COLLECTIVE BARGAINING AGREEMENT

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COLLECTIVE BARGAINING AGREEMENT
between
SERVICE EMPLOYEES INTERNATIONAL UNION, LOCAL 49
and
KAISER FOUNDATION HOSPITALS & KAISER FOUNDATION
HEALTH PLAN OF THE NORTHWEST
AUGUST 1, 2012 – JUNE 30, 20166
SEIU LOCAL 49 3536 SE 26TH AVE. PORTLAND, OR 97202
1.800.955.3352
503.236.4949
www.seiu49.org
AU G U S T 1 , 2 0 1 2 t o J U N E 3 0 , 2 0 1 6
This agreement was possible because our members stuck together. With a message of “The Boots
Are Made For Walking”, we sent a strong message that we deserve a union contract that reflects our
commitment to quality. Through incredible member action and unity we protected our local contract
and we were able to keep all those things we worked so hard for in 2010
SEIU members are nearly 60,000 of the 90,000 Kaiser Coalition of Unions membership. In this round
of negotiations we demonstrated that when SEIU members stick together with other union members
around the country we truly are stronger together. Some of the highlights of this Agreement include:
Protect & Improve Healthcare:
• Maintained our fully paid family healthcare benefits for employees coded 20 hours or more. Copays for doctors visits remain $5 and prescriptions remain $3.
• Created a shared goal with incentives of creating the healthiest workforce in the healthcare
industry
Protected Retirement :
• No changes to our pension,TSA match or retiree healthcare benefits.
Secured Long Term Job Security:
• The Employment and Income Security Agreement will remain in effect. This Agreement
guarantees at least one year of comparable pay in the event of a position elimination. It also
requires extensive efforts to redeploy workers into other comparable jobs rather than lay them off.
In Addition To Step Increases Members Receive Increased Wages:
October 2012 - 2% Across the Board
October 2013 - 2% Across the Board
October 2014 - 2% Across the Board
Improved Sick Day Cash-out:
Strengthened Unit Based Teams (UBTs):
• New language to affirm that UBTs are the operating model for Kaiser Permanente
• UBT goals need to be aligned with national, regional, facility and unit goals
Commitment to Education and Training:
• Kaiser will contribute funds to our Education Trust to fund education and training programs for
Kaiser employees through SEIU-UHW & Joint Employer Education Fund.
Letters Of Agreement (LOUs) remain in effect during the life of the contract.
AU G U S T 1 , 2 0 1 2 t o J U N E 3 0 , 2 0 1 6
In these challenging economic times, we are proud of our accomplishments we made. We look
forward to welcoming our new union members at the West Side Medical Center and continue to build
worksite strength and ensure we train and support stewards and leaders in all departments. We will
continue to build industry strength by helping non-union workers form unions and come up to the pay
and benefit standards we have accomplished through our union. And we will continue to increase
community and political strength so that we can improve the lives of all working families.
We look forward to seeing you at an upcoming union event - because our strength is our unity.
In Solidarity,
Elena Assad
Kaiser North Interstate
Joe Melton
Kaiser Skyline Medical
Olivia Devers
Kaiser Sunnyside Medical Center
Roberta Monger
Kaiser Regional Call Center
Patti Harris
Kaiser Salmon Creek
Meg Niemi
President, SEIU Local 49
Dominick Giorgianni
Kaiser Sunnyside Medical Center
Amy Reimer
Kaiser Beaverton Medical
Marsha King
Kaiser Sunnybrook Medical
Noah Sternthal
Kaiser North Interstate
Kathy Maier
Kaiser Division
Delores Tweed
Kaiser Oregon City Dental
Julie Markiewicz
Kaiser Process Center
Important Contact Information
If you have a workplace issue contact your shop steward. You can find a list of shop stewards
at www.seiu49.org. Still have questions?
Contact your contract specialist at 503-236-4949 ext 220.
Service Employees International Union
Local 49
3536 SE 26th Avenue
Portland, Oregon 97202-2901
Phone: 503-236-4949 or 1-800-955-3352
Fax: 503-238-6692
www.seiu49.org
Kaiser Hotline: 503-236-4949 ext.220
SEIU Education Trust
Jenni Romano - Kaiser Education
503-238-5945
[email protected]
Kaiser Permanente
Human Resources Department
503-813-4800
Kaiser Partnership Tools & Agreements:
www.lmpartnership.org
www.seiu-uhweduc.org
Employee Benefits
1-877-457-4772
Directions: How to use your collective bargaining agreement
This book includes both the Collective Bargaining Agreement for SEIU Local 49, for the Northwest.
This document represents agreements reached between Kaiser Permanente and SEIU and cover all
employees represented by SEIU Local 49 in Oregon and Southwest Washington.
Some important things to remember when using this document:
In local Collective Bargaining Agreement you will find footnotes that reference language in the
national agreement. The national language will provide additional information on the article
or in some cases may represent that issue in total. This document can be viewed at www.
lmpartnership.org.
The local and national agreements have different expiration dates:
National: October 1, 2012 – September 20, 2015
Local: August 1, 2012 – June 30, 2016
Letters of Understanding exist that may amend local language and provisions to these agreements.
For information on these Letters of Understanding, please contact your Contract Specialist or
Steward.
