Alliance – UTLA Bargaining Update
Subject: Alliance – UTLA Bargaining Update
Sender: Bargaining Updates
To: Represented Staff Only (Separate – one for Gertz-Merkin; One for BT Staff)
dl-gertzmerkincertificatedrepresentedstaff@laalliance.org
dl-burtontechcertificatedrepresentedstaff@laalliance.org
Dear Gertz-Merkin/Burton Tech Staff,
Since our last update on March 7 (GM link, Burton link), Alliance and UTLA have met for 3 full days – March 11, April 8, and April 18 – from 8:00 to 4:00 PM. Our bargaining schedule is here.
As you are aware, we’ve had Adult Wellness as a network focus at Alliance for the last four years, and becoming a best place to work has been a part of our ultimate aspiration for just as long. With that foundation, we continue to enter the bargaining process listening and seeking to understand staff experiences. Our goal, as it has been, is to continue to be a great employer for our staff, while remaining resolute that our mission is to serve the needs of our scholars, which includes sustained impact for future generations by ensuring long-term operational and financial stability.
As we indicated in the last update, collective bargaining is an interactive process, and proposals will continue to evolve until a final agreement is reached. We believe that acting and communicating in an open and transparent manner with UTLA at the bargaining table can and has led to increased understanding. We also believe that we share many values at the bargaining table and we must continue to seek solutions that align with our schools’ values, operational realities, and financial limitations. With this understanding in mind, we have had productive and difficult conversations that we believe may lead to agreement on innovative “pilots” to operationalize in a contract at the schools. We hope that this sort of partnership continues, and that we are able to find common ground on other important issues in the coming weeks.
Below are the various proposals and counterproposals Alliance and UTLA shared and discussed. We encourage you to read the proposals for yourselves, and to contact your representative with any questions.
PROPOSALS & COUNTERPROPOSALS:
To UTLA’s certificated unit at Burton Tech/Gertz-Merkin
Employment Classification [Burton-Alliance, Burton-UTLA, GM-Alliance, GM-UTLA]. It appears that negotiations over this proposal will require a lot of work. As discussed at the table, “permanent” status has a settled understanding at traditional districts but not among charter schools. However, this lack of a settled understanding among charter schools reflects the fact that the charter sector was established in large part to explore the benefits of alternative systems to better meet the needs of school communities, and with Alliance, underserved communities of color. Nevertheless, because studies indicated that the “permanent” status system of traditional districts had a disparate negative impact on our communities, charter schools have generally avoided the system. In addition, at Alliance, we have a higher than industry-average retention rate and an involuntary turnover rate of less than 1%. Consistent with this context, Alliance’s proposal would not provide a path to “permanent” status. However, our proposal does include a severance payment provision in the event an employee is terminated “without cause.” In addition, our proposal outlines a commitment to provide offers of employment no later than April 1 for employees who are in “good standing.” Both suggestions were made in response to UTLA’s initial proposal and, as communicated at the table, we remain open to negotiating those provisions.
Class Size and Caseload [Burton-Alliance, Burton-UTLA, GM-Alliance, GM-UTLA]. Founded as a network of small schools, Alliance values the impact of smaller class sizes and caseloads on scholar achievement, and when compared to LAUSD, our classes are generally smaller. Balancing both the value of small class sizes with operational and financial trade-offs, Alliance proposed an average class-size goal of 30 scholars and included both informal and formal processes for staff to address concerns if their average class size exceeds that goal. The proposed average class size is 5 scholars lower than the average class size for Predominantly Hispanic, Black, Asian, & Other Non-Anglo (PHBAO) LAUSD high schools and 9 scholars lower than the class size maximum. For middle schools, the proposed class size goal is the same as LAUSD’s PHBAO class size maximum and 3 scholars higher than LAUSD’s average. Alliance noted both that schools are funded directly, which is different from LAUSD, and that the per pupil funding for middle school is lower than high school. While there are many advantages to having those closer to students manage school dollars, one advantage to a more centralized approach is that LAUSD has the ability to leverage funding from larger average class sizes in high school (which receive more funding) at both PHBAO and non-PHBAO to sustain lower average class sizes in PHBAO middle schools. Because we’re a small system and each school runs on its own school funding with much more limited class space and staff, Alliance does not have the same flexibility. Still, Alliance indicated that it prioritizes, overall, smaller class sizes and that we remain open to exploring options.
Compensation [Burton-Alliance, Burton-UTLA, GM-Alliance, GM-UTLA]. During the bargaining conversations, both parties seemed to agree that Alliance’s current and proposed salary structure is one of the most competitive in the market. With this in mind and with our effort to maintain a OneAlliance experience for all employees, at our March 6 and March 18 meetings regarding Burton Tech and Gertz-Merkin, respectively – and again in April – we proposed matching Burton Tech/Gertz-Merkin unit members to salary schedules for non-unionized schools, which would effectively increase the pay of teachers and counselors at each school. Alliance noted the competitiveness of the salary schedules focused on strong core compensation. Alliance noted that it was open to alternative compensation structures, but such structures must be financially and operationally feasible. To this point, Alliance noted that UTLA’s initial proposal on compensation amounted to a 50-60% annual increase in costs with state funding increasing by less than 1% – in fact only 0.76%. In multiple sessions, Alliance has voiced a commitment and value to excellent compensation, but continued to voice concerns that proposals being brought forth failed to acknowledge financial and operational limitations. Alliance invited more clarity on how to prioritize tradeoffs in an effort to continue to advance the bargaining process.
Health and Welfare [Burton-Alliance, Burton-UTLA, GM-Alliance, GM-UTLA]. As is the case with Alliance’s current salary structure, both parties seemed to agree that we offer strong benefits packages. UTLA put forward a number of proposals, including eliminating the Kaiser premiums. As Alliance noted, any changes to the Kaiser rates may impact the expense or availability of Anthem given Anthem has required certain concessions from Alliance in the past in order to prevent significantly increased costs for the plans. {BURTON ONLY} Alliance offered the option for Burton Tech unit members to explore their own, separate healthcare option with a set budget.
To view all the latest proposals for Burton Tech, click here. / To view all the latest proposals for Gertz-Merkin, click here.
Again, please contact your representative with questions or concerns.
Sincerely,
The Alliance Bargaining Team