-hand the number of issues confronting the Board. The financial tradeoffs that needed to be made in making investments in education and holding the line on spending and taxes.
“The most important outcome of that first session was we realized we had a common mission,” said Paarlberg-Kvam. “We both wanted to build the most robust education system possible for our community.”
With both sides on the same page, both parties were ready to move on. “We started by picking issues with minimal disagreement,” said Chandler. “Things like sick leave and contract language clarification. These were quickly resolved. If a problem emerged, it went into a ‘parking lot’ for later.”
“Those early rounds were essential in building trust on both sides,” said Paarlberg-Kvam. “And trust helps not only reach an agreement today, it helps us deal with issues that emerge tomorrow during the three year contract term and beyond.”
Ultimately the discussions led to the subject of a living wage and the need for the BRSU to be competitive in its ability to retain and recruit the best possible teachers. “In Southwest Vermont, the BRSU is competing with higher salaries offered in Massachusetts and New York,” said Paarlberg-Kvam. “With a nationwide shortage of teachers willing to do this work, the BRSU needs to create the most appealing environment possible to maintain the teaching standards essential for our community.”
The initial three year wage proposals were far apart, but by the time they emerged both negotiating teams knew how to find common ground. The sides agreed to three years, with increases of 10%, 3% and 3%. The noticeable bump in the first year acknowledges the impact of the recent spike in inflation and a 12.5% increase in state-bargained medical benefits for teachers.
It’s impossible to craft a three year contract that can address all the issues that might come into play. There is simply too much uncertainty in today’s world. What if, for example, double digit inflation returns during the agreement? What if there is deflation or recession? The answer is that the contract sets up a process to promptly address unforeseen developments. The agreement is a living document designed to maintain the best interests of the BRSU community.
Another important issue not in the contract but on the radar of both sides is housing. “It’s not unusual to recruit a teacher we need,” said Paarlberg-Kvam, “and then have them turn down the offer because they can’t find a place to live.”
Chandler acknowledged that reality: “We’re not in the real estate business, but as Board members we are part of the overall community. We may not have answers today, but we can certainly help focus public attention and hopefully play a leading role on this crucial issue.”
As a sitting member of the school board bargaining team, BRSU Superintendent Randi Lowe witnessed the negotiations first hand. “Watching both sides, listen, consider, counter, listen, and continue iterating as they moved closer together was inspiring,” said Lowe. “This is exactly the type of discourse we want happening in our classrooms . It was just one more reason for me to feel proud of the entire BRSU family.”
Coach Wooden was known for winning championships, but unlike in basketball, this game is never over. Both sides have their eyes on the future. Their work goes on after the agreement was signed. Each side has agreed to keep playing to keep moving forward to meet their mutual objective: A robust, efficient education system for the BRSU.
In this game, all the participants — teachers, board members, parents, kids, and the community — everybody wins.