AU G U S T 1 , 2 0 1 2 t o J U N E 3 0 , 2 0 1 6
TABLE OF CONTENTS
Page
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
21.0
22.0
23.0
24.0
25.0
26.0
27.0
28.0
29.0
30.0
31.0
32.0
33.0
34.0
35.0
36.0
37.0
38.0
39.0
40.0
41.0
42.0
DURATION OF AGREEMENT ....................................................................... 1
PURPOSE OF AGREEMENT/CONFORMITY TO LAW* ............................... 1
SCOPE OF AGREEMENT ............................................................................. 1
RECOGNITION AND UNION SECURITY ...................................................... 3
BULLETIN BOARDS ..................................................................................... 4
CONTRACT PRINTING ................................................................................. 5
NON-DISCRIMINATION ................................................................................. 5
UNION STAFF REPRESENTATIVES ............................................................ 5
UNION STEWARDS ....................................................................................... 5
LABOR MANAGEMENT PARTNERSHIP COOPERATION.......................... 6
TYPES OF EMPLOYEES............................................................................... 8
SENIORITY ...................................................................................................11
JOB BIDDING ...............................................................................................11
JOB BIDDING - LEADPERSONS................................................................ 14
REDUCTION IN FORCE ........................................................................ 14, 49
FLOATING.................................................................................................... 17
HOURS OF EMPLOYMENT AND OVERTIME ............................................ 18
SCHEDULING .............................................................................................. 20
REPORTING PAY......................................................................................... 24
WAGE RATES .............................................................................................. 24
PAYDAY AND PAYCHECKS* ....................................................................... 25
PRIOR EXPERIENCE .................................................................................. 25
TENURE STEP ADJUSTMENTS ................................................................. 25
“RED CIRCLE” RATES ............................................................................... 26
RECLASSIFICATION ................................................................................... 26
JOB DESCRIPTIONS .................................................................................. 27
MILEAGE ..................................................................................................... 27
STANDBY PAY ............................................................................................. 27
DIFFERENTIALS ......................................................................................... 28
WORK IN A HIGHER CLASSIFICATION .................................................... 29
PROMOTIONS ............................................................................................. 29
REST AND MEAL PERIODS ....................................................................... 30
HOLIDAYS ................................................................................................... 30
VACATIONS ................................................................................................. 31
SICK LEAVE ................................................................................................ 33
BEREAVEMENT LEAVE .............................................................................. 34
JURY DUTY.................................................................................................. 35
TIME OFF REQUESTS ................................................................................ 35
TAX SHELTERED SAVINGS PLAN............................................................. 35
HEALTH PLAN............................................................................................. 36
DISABILITY INSURANCE ........................................................................... 36
GROUP LIFE INSURANCE ......................................................................... 37
BENEFIT PREMIUMS .................................................................................. 37
Page
43.0 FRINGE BENEFIT IMPROVEMENTS GUARANTEE .................................. 38
44.0 EMPLOYEE ASSISTANCE PROGRAM ...................................................... 38
45.0 RETIREMENT BENEFITS............................................................................ 38
46.0 LEAVE OF ABSENCE.................................................................................. 40
47.0 INTER-UNION JURISDICTIONAL DISPUTES ............................................ 42
48.0 CONTRACT DISPUTES/GRIEVANCE & ARBITRATION PROCEDURE* .. 42
49.0 DISCIPLINE AND DISCHARGE* ................................................................. 45
50.0 HEALTH AND SAFETY ................................................................................ 46
51.0 STAFFING .................................................................................................... 47
52.0 INSERVICE EDUCATION ............................................................................ 48
53.0 EDUCATION................................................................................................. 48
54.0 CHILD CARE................................................................................................ 49
55.0 CONSCIENTIOUS OBJECTION .................................................................. 49
56.0 EMPLOYMENT SECURITY PROVISIONS .................................................. 49
57.0 PERFORMANCE EVALUATIONS* .............................................................. 50
58.0 CONFIDENTIALITY OF RECORDS
AND PROTECTED HEALTH INFORMATION ............................................. 51
THIS AGREEMENT made and entered into as of August 1, 2012, by and between the KAISER
FOUNDATION HOSPITALS and KAISER FOUNDATION HEALTH PLAN OF OREGON (hereinafter
collectively referred to as “Employer”) and SERVICE EMPLOYEES UNION and its LOCAL NO. 49
(hereinafter collectively referred to as “Union”).
DURATION OF AGREEMENT
This agreement shall become effective August 1, 2012 and shall continue in effect until June
30, 2016. It shall continue from year to year thereafter unless amended, modified, changed or
terminated.
Either party wishing to change or terminate this Agreement must serve written notice of a desire to
amend to the other party at least ninety (90) days prior to the expiration date.
Notice of desire to change or terminate given by one party shall render unnecessary a similar notice
by the other party.
WITNESSETH:
That the parties hereto have agreed as follows:
1.0
PURPOSE OF AGREEMENT/CONFORMITY TO LAW*
1.1
It is the intent and purpose of the parties to set forth herein their Agreement covering rates of
pay, hours of work and conditions of employment for employees covered by this Agreement,
to collaboratively work to provide high quality, affordable service and care for patients and
members, and to promote harmonious relations between the Employer and the Union.
1.2
If any provision of this Agreement is found to be in conflict with State or Federal law, the
remaining provisions of the Agreement shall remain in full force and effect. In the event any
provisions(s) are declared to be in conflict with any law, both parties shall meet immediately for
the purpose of renegotiating only the provision(s) so invalidated.
2.0
SCOPE OF AGREEMENT
(Also refer to National Labor-Management Partnership Recognition and Campaign Rules
8/3/99 and LOU - Ground Rules for Union Organizing)
2.1
The term “Employee” or “Employees” as and wherever used in this Agreement shall mean
and include employees of the employer employed in the classifications set forth in Schedule
“A” attached hereto at the Employer’s Kaiser Permanente facilities, including but not limited to
facilities located in Multnomah, Clackamas, Washington and Marion Counties in the State of
Oregon, Clark County and Cowlitz County in the State of Washington.
2.2
This Agreement shall also apply to employees performing work in the classifications set forth in
Schedule “A” as appropriate in any new facility operated by the Employer.
