Meet and Confer
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Meet and Confer Negotiated Agreement – April 9, 2025
Meet and Confer Negotiated Agreement – April 9, 2025
This agreement includes recommendations created jointly by teachers, classified staff, and administrators using a collaborative negotiation process. The goal is to improve communication, working conditions, student support, professional development, compensation, and school operations across the district.
Communication & Employee Support
Communication & Employee Support
Main Goals
Improve communication between the district and employees.
Make important information easier to access.
Increase transparency and staff involvement.
Key Actions
Key Actions
Continue tracking progress on past Meet and Confer agreements.
Create an employee handbook with:
Salary and benefits information
Class size guidelines
Student discipline procedures
Behavior matrix information
Continue weekly district updates to staff.
Provide Spanish translations whenever possible.
Post printed communications for employees without computer access.
Require supervisors to hold regular meetings with staff groups.
Share Governing Board agendas and decisions ahead of meetings.
Offer trainings and orientations to help employees use district technology tools.
SALARY & COMPENSATION
SALARY & COMPENSATION
Performance Pay Increases (2025–2026)
Performance Pay Increases (2025–2026)
Employees receive higher pay-for-performance amounts based on years with GESD:
Years of Service - Amount
0–4 years
$3,975
5–9 years
$5,300
10+ years
$6,625
(This reflects a 6% increase.)
Additional Compensation Changes
Additional Compensation Changes
Teachers covering classes when substitutes are unavailable may split $100/day.
“Teacher for Teacher” pay increases to $125/day.
Campus Monitors and Educational Assistants (EAs) can attend paid training before school starts.
Study and phased implementation of decompression/pay equity plans continue.
District will review:
Multiple stipends for certified staff
Higher pay for classified staff filling higher-level roles
Longevity/retention stipends
Proposed Retention Incentives
Proposed Retention Incentives
Possible additional pay:
Up to 8% for 0–4 years
Up to 9% for 5–9 years
Up to 10% for 10+ years
BENEFITS
BENEFITS
Focus Areas
Focus Areas
Maintain competitive employee benefits.
Review sick leave buyback policies.
Explore creating a parental leave bank similar to a sick leave bank.
PROFESSIONAL DEVELOPMENT (pd)
PROFESSIONAL DEVELOPMENT (pd)
Main Goals
Main Goals
Improve staff training based on employee feedback and student needs.
Offer more useful and practical professional development.
Key Plans
Key Plans
Survey employees about training needs.
Provide training on:
Parent communication
Student behavior management
Trauma-informed practices
Social-emotional learning
De-escalation strategies
Share quarterly PD plans with staff.
End direct PD instruction earlier so staff have planning/reflection time.
Expand paid PD opportunities.
Offer PD menus for classified employees.
Allow Campus Monitors and EAs optional paid training before school starts.
STUDENT BEHAVIOR & DISCIPLINE
STUDENT BEHAVIOR & DISCIPLINE
Main Goals
Main Goals
Improve school behavior systems and crisis response procedures.
Better support classrooms experiencing disruptions.
Key Actions
Key Actions
Improve the MTSS (Multi-Tiered System of Supports) process.
Review and update behavior expectations and discipline systems.
Clarify crisis procedures and staff roles during emergencies.
Increase training on:
Trauma-informed care
Social-emotional learning
Student de-escalation
Develop “buddy classroom” or timeout systems for disruptive students.
Provide organized behavior lesson resources for staff.
CLASS SIZE
CLASS SIZE
Main Goals
Main Goals
Reduce class sizes over time.
Support teachers with overcrowded classrooms.
Key Actions
Key Actions
Develop plans to evaluate and lower class sizes.
Add resource class caps to the employee handbook.
Continue or increase class-size stipends:
$500 per semester for classes above standards
Potential increase to $750 if funding allows
Include special education self-contained classrooms in stipend eligibility.
SUBSTITUTE COVERAGE
SUBSTITUTE COVERAGE
Goals
Goals
Improve substitute teacher experiences and classroom continuity.
Expectations
Expectations
Teachers should provide:
Updated lesson plans
Student notes
Classroom procedures
Administrators should:
Welcome and guide substitutes
Introduce them to staff
Set student behavior expectations
Provide schedules, maps, and access information
The district will also provide substitute plan templates.
WORKLOAD & WORK-lIFE BALANCE
WORKLOAD & WORK-lIFE BALANCE
Main Goals
Main Goals
Give employees more planning and preparation time.
Reduce unnecessary meetings and stress.
Key Changes
Key Changes
Increase teacher planning time on Wednesdays.
Protect certain days from meetings.
Provide additional PLC/work time.
Adjust schedules during conference weeks to improve parent meeting time.
Clarify expectations for work outside contract hours.
Assign committees before the school year starts.
Provide teacher workdays during welcome-back week.
Limit required after-school events.
MAINTENANCE, FACILITIES & RESOURCES
MAINTENANCE, FACILITIES & RESOURCES
Goals
Goals
Improve transparency and access to resources.
Key Actions
Key Actions
Share capital improvement and maintenance plans with staff.
Clarify maintenance request procedures.
Develop systems for addressing mid-year facility needs.
Standardize resource request forms district-wide.
Improve access to classroom supplies and surplus materials.
Ensure classified staff have computer and printing access.
Review effectiveness of educational resources and subscriptions.
CULTURAL COMMITMENTS
CULTURAL COMMITMENTS
District Culture Goals
District Culture Goals
The district wants to build a culture focused on:
Collaboration
Accountability
Open communication
Recognition of employee efforts
Work/life balance
Commitments Include
Commitments Include
Bringing solutions, not just concerns
Sharing accurate information
Encouraging open dialogue
Limiting unnecessary meetings
Prioritizing wellness and productivity
OVERALL TAKEAWAY
OVERALL TAKEAWAY
This agreement focuses on:
Better communication
Increased compensation
Improved training and support
Reduced workload stress
Better student behavior systems
More employee input in district decisions
Improved work-life balance and workplace culture
The overall goal is to create a more supportive, organized, and effective environment for both employees and students.
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