St. Paul, Minnesota – Until 1992, Laurie Vinyon completely rejected any involvement with the competing teachers’ unions in her district. She was repelled by the negative materials she received in her mailbox and the strained relationships between teachers who belonged to these rival organizations. "I thought, ‘What a waste of time and energy for professionals,’" reminisced Ms. Vinyon, an English and communications teacher at Valley Middle School in the Rosemount-Apple Valley-Eagan district.
However, her perspective shifted dramatically after the local branches of the Minnesota Education Association (MEA) and the Minnesota Federation of Teachers (MFT) finally reached a truce. These once-bitter enemies voted in September 1992 to form Dakota County United Educators, the first united teachers’ union affiliate in the state. Convinced that teacher unionism had made progress, Ms. Vinyon promptly joined the cause. At the age of 35, she is currently one of the younger members of the MEA’s board of directors. In this role, she has been involved in creating a new constitution and bylaws that would establish a single union for teachers in Minnesota.
Union leaders in the state are eagerly awaiting approval this summer from their national organizations to move forward with their plans for Education Minnesota, which would become the only unified state teachers’ union in the country. The desire for merger is strong: since the NEA and AFT locals merged in Ms. Vinyon’s district, 11 other affiliates in Minnesota have followed suit. State leaders have patiently awaited a framework from their national organizations to enable them to merge. In January, their hopes were fulfilled when the presidents of the NEA and AFT announced that they had reached an agreement. Delegates from both organizations will be requested to approve "principles of unity" for a single national teachers’ union in July.
"We are presuming that it will be approved," stated Larry E. Wicks, the MEA’s executive director, expressing optimism for Education Minnesota’s anticipated launch on September 1. "There isn’t a Plan B." Union leaders’ aspirations for Education Minnesota align with the philosophical argument for the proposed consolidation of the two national unions: to create a more influential voice for teachers and public education. However, at the state and local levels, merger also presents practical and tangible benefits that are already apparent, according to the leaders.
"People often regard us as idealistic dreamers from rural areas," chuckled Sandra E. Peterson, the president of the Minnesota Federation of Teachers, "but we are actually practical, realistic individuals."
Living in Harmony
Today, Ms. Peterson and Judy E. Schaubach, the president of the Minnesota Education Association, can conveniently collaborate on their schedules by simply walking a few steps down the hallway of the MEA’s offices. The building, situated just two short blocks from the state Capitol, also houses the combined legal, communications, government relations, and instructional issues staff of both unions. The field staff for both organizations operate from the MFT building. All employees have been assured job security in Education Minnesota.
The MFT, an affiliate of the American Federation of Teachers, represents 26,000 members in Minneapolis, St. Paul, Duluth, and the surrounding districts of the Twin Cities metro area. The MEA, an affiliate of the National Education Association, has 52,000 members across the entire state.
Over the years, as the two state unions competed for members, they tended to view issues through a competitive lens, according to Ms. Peterson. Concerns about how various matters would impact the unions’ positions relative to each other influenced practically every decision they made, agreed Ms. Schaubach. Both organizations propagated what their leaders now acknowledge as misconceptions about each other: the MEA was perceived as bureaucratic, and the MFT was seen as less democratic and influenced by the AFL-CIO. Meanwhile, the political landscape in Minnesota kept changing, causing upheaval among teachers. In the mid-1980s, Democratic Governor Rudy Perpich became estranged from the unions due to their opposition to his state-wide open-enrollment plan for public schools. Currently, the unions are at odds with Republican Governor Arne Carlson, who supports private school vouchers and successfully passed legislation last year to create tax credits and deductions for education-related expenses. The unions are also concerned about Minnesota’s charter school law, which has allowed for-profit organizations like the Edison Project to manage schools in the state.
"These never-ending threats are significant issues for both organizations," commented Ms. Peterson.
In 1992, the formation of Dakota County United Educators marked the beginning of a new era for state organizations. A no-raid agreement was established, setting the stage for a formal merger agreement. Last year, members of both unions approved a constitution and bylaws for Education Minnesota. One of the main changes that the new organization aimed for was increased representation of local presidents, of which there were over 480. Education Minnesota would now have a 24-member council of local presidents to provide advice and guidance on local matters to state leaders. The council was designed to address the needs of members, especially in regards to implementing the state’s complex new high school graduation requirements. Local presidents have identified the graduation standards as their top priority, but they are also concerned about peer review, leadership development, substitute shortages, rising health insurance costs, and other issues. The two organizations formed a joint legislative agenda, which called for reduced class sizes, funding for full-day kindergarten for disadvantaged children, and investments in professional development aligned with the graduation standards. While the legislature only allocated $1.5 million for kindergarten, $70 million was allocated to help teachers learn about and implement the graduation standards. The two state presidents believe that a merged teachers’ union should play a crucial role in facilitating collaboration among teachers and determining the most effective use of professional development funds.
The peaceful climate among teachers has allowed local leaders to take risks in collective bargaining. For example, an MFT affiliate in the Robbinsdale district is working on a new salary plan for teachers that would provide extra pay, up to $15,000 per year, for demonstrating exceptional skills and accomplishments through a portfolio.
One of the most intense battlegrounds for the two unions in Minnesota was the Rosemount-Apple Valley-Eagan district, where representation elections were often decided by a few votes. There was even a disputed election that reached the state supreme court to determine which union would bargain for the district’s teachers. Before the merger, the rivalry between the unions was so fierce that the faction not in power would eagerly await their competitor’s mistakes. However, since the merger, the local union has negotiated provisions that allow teachers on the higher end of the salary scale to earn extra money for participating in professional activities, such as serving on curriculum committees. The activities that qualify for extra pay are determined by teachers in each school. While this measure may not be universally popular, it is at least evaluated based on its merits, which was not the case before the merger.
The merger has brought about other benefits as well. Members’ engagement in the union has significantly increased. Teachers who were previously put off by negativity are now enthusiastically involved, without fear of being associated with a group that could lose favor. The local union is now affiliated with the AFL-CIO, like the American Federation of Teachers, but not the National Education Association. The president of the merged local believes that a merged organization is best suited to meet the needs of younger teachers, who consistently request workshops to enhance their teaching skills. He believes that a new organization can combine the strengths of bargaining prowess and training and resources to better serve these teachers.
From an external perspective, the merger has been viewed positively. The consolidation of the unions has resulted in greater unity and cooperation, which has been observed through increased teacher involvement in activities organized by the union. The local union is now actively participating in various initiatives, such as collecting donations for a local food pantry and engaging in lobbying efforts at the legislature. This inclusive approach to union activities has garnered support from teachers who were previously disengaged.
Minnesotans who are not part of the union are uncertain about the impact of the merging of the state teachers’ organization. Richard J. Anderson, the executive director of the Minnesota School Boards Association, is optimistic that the combined union will prioritize teaching and learning. However, he warns that if the union chooses to continue with a confrontational approach to bargaining, the merger will have negative consequences.
According to Tom Nelson, the superintendent of the Buffalo, Minnesota schools, the most important task in public education today is developing strong relationships with the public. He believes that the success of this merger lies in the hands of the state presidents. If they effectively utilize this opportunity, progress can be made. However, if they do not, it will only further set us back.
