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Dramatically improving student achievement in a school that has been failing for many years requires dramatically different conditions. Only the most effective teachers and leaders should be in the building, and the leadership must have the flexibility to respond strategically to the needs of the students, with regular input from teachers. Although state and district policy influence what occurs in school buildings in states with collective bargaining, the collective bargaining agreement (CBA) is the key lever that exerts significant control over day-to-day conditions. Traditional CBAs limit the implementation of turnaround and must be modified to create the conditions necessary for the effort to be successful. With unprecedented resources flowing from USDOE in the form of Race to the Top and School Improvement Grants, states and districts have more incentive than ever to intervene with bold turnaround strategies in chronically underperforming schools. There has never been a time with more targeted funding or political cover for states and districts to challenge the status quo and do what's best for student achievement. To shed light on how states, districts, unions and advocates can help modify their local CBA to support school turnaround, this guide: (1) identifies the contract elements that must be bargained to create the conditions for successful turnaround; (2) suggests strategies for districts and unions to pursue collaborative negotiation; and (3) provides examples of states, districts and unions that have begun this challenging but necessary work to make all schools, for all children, highly effective learning environments. (Contributing authors of this report are: Michael Contompasis, Dalia Hochman, and Meredith Liu. Contains 4 resources, 1 online resource and 70 endnotes.)

Dramatically improving student achievement in a school that has been failing for many years requires dramatically different conditions. Only the most effective teachers and leaders should be in the building, and the leadership must have the flexibility to respond strategically to the needs of the students, with regular input from teachers. Although state and district policy influence what occurs in school buildings in states with collective bargaining, the collective bargaining agreement (CBA) is the key lever that exerts significant control over day-to-day conditions. Traditional CBAs limit the implementation of turnaround and must be modified to create the conditions necessary for the effort to be successful. With unprecedented resources flowing from USDOE in the form of Race to the Top and School Improvement Grants, states and districts have more incentive than ever to intervene with bold turnaround strategies in chronically underperforming schools. There has never been a time with more targeted funding or political cover for states and districts to challenge the status quo and do what's best for student achievement. To shed light on how states, districts, unions and advocates can help modify their local CBA to support school turnaround, this guide: (1) identifies the contract elements that must be bargained to create the conditions for successful turnaround; (2) suggests strategies for districts and unions to pursue collaborative negotiation; and (3) provides examples of states, districts and unions that have begun this challenging but necessary work to make all schools, for all children, highly effective learning environments. (Contributing authors of this report are: Michael Contompasis, Dalia Hochman, and Meredith Liu. Contains 4 resources, 1 online resource and 70 endnotes.)

In 1988 the Collective Bargaining Forum, a private group of labor and business leaders, adopted a statement of principles recognizing that the institution of collective bargaining is an integral part of economic life in the United States. The purpose of the statement was to facilitate the spread of positive relations between labor and management based on mutual respect and trust. As a next step, the Forum has proposed a model compact for labor-management relations suggesting a new set of obligations and responsibilities that transcend and expand traditional collective bargaining relationships. The issues or practices that should be included in such a compact include: joint commitment to the economic success of the enterprise; joint commitment to the institutional integrity of the union; commitment by top management to employment security and continuity; worker participation and empowerment; conflict resolution; responsibilities in transforming industrial relations; and public policy principles. For each issue or practice, the Forum has also developed a set of guidelines which is both practical and consistent with the principles adopted earlier by the Forum. (A list of Forum members is appended.) (YLB)

In 1988 the Collective Bargaining Forum, a private group of labor and business leaders, adopted a statement of principles recognizing that the institution of collective bargaining is an integral part of economic life in the United States. The purpose of the statement was to facilitate the spread of positive relations between labor and management based on mutual respect and trust. As a next step, the Forum has proposed a model compact for labor-management relations suggesting a new set of obligations and responsibilities that transcend and expand traditional collective bargaining relationships. The issues or practices that should be included in such a compact include: joint commitment to the economic success of the enterprise; joint commitment to the institutional integrity of the union; commitment by top management to employment security and continuity; worker participation and empowerment; conflict resolution; responsibilities in transforming industrial relations; and public policy principles. For each issue or practice, the Forum has also developed a set of guidelines which is both practical and consistent with the principles adopted earlier by the Forum. (A list of Forum members is appended.) (YLB)

In 1988 the Collective Bargaining Forum, a private group of labor and business leaders, adopted a statement of principles recognizing that the institution of collective bargaining is an integral part of economic life in the United States. The purpose of the statement was to facilitate the spread of positive relations between labor and management based on mutual respect and trust. As a next step, the Forum has proposed a model compact for labor-management relations suggesting a new set of obligations and responsibilities that transcend and expand traditional collective bargaining relationships. The issues or practices that should be included in such a compact include: joint commitment to the economic success of the enterprise; joint commitment to the institutional integrity of the union; commitment by top management to employment security and continuity; worker participation and empowerment; conflict resolution; responsibilities in transforming industrial relations; and public policy principles. For each issue or practice, the Forum has also developed a set of guidelines which is both practical and consistent with the principles adopted earlier by the Forum. (A list of Forum members is appended.) (YLB)

In 1988 the Collective Bargaining Forum, a private group of labor and business leaders, adopted a statement of principles recognizing that the institution of collective bargaining is an integral part of economic life in the United States. The purpose of the statement was to facilitate the spread of positive relations between labor and management based on mutual respect and trust. As a next step, the Forum has proposed a model compact for labor-management relations suggesting a new set of obligations and responsibilities that transcend and expand traditional collective bargaining relationships. The issues or practices that should be included in such a compact include: joint commitment to the economic success of the enterprise; joint commitment to the institutional integrity of the union; commitment by top management to employment security and continuity; worker participation and empowerment; conflict resolution; responsibilities in transforming industrial relations; and public policy principles. For each issue or practice, the Forum has also developed a set of guidelines which is both practical and consistent with the principles adopted earlier by the Forum. (A list of Forum members is appended.) (YLB)

3-80 p. 22 cm

1Masters of Space

By Walter Kellogg Towers

This is the story of talking at a distance, of sending messages through space. It is the story of great men—Morse, Thomson, Bell, Marconi, and others—and how, with the aid of men like Field, Vail, Catty, Pupin, the scientist, and others in both the technical and commercial fields, they succeeded in flashing both messages and speech around the world, with wires and without wires. It is the story of how the thought of the world has been linked together by those modern wonders of science and of industry—the telegraph, the submarine cable, the telephone, the wireless telegraph, and, most recently, the wireless telephone. (From Preface) - Summary by Walter Kellogg Towers