2.3
This agreement shall not apply to job classifications not referred to in Schedule A unless a job
classification is added to the bargaining unit by the following procedure:
A. The Union will provide written notification to the Employer that it has obtained a showing
of interest by signed and dated authorization cards of at least fifty percent (50%) of the
employees in that job classification. The Employer will provide a list of employees in that
job classification within five (5) days of written notification from the Union that will include
name, address, telephone number, job location and Social Security number.
SEIU Local 49 - August 1, 2012 to June 30, 2016
1
B. An election date will be set within five (5) working days from the date the Employer receives
the written notification from the Union. The date will be no later than three (3) weeks from
the date the Employer receives the written notification from the Union. The election will be
conducted by a neutral third party selected by the parties. Employees who have been hired
or who have terminated after the list has been made will not be eligible to vote.
C. If a dispute exists regarding the employee list that cannot be resolved by the parties, a
permanent arbitrator, which will be selected within fifteen (15) working days from the signing
of this agreement, will hear and decide the issue prior to the date of the scheduled election.
D. The parties will meet at a mutually agreeable date and time to verify the Union’s fifty
percent (50%) showing of interest but no later than the date of the election. If the Union
cannot show a fifty- percent (50%) showing of interest the election will not be held.
E. Elections will be conducted pursuant to this Article only for job classifications considered
non-professional by the National Labor Relations Board. The Employer will send the Union
on or about the fifteenth (15th) of January, April, July and October of each year, a list of
unrepresented, non-professional job classifications by job code classification number, title
and work location. If the Employer changes its job code or job classification system it will
notify the Union and the arbitrator.
F. If an election determines the Union has a majority of employees in a job classification who
wish to be represented by the Union, this job classification(s) will be covered by the Current
Collective Bargaining Agreement with the exemption of wages which will be negotiated by
the parties.
2.4
Under no circumstances will the provisions of this Agreement apply to supervisors, confidential
employees or confidential secretaries.
2.5
The Employer recognizes the fact that bona fide supervisory employees are only those who
have the authority to hire, promote, discipline, discharge or otherwise effect changes in the
status of employees or effectively recommend such action; and it is not the policy to establish
jobs or job titles for the purpose of excluding such employees from the unit established in this
Article 2.0.
2.6
The parties recognize that the Employer has the right and obligation to assign and schedule
employees in a manner compatible with efficient operations. It is also understood that
supervisory personnel shall not be utilized to perform bargaining functions in a way that would
result in a reduction in the number of bargaining unit employees or in a way that would result in
a permanent reduction in scheduled hours of work of a member of the bargaining unit.
Volunteers and Special Programs*
2.7
The volunteer’s role in the facilities is to provide services to patients that may not otherwise be
offered.
The Employer agrees that programs such as volunteer programs and summer youth programs
shall not be utilized to displace bargaining unit employees or to fill positions previously
occupied by bargaining unit employees, nor shall they be used to reduce their hours of work.
The Employer shall notify the Union upon commencement of volunteer programs and summer
youth programs of the number of participants, their classification, work location, hours of work
per week, and the duration of the program.
2.8
2
In the event the Employer enters into an arrangement with an outside contractor to take over
the employment of employees covered by this Agreement, every reasonable effort shall be
made to enter into such an arrangement with a contractor whose employees are covered under
the terms and conditions of a union labor agreement.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Management Rights
2.9
The Union recognizes that the Employer has the duty and the right to manage its facilities and
to direct the working forces. This includes, for example, the right to hire, transfer, promote,
demote, layoff, discipline and discharge employees, subject to the terms of this Agreement and
the grievance procedure.
3.0
RECOGNITION AND UNION SECURITY
(Also refer to provisions of National Agreement: Section 1 [K])
3.1
The Employer recognizes the Union as the exclusive bargaining agent of the employees
covered by this Agreement for the purposes of collective bargaining with respect to rates of
pay, hours of work and working conditions.
Recognition*
A. This Master Agreement (SEIU Cross-Regional language contained in this contract as noted
by asterisk*) is entered into by the signatory parties and reflects the Employers’ recognition
of the Unions listed in Attachment I as the exclusive collective bargaining agents of the
employees in the bargaining units listed in Attachment I with respect to the terms and
conditions of employment set forth herein.
This Agreement shall also apply to any employees who are added to a covered bargaining
unit by unit clarification, accretion and/or agreement of the parties.
This Agreement shall also apply to any new classifications(s) which may be established
within the scope of duties now included within a covered bargaining unit.
The provisions of this Agreement shall supersede and replace the equivalent provisions of
the local agreements between the Employers and the Unions listed in Attachment I. If a
local agreement does not contain an equivalent provision the provision of this agreement
shall become a new provision of the local agreement. If there are differences between
the bargaining unit descriptions in Attachment I and the descriptions contained in a local
agreement, the descriptions in the local agreement will control.
Union Membership*
3.2
It shall be a condition of employment that all employees covered by this Agreement and those
hired on or after its effective date shall, within thirty-one (31) days following the beginning of
such employment become and remain members of the Union or tender to the Union a fee
equal to the initiation fees and periodic dues that are the obligations of members.
Employees who are required hereunder to join the Union and maintain membership in the
Union, or pay initiation fees and periodic dues uniformly required of members, and who fail to
do so shall upon notice of such fact in writing from the Union to the Employer be discharged.
3.3
The following general conditions will be applicable:
A. New check-off authorization cards will be submitted to the Employer through the President
of the Local Union at intervals no more frequent than once each month. On or before the
last Friday of each calendar month the Union shall submit to the Employer a summary list
of cards transmitted in each month.
Deduction and Remittance of Union Dues and Fees*
B. The Employer will honor written assignments of wages to the Union for the payment of
Union dues and fees, uniformly required, when such assignments are authorized by a
signed dues deduction form.
