Philomath SD 17J bargaining talks focus on special-education workload, leave tracking and pay proposals

Negotiators for Philomath SD 17J and association representatives met to review tentative contract language across a wide range of articles, with primary focus on special-education workload, school workday limits, paid and unpaid leave rules and the district's leave-tracking system.

The meeting opened with a review of the circulated agenda and a request to confirm scheduling for potential follow-up bargaining dates. Presenters and staff circulated packet copies so negotiators could walk through article-by-article responses; Alice acknowledged receipt of materials.

Why it matters: negotiators said clarity is needed where contract language intersects daily practice. Items flagged as priorities included explicit recognition of special-education case managers, operational rules for IEP scheduling and limits on additional outdoor-school hours that require administrator approval; negotiators warned unresolved language could create workload and coverage problems.

Negotiators proposed making Article 4 (staff evaluations) align with the licensed educator evaluation handbook so district practice and contract text do not conflict. On special education, the group proposed elevating language that recognizes the"significant role special-education case managers play" so it guides other decisions. Presenters raised multiple operational questions: two-workday notice for scheduled IEP meetings may be impractical when parents request meetings or when staff respond to moves; negotiators also asked whether a cap on the number of IEP meetings per day or per week is feasible without additional substitute support.

On workday and outdoor-school time, negotiators reiterated that "the school workday shall not exceed 8 hours" but discussed how preparation periods, lunch, meetings and required parent communication fit within that limit. For outdoor-school and overnight supervisory duties, the group agreed to a 30-hour maximum for additional time and to allow any excess only with prior approval from a school administrator. As one presenter said when explaining the outdoor-school rationale, "I'm going to sleep outside overnight with students and have supervisory responsibilities," underscoring why occasional exceptions may be needed.

Paid leave, unpaid leave and the leave-tracking system drew sustained discussion. Union negotiators proposed narrowing the definition of allowable unpaid evening activities (suggesting an arbitrary cap of three such events) to protect staff time while recognizing certain events (for example, back-to-school nights and transition nights) as professional responsibilities. On partial-day leave, negotiators proposed replacing a half-day unit with a smaller unit (a class period or an hour) to reduce coverage strain and to require clearer prior approval from building administrators.

Both sides extensively discussed Red Rover, the district's leave-tracking system. Negotiators said the system is "not user friendly" and that reconciling sick and personal leave across systems requires intensive staff time; district staff acknowledged reporting gaps and said they are reviewing whether the program and accounting systems can interoperate for incentive purposes. In response, a staff member noted the district will examine reporting options and workflows so administration burden can be reduced.

On compensation and benefits, negotiators reviewed an initial proposal that included a 3.0% raise in year one and 3.25% in year two, a $65,000 insurance pool and adjustments to insurance opt-out distribution; parties acknowledged final numbers depend on an upcoming state budget forecast and pending legislation that could change special-education funding formulas. The group also discussed a 6% proposal for co-curricular pay to bring athletic and activity salaries closer to comparable districts, and whether National Board certification should receive a stipend rather than an automatic column advancement because certification maintenance and costs vary.

Recruiting and hiring procedures surfaced in discussion of vacancies and transfer language. Parties agreed an interview committee should include at least one licensed-staff representative from the relevant grade or subject as a volunteer member and that the committee's role is to provide a recommendation while hiring remains a management right.

Safety and facilities items were also raised: negotiators agreed on the need for a district-wide safety protocol and annual staff notification and on facility security baseline measures (lockable exterior doors and working keys for licensed staff), while reserving detailed operational language for later drafting.

Next steps: negotiators agreed to follow up on special-education specifics, to cost out Article 32 (facilities/technology drops) and to confirm whether a May 20 budget-committee meeting will proceed or if parties should move to a later date. No formal votes or motions were recorded during this session.

The meeting concluded with a plan for smaller working-group follow-ups and an email confirmation on scheduling.