Our school district is facing the most challenging fiscal restraints in generations with increasing demands for accountability, enhanced performance, and the moral imperative to close the racial and socio-economic achievement gaps. This new reality calls for significant change and commitment by all individuals, stakeholders, and interest groups in the educational community. Labor contracts are a vital element in that change process. The following core beliefs will guide the district in negotiations with all of our employee unions.

• Student achievement is the primary goal.
  Increasing student achievement is at the core of our school district’s vision, priorities, and decisions, especially in the collective bargaining process. We believe all negotiated agreements with our labor unions must work to support and advance student achievement. 
   
• Negotiations must be principle-centered.
  We are committed to creating and fostering a climate of respect, trust, and collaboration with all employees and labor unions as we seek common ground behind a shared vision that leads to mutually acceptable labor contracts.
   
• All parties should engage in responsible, respectful communication.
  Open, honest communication and dialogue by all parties will facilitate resolution of new labor agreements. We are committed to keeping all stakeholders informed as collective bargaining moves forward with timely, complete and accurate information about the substance and implications of bargaining positions. 
   
• Contract flexibility is essential.
  It is imperative that our labor contracts have the flexibility to unlock and target vital financial and human resources to meet the needs of all students, especially in our most underperforming student populations. The work of all employee groups is vital in our efforts to close the achievement gap.
   
• We cannot afford a business-as-usual approach.
  Our past solutions will not help us solve today’s and tomorrow’s challenges. Reforming schools will require transformational shifts across the district. Employees and leaders must be open to change and look for new ways to continue operating effectively and efficiently as a school district despite the state and national budget crisis.
   
• Contracts must reflect fiscally-responsible, prudent decision-making.
  We must create a sustainable financial foundation for the future of our schools, families and students. Making short-term decisions at the bargaining table to avoid solutions to long-term school district challenges is a formula for financial disaster.
   
• Contracts should promote equity, comparability and competitiveness.
  As noted in the Classification and Compensation Study, the total compensation packages of some employees need to be adjusted to reflect current market value.