SEIU Local 49 - August 1, 2012 to June 30, 2016
3
The Employer will promptly remit to the Union dues and fees deducted pursuant to such
assignments together with a list on hard copy and a disk or electronically (on compatible
format) supporting the amount of dues remitted including sufficient detail of employee
information and individual payments.
C. COPE Check-Off*
The employer will honor assignment of wages to the Union’s Committee on Political
Educations (COPE) fund, when such assignments are submitted in a form agreed to by
the Employer and the Union, and will promptly remit such contributions to the Union. It is
understood by all parties that such contribution will be on an individual and voluntary basis.
Employer Indemnification*
4
3.4
The Union shall indemnify the Employer and save it harmless against any and all suits, claims,
demands and liabilities that shall arise out of or by reason of any action that shall be taken
by the Employer for the purpose of complying with the foregoing provisions of this Article or
in reliance on any list or certificate which shall have been furnished the Employer under such
provisions.
3.5
To insure maximum utilization of both the Union and the State Department of Employment as
referral sources, the Employer agrees that notices of job openings covered by this Agreement
shall be transmitted to the Union and to the State Department of Employment concurrently with
other recruitment sources as necessary to obtain qualified applicants, it being understood that
the Employer is free to hire from any source.
3.6
In the event the Employer requires the services of temporary help in classifications covered by
this Agreement, the Employer agrees to notify the Union before hiring such employees. In the
event the Union cannot promptly respond to the Employer’s needs in this regard and additional
temporary help is obtained through an employment agency, such temporary help shall receive
the contractual rate provided for in the Agreement. (Also refer to provisions of National
Agreement: Section 1 [k] [4]).
3.7
When new employees are hired who are subject to the Agreement, the Employer shall deliver
to such employees a written notice stating that the Employer recognizes the Union as the
collective bargaining agent for the employees covered by the Agreement and quoting or
paraphrasing the provisions of Article 3.0 of the Agreement.
3.8
By the first (1st) and fifteenth (15th) of each month, the Employer shall provide the Union with a
listing of the name, address, telephone number, Social Security number, job title, hourly wage
rate and scheduled hours of work of newly hired employees. The Employer shall also provide
the Union with names of employees terminating and employee changes including leaves of
absence, return from leaves of absence, change in status and change in classification.
3.9
The Employer shall also provide the Union with a listing of employees performing work in
classifications covered by this Agreement along with related data on approximately January 15,
April 15, July 15 and October 15 each year.
4.0
BULLETIN BOARDS
4.1
The Employer will provide adequate space at each facility for posting Union communications.
In the event the Union demonstrates the need for a glass-enclosed, locked bulletin board, such
shall be provided for the Union’s use.
SEIU Local 49 - August 1, 2012 to June 30, 2016
5.0
CONTRACT PRINTING
5.1
The Employer and the Union shall equally share expenses for the printing of an adequate
supply of copies of this Agreement. The contract will be printed by a Union print shop.
6.0
NON-DISCRIMINATION
6.1
The Employer and the Union agree there shall be no discrimination against any employee or
applicant because of membership in the Union or lawful activities on behalf of the Union, or
because of race, color, religion, creed, national origin, ancestry, gender, sexual orientation,
age, physical or mental disabilities, political affiliation, marital status, medical condition (as
defined by applicable law), or veteran status.
There shall be no distinction between wages paid to men and women for the performance of
comparable quality and quantity of work on the same or similar jobs.
7.0
UNION STAFF REPRESENTATIVES
7.1
A duly authorized Union Staff Representative shall have access to the facility at any
operational time for the purpose of observing working conditions, monitoring compliance with
this Agreement or following-up on inquiries and concerns of bargaining unit employees.
It is understood by the parties that Union Staff Representatives have legal obligations as
employee representatives and, as such, have access rights beyond those of the public and
other non-employees.
Union Staff Representatives will abide by patient confidentiality, infection control, and other
Employer policies applicable to employees when using their access rights.
When entering any of the Employers facilities, Union Staff Representatives will wear their
Union Representative badge issued by the Employer or the Union.
Union Staff Representatives may confer with an employee and/or his/her supervisor or
an Employer representative on Employer time in connection with a complaint or problem
concerning the employee, but such conference should not interfere with the work of the
employee or the delivery of patient care.
8.0
UNION STEWARDS
8.1
Periodically, the Union will notify the Employer in writing the names of duly authorized Union
Shop Stewards.
The Employer agrees that there will be no discrimination against the Shop Steward because of
union activity.
Shop Stewards will obtain permission from their immediate supervisor before leaving
their work area to conduct union business. Stewards shall not lose pay because of their
participation in activities related to grievances, investigations or disciplinary meetings.
8.2
The Union and the Employer shall coordinate times for Union Representatives/Stewards to
meet with new bargaining unit members for thirty (30) minutes during the New Employee
Orientation period. The Employer will provide the Union Representative with New Employee
Orientation schedules and updates as they occur. Such time will be scheduled within the
new employee orientation agenda. It is further understood that, should the Union designate a
Union Steward to meet with new employees, the Steward’s time will be paid and the Steward
will be released from work for the time needed to meet with employees.
SEIU Local 49 - August 1, 2012 to June 30, 2016
5
8.3
Chief Steward, Steward, or a Union designated representative at the employee’s worksite
will be given a fifteen (15) minute period of a regular work shift to meet with all newly hired
bargaining unit employees for the purpose of Union orientation. Such time will not drive
overtime or consecutive day pay.
9.0
LABOR MANAGEMENT PARTNERSHIP COOPERATION
(Also refer to provisions of National Agreement: Section 1 [B])
Courteous and Responsible Relationships*
9.1
The Union and the Employer, including all KP managers, supervisors, physicians, employees
and Union staff, agree:
That ethical and fair treatment of one another is an integral part of providing
high quality patient care.
To treat one another, regardless of position or profession, with dignity, respect and trust, and
recognize and appreciate the individual contribution each of us make in our daily work.
