District management didn t want to be on their own negotiating team because they thought they might be jeopardizing their work relationships. The district was forced to bring in outside negotiators, and the unions went on strike. The parties decided something needed to be done. The Board s Perspective Marlene Draper explains how the dynamics of the district were changing. Teachers and principals were afraid to talk to board members.
Draper says a change in attitude was called for and trust needed to be developed.
Then the superintendent retired. The board wanted to involve all constituencies in the search for a new superintendent. Meetings were held with the seven-member board of trustees, teachers, principals, classified personnel, parents, and community. The process helped the varied group to formulate what they wanted in a new leader. The new superintendent began to develop a strategic planning program, and others in the district began to share his belief that public schools, like all organizations, can no longer count on being a monopoly.