To exhibit a personal, caring attitude toward each person we interact with and do so in ways
that ensure courtesy, compassion, kindness and honesty.
To treat one another in the ways we want to be treated ourselves, including clear
communications of expectations regarding performance, support of individual opportunities for
growth, and provision of opportunities for input into decisions when they impact people directly.
The Union and the Employer shall be responsible for improving communications among
all levels of the organization and shall be accountable for modeling and implementing the
commitments of this section.
Joint Labor-Management Steering Committees
9.2
The Employer and Union agree to establish Medical and Dental Labor Management
Committees (Dental structure to remain unchanged) to provide both management
representatives and employees an opportunity to discuss issues of mutual concern.
NOTE: Dental Committee meets four (4) hours per month. Membership consists of five (5)
union representatives and appointed management members
6
9.3
The Labor Management Steering Committee will consist of six (6) representatives of the SEIU
Bargaining group and six (6) management representatives.
9.4
Meetings shall generally be held quarterly unless mutually agreed to by the parties. Meetings
will be four (4) hours in length. Committee members shall not lose pay for attendance at
committee meetings. Attendance at meetings will be considered voluntary. Employees will be
paid for actual hours in attendance. Attendance at such meetings will not drive consecutive
day pay.
9.5
Minutes of the meeting will be kept by either party and approved for accuracy prior to any
distribution. Agendas will be distributed at least one week prior to the meeting. The agenda
will be established by at least one (1) Union member of the committee and one (1) Employer
member of the committee.
9.6
The Steering Committees will examine and resolve issues brought to its attention. Decisions
made by the consensus of the committee shall be implemented. However, it is not the intent
of the parties to consider issues that should more appropriately be reviewed in collective
bargaining or the grievance procedure.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Worksite Committees
9.7
Local Worksite Committee Liaisons will be allowed one half hour per month to check on Local
Worksite LMC assignments during regularly scheduled work hours. Liaisons will be made
whole for time needed to attend worksite meetings as problems arise, if required to attend by
the Labor Management Steering Committee.
9.8
Worksite committees will be established at each Medical Office, Dental Office, Medical Center
department or group of departments (e.g. Inpatient Nursing, Support Services, Process Center,
Medical Records, and Transportation). Committees will consist of Employer and bargaining
unit member representatives. It can be expanded to include others by mutual agreement.
Each party will appoint its own members to the committees. Committee members shall not
lose pay for attendance at committee meetings. Attendance at meetings will be considered
voluntary. Employees will be paid for actual hours in attendance. Attendance at such
meetings will not drive consecutive day pay.
9.9
Examples of Issues of Mutual Concern
The Union and Employer agree to cooperate with respect to the following:
A. Mutual efforts to reduce absenteeism and turnover including the recruitment of personnel
who will be stable, efficient employees interested in associating with our program on a longterm basis.
B. Establishing and conducting personnel training programs designed to further upgrade the
skills of all employees.
C. Conducting employee attitude, job satisfaction and similar surveys to assist in identifying
various problems and possible solutions.
D. Staffing, workload, scheduling, safety and health, professional standards, and issues
referred by the HRPPC.
9.10
Local Labor/Management Partnership Committees to encourage the use of the toolkits
referenced in the Letter of Understanding regarding hiring and training for retention of the
current Bargaining Agreement.
Toolkits will be a standing agenda item at Local Labor/Management Partnership Committees.
Appeals will be handled per Article 9.5.
Management will track and report financial results. Local Labor/Management Partnership
Committees will review results and report back to Regional Partnership Steering Committee.
9.11
Committee Membership – Term Limits (All Dental Employer-Union Committees)
There will be permanent committee members that consist of Labor and Management to keep
the consistency of the committee. Other committee members will serve staggered terms and
serve no more than two (2) consecutive, three (3) year terms. Exception of term limits due to
hardship is an option of the Union.
The Committee will establish training for new committee members. The exiting committee
member will mentor the prospective member to ensure a smooth transition.
SEIU Local 49 - August 1, 2012 to June 30, 2016
7
10.0
TYPES OF EMPLOYEES
Probationary Employees*
10.1
The probationary period for employees regularly scheduled for twenty (20) hours or more shall
be ninety (90) calendar days.
The probationary period for employees regularly scheduled for fewer than twenty (20) hours
shall be three hundred (300) hours or ninety (90) calendar days, whichever occurs later.
During the probationary period, employees may be discharged without recourse to the
grievance procedure. The probationary period may be extended only by mutual agreement
between the Employer, the employee and the Union.
If an employee is on leave at any time during the probationary period, time spent on leave will
not count towards fulfilling the probationary period.
Probationary employees shall be provided with appropriate training and orientation tools and a
written performance evaluation shall be issued upon completion of sixty (60) calendar days.
In no case shall an employee be required to serve more than one (1) probationary period.
Regular Employees - Non 7/70 Schedule
10.2
A regular employee is one who is regularly employed to work a predetermined work schedule
of twenty (20) or more hours per workweek. An employee designated as a regular employee
shall accumulate and receive all fringe benefits as provided in this Agreement (except as set
forth in Article 38.0) when he/she becomes and so long as he/she remains a regular employee.
10.3
If a regular employee changes status to an on-call employee, he/she shall continue to maintain
past accumulated sick leave benefits, vested pension benefits, and shall receive payment for
accrued vacation benefits to the time of status change.
Regular Employees - 7/70 Schedule
10.4
A regular employee is one who is regularly employed to work a predetermined work schedule
of twenty (20) or more hours per workweek. An employee designated as a regular employee
shall accumulate and receive all fringe benefits as provided in this Agreement (except as set
forth in Article 38.0) when he becomes and so long as he remains a regular employee.
10.5
If a regular employee changes to the 7/70 staffing system, the employee shall continue to
maintain past accumulated sick leave benefits and shall receive payment for accrued vacation
benefits to the time of status change.
Other Regular Employees – Coded Replacement
8
10.6
A coded replacement is an employee who works varying shifts and in varying departments
and locations as defined by the job posting. A coded replacement must be available two (2)
shifts and five (5) days per week which includes every other weekend. A coded replacement
employee replaces staff for time away from work. Coded replacements will be coded for
twenty (20) hours per week for benefit purposes only.
10.7
Coded replacement positions shall be created through conversion of on-call employees upon
request of the employee if after one BAH period in their respective status an employee has
consistently worked forty (40) hours or more per pay period. The Employer will respond
in writing to each request. Coded replacements also may be created through job posting
SEIU Local 49 - August 1, 2012 to June 30, 2016
procedures. Coded replacements will be coded for twenty (20) hours per week (for benefit
purposes only) in a home base worksite but may not have recourse to short-term reduction in
force procedures to maintain coded hours. Coded replacements will accrue seniority within
their job classification.
Upcoded hours achieved by replacement will remain replacement hours. Replacement hours
are not guaranteed.
10.8
Coded replacement employees who do not submit availability or who develop a pattern of not
accepting available shifts may, on review, be converted to on-call status.
Coded Replacement Upcoding
10.9
The Employer shall agree to upcode a coded replacement who is working above current
coding to part-time or full-time coded hour status at the employee’s request if the coded
replacement employee is working twenty percent (20%) or more hours above coding or
two (2) consecutive BAH periods. It is understood that this applies only to benefits. Coded
replacement employees can gain regular full-time and part-time positions only by bidding.
Upcoded hours achieved by replacement will remain replacement hours. Replacement hours
are not guaranteed.
Temporary and On-call Employees
10.10 The following definitions shall apply:
A. A temporary employee is one who is hired as an interim replacement, or for temporary
work on a predetermined work schedule which does not extend beyond three (3) calendar
months;
B. An on-call employee is one who works varying days and shifts on an intermittent basis.
On-call employees are used primarily for replacement and temporary increases in
workload.
1. On-Call employees hired prior to October 5, 1997, will submit availability for three (3)
days per week, (one (1) of which will be Monday or Friday). All new on-calls will be
hired with availability in place for three (3) days per week. This availability can only
be changed by mutual agreement between the Employer, employee and a Union
designated representative.
2. On-call employees who do not submit availability or who develop a pattern of not
accepting available shifts may, upon review, be subject to corrective action up to and
including termination.
10.11 All temporary and on-call employees as defined above shall be ineligible for fringe benefits
provided under this Agreement (except as set forth in Article 10.13) except for premium pay
of time and one-half (1-1/2) for worked holidays, shift differential pay and tenure increase
eligibility.
10.12 If the Employer assigns a temporary or on-call employee to work a schedule of twenty (20) or
more hours per week for a period in excess of three (3) months due to replacement of regular
employees on vacation or during temporary absences of regular employees, the Union will be
so notified.
10.13 Regular or on-call employees who meet the minimum qualifications may apply to fill a posted
temporary vacancy. The employee may assume an interim assignment without loss of status,
seniority, or return rights to their previous position.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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In-Lieu-of-Benefits Eligibility
10.14 Temporary and on-call employees shall receive a wage differential of forty cents ($0.40) per
hour above the rate provided for in Schedule “A.” In no event will there be any duplication of
the differential payment and accumulation of rights to fringe benefits and tenure adjustments
other than those specified above.
Hours worked by new on-call employees will be reviewed monthly after three (3) months in
their respective status. If an employee has consistently worked forty (40) or more hours per
pay period for the preceding three (3) months and the Employer determines that such a pattern
is likely to continue, the employee will be eligible for benefits effective the first of the following
month. Continuing eligibility for benefits will thereafter be determined by Benefit Average
Hours (BAH).
Upcoding On-Call to Coded Replacement – See Article 10.7
Upcoding of Part-time Employees
10.15 The upcoding of part-time employees shall at the request of the employee be done in the
following manner.
A. Requests may be made on or about January 1st and July 1st after the Employer has
recalculated the BAH of all employees.
B. Part-time employees may request to be upcoded if the hours worked at the same worksite
exceed current coding.
C. If a part-time employee is consistently working above his/her coded hours for two (2)
consecutive BAH periods, the employee will be upcoded at the employee’s request.
The Employer will be responsible for communication to the employee and the Union Office.
10.16 Replacement Pool (consists of on-calls, coded replacement and regular
replace staff for time away from work)
employees who
The Employer and Union support scheduling dental/medical replacement employees using the
geographical area concept with the creation of replacement pools.
Scheduling of full and part time employees without a regular permanent assignment, coded
replacement and on-call employees may be done by geographic area.
The definition of geographic areas shall be outlined as follows:
A. Dental, Lab, and Primary Care Medical (Family Practice, Internal Medicine, Pediatrics, and
HAP).
Longview/Kelso; Clark County; West Portland Metro; East Portland Metro;
Central Portland Metro; Salem
B. Specialty Medical
Longview/Kelso, Portland/Vancouver Metro, Salem.
Employees hired into a replacement pool will use that replacement pool as their home base.
For the purposes of Area scheduling, regular employees who indicate availability will obtain
extra available hours in their home base first prior to granting hours to coded replacement and
on-call employees hired into replacement pools in the following order:
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SEIU Local 49 - August 1, 2012 to June 30, 2016
1. Medical department/lab office (home base)
2. Building
3. Service Area
(See dental procedure for additional information – scheduling additional hours).
If hours become available at the “home” (coded) dental/medical office/lab after an employee is
scheduled elsewhere, every reasonable effort will be made to offer the employee the “home”
office hours.
11.0
SENIORITY
11.1
Seniority of employees shall be based on their last date of hire with the Employer (KPNW)
within a position represented by the Union, (except for accreted employees. The seniority
date for accreted employees will be the date they came into a classification, which is currently
represented by SEIU). Seniority shall not be broken by leaves of absence of less than ninety
(90) days or by medical or disability leaves of absence.
11.2
Seniority shall be used to determine the assignment of start times within a shift. Permanent
start time changes of greater than two (2) hours may be voluntarily accepted by a work group
employee; otherwise the job position shall be posted.
11.3
Seniority shall be lost by virtue of:
A. Discharge (if not reinstated).
B. Resignation if not rescinded by mutual agreement. All benefits, including seniority, shall
remain intact if rehired after voluntary resignation or voluntary resignation is rescinded by
mutual agreement within thirty (30) days of resignation date.
C. Layoff in excess of twenty-four (24) months.
D. Failure to return to work after layoff when properly notified by the Employer by certified
letter to the employee’s last known address. It shall be the employee’s responsibility to
keep current addresses on record with the Employer.
E. Transfer out of, or leave of absence from the bargaining unit for a period in excess of six (6)
months or, if extended, the length of the leave from the bargaining unit.
F. Failure to return from an authorized leave of absence on the agreed upon date, unless
mutual agreement has been reached to extend the leave, seniority shall accrue during such
absence.
G. Employees returning to formerly held classification within six (6) months of transferring to
another classification (including those outside the bargaining unit) shall have all previously
accrued seniority within the original classification restored to them.
12.0
JOB BIDDING
12.1
All job vacancies covered by this Agreement shall be posted on a bulletin board at each
worksite by the Employer in addition to the bulletin boards in the cafeteria area of KSMC.
A copy of job posting notices will also be mailed to the President of the Union. Such job
postings will include job title; qualifications for the job; shift; weekly hours; worksites for dental
and medical specialties when a provider is working in two worksites, and geographic area for
coded replacement and on-calls); and pay rate and will be posted for a minimum of seven (7)
calendar days. All transfer applications shall be forwarded to the hiring supervisor. Employee
is to be released within three (3) weeks unless mutually agreed upon between management,
employee and Union, to increase or decrease the release time.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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NOTE: In cases where additional hours may become available, but do not in themselves
constitute an available position, such additional hours will be posted and part-time employees
in the affected department/worksite and shift who wish to increase hours may apply for posted
hours in accordance with the provisions of this Article.
12.2
It is the intent of the parties that the seniority of eligible employees be a primary factor in filling
open jobs. In cases of job bidding and promotions, provided that performance, experience and
qualifications are approximately equal and bargaining unit applicants are qualified to perform
the work required, the principle of seniority shall first govern for regular employees, second, for
on-call employees in the following manner:
A. Seniority in classification for regular employees by date of hire.
B. Seniority by hire date on a Region wide basis.
C. In situations, when after applying the screening tests above, there still exists a tie among
two (2) or more employees; the following two (2) tests shall be applied in order:
1. Coded hours (the most coded hours would be the most senior)
2. Earliest date of birth (earliest month and day of year)
12.3
Facility as referred to in Section 14.6 and elsewhere in this Agreement shall mean:
A. Kaiser Sunnyside Medical Center, Regional Process Center, Regional Supply Center and
Regional Laboratory.
B. Portland/Vancouver Medical Offices* including Regional Offices (Nicolai, MPD, KPB) for the
purposes of long-term reductions;
NOTE: Edgar Kaiser Campus (Central Interstate Medical Office, South Interstate Medical
Office, Town Hall, Overlook Building, West Interstate Medical Office, East Interstate Medical
Office, Health Research Center) shall be considered a single worksite.
C. Portland/Vancouver Dental Offices
D. Kelso/Longview Medical Offices
E. Kelso/Longview Dental Offices
F. Salem Medical Offices
G. Salem Dental Offices
H. Continuing Care Services
*Medical Offices refer to the Employer’s outpatient worksites.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
Dental Program
12.4
Dental employees may transfer within the dental program before three (3) months of service by
mutual agreement of Employer and Union.
Also, the progression of a DAI to a DAII shall be accomplished within nine (9) months
from date of hire. A maximum extension of three (3) months may be granted upon mutual
agreement between the Union and the Employer.
For the purposes of job bidding, Dental Assistant IIs, Orthodontic Assistants, PTDA Assistants,
and TMD Assistants will be considered the same classification.
General
12.5
An employee must have completed at least three (3) months of service in his/her present
position to be eligible to transfer to another department. Intra-department transfers will be
considered at any time. For the purposes of this paragraph, a change of position shall have
been deemed to have occurred when an employee changes worksites, departments (e.g.,
OPD Nursing to Housekeeping) or job classification.
12.6
Where two (2) or more employees have submitted a request for the same job or shift, seniority,
as provided for above, shall prevail providing performance, experience and qualifications are
approximately equal. Bargaining unit employees requesting a change in accordance with the
foregoing shall be given preferential consideration over outside applicants or employees not
in the bargaining unit provided they possess the necessary qualifications for the job or have
performance, experience and qualifications that are approximately equal to outside applicants.
SEIU Cross-Regional Job Bidding
12.7
Once the internal job biding has occurred, any SEIU member from another Kaiser Permanente
region, who possesses the necessary qualifications for the job, will be given preferential
consideration over outside applicants or employees not in the bargaining unit. If more than
one SEIU member from another region applies for the same job, seniority, as defined as
total service with Kaiser Permanente, shall prevail providing performance, experience and
qualifications are approximately equal. Once this employee has accepted a position they
would be subject to all the requirements of a new hire.
12.8
Successful bidders for jobs on a non 7/70 work schedule will be given thirty-one (31) calendar
days from the first working day as a trial period to determine if they wish to remain on the job
and the Employer will have the same period to determine if they are competent to do the job. If
the employee voluntarily gives up the job or is removed for inability to perform the work prior to
the thirty-first (31st) day, he/she will not acquire job classification seniority and will be returned
to his/her former position without any loss of seniority.
In such instances the next senior qualified bidder, based on the foregoing, will be given a trial
period on the job. For the purposes of 12.6 and 12.7 “position” shall mean: The same worksite,
the same shift, the same scheduled hours, and the same classification.
12.9
Successful bidders for jobs on a 7/70 work schedule will be given three (3) seven (7) day work
periods on the job (twenty-one [21] days) as a trial period to determine if they are competent to
do the job. Trial period considerations must be completed in seven (7) day work increments on
the job (7, 14, 21 days). If the employee voluntarily gives up the job or is removed for inability
to perform the work prior to the start of the fourth (4th) work period on the
job, the employee will not acquire job classification seniority and will be returned to the
employee’s former position without loss of seniority.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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13.0
JOB BIDDING - LEADPERSONS
13.1
Permanent lead positions will be posted for application by employees in the work group where
the responsibilities exist. If no employee in the immediate work group qualifies for the lead
position, the position will be posted so that other interested and qualified candidates may apply.
Selection of permanent leadpersons and the assignment of temporary leadpersons will be from a
pool of the three most senior candidates that meet all qualifications of the position. Selection will
include participation from SEIU Local 49 unit staff; however, the ultimate decision will be made by
the Employer.
13.2
All qualified candidates for a permanent lead position will be interviewed and if not selected, will
be informed of the reasons for non-selection.
13.3
It is not the Employer’s intent to select lead personnel for the purpose of circumventing
established procedures for filling a non-lead position.
13.4
Leadpersons shall receive eighty cents ($0.80) per hour above the top step rate referred to
above of any classification of employees being supervised.
13.5
The Employer will make its best effort to provide sufficient time for the leadperson to accomplish
their lead and regular duties within their normal shift.
14.0
REDUCTION IN FORCE
14.1
In cases of reduction in force or reduction of hours or shifts in the department where such
change occurs, the reduction shall take place within classifications within the worksite where the
reduction occurs in the following order providing the employees remaining have the necessary
skills and ability to effectively perform the work required:
A. Volunteers
B. Temporary employees
C. On-call employees by seniority date
D. Coded Replacement by seniority date
E. Regular employees by seniority date
14.2
Recall or increase of hours or shifts that have been reduced shall be in reverse order of the
foregoing.
14.3
Long-Term Reductions
A. Long-term reductions shall be based on the employee’s seniority date as defined in Article
11. Employees laid of shall, if they so request, be provided with a written statement giving the
reason for such layoff.
B. For the purposes of this language, reduction in hours is defined as a reduction in coded
hours. That is, employees who maintain their coded hours in each pay period shall not be
considered to have been reduced in hours although a cancellation of scheduled hours might
have occurred.
At their option, employees affected by this language may elect to reduce their weekly coded
hours to achieve an open position or a bumped position closer to their own needs.
The ability of the staff to provide safe and effective patient care shall not be infringed by the
bumping process.
For the purposes of Reduction in Force, Dental Assistant IIs, Orthodontic Assistants, PTDA
Assistants, and TMD Assistants will be considered the same classification.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
14.4
Options for employees affected by long-term reduction
Employees whose positions in their own worksites are being eliminated or hours reduced by
change of worksite due to provider and/or team worksite change within a geographic area, will
have the option of accompanying their provider or exercising long-term reductions rights (per
Article 14).
1. Dental & Medical Primary Care
For the purposes of this paragraph geographical area will be defined: Longview/Kelso,
Clark County, West Portland Metro, Central Portland Metro, east Portland Metro, Salem.
2. Medical Specialty - Longview/Kelso, Portland/ Vancouver Metro, Salem.
3. In the event that a staffing surplus is created when a provider and a support person
mutually agree to move to a facility, the affected staff member at the facility may be
offered an incentive to move to an open position at another facility in lieu of bumping at
their current site.
Regular employees whose positions are eliminated or whose hours have been reduced may
choose to fill open, unfilled positions within the same classifications, with comparable hours on
a region-wide basis. For the purposes of this language, comparable shall mean any position
with the same or eight (8) additional hours per week of the employee’s current coded hours.
Open positions will be considered the least senior positions for the purpose of reductions of
staff, hours or shifts.
Provided no open positions of comparable hours are available or the employee elects not to
fill an open position at the time of reduction, regular employees shall be able to exercise their
seniority in the following manner: by bumping from among the three (3) least senior employees
in the same job classification with comparable hours and in the same status, first (1st) in the
same shift then on any shift within the worksite. This process shall be repeated until the least
senior, regular status employee in the work site remains. For medical and dental offices this
employee may then exercise similar bumping right in the facility as defined in 14.6.
If comparable positions as defined in 14.4B in the same classification are not available,
employees may accept open positions in other classifications of comparable pay and hours for
which they possess the minimum qualifications as defined by the job description.
The least senior regular employee so affected shall have bumping rights into a coded
replacement or an on-call position.
Regular or coded replacement employees whose only bumping option is into an on-call
position may elect one (1) of the following: (a) to be placed on lay-off status as stipulated in
14.4 with rights to recall to available hours or position for the period of one (1) year, (b) accept
an on-call position with the same rights and privileges of other on-call employees.
Employees electing recall pool will be entitled to first (1st) call (before on-call employees only)
for available weekly hours, in their respective worksites, up to the number lost by reduction.
First call will end after one (1) year or after the acceptance of a position of comparable status
by the employee.
Open positions held pursuant to this language shall be posted within thirty (30) days if not filled
by an employee affected by the reduction.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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14.5
Regular, coded replacement or on-call employees who are laid off shall be eligible for recall
during a period equal to their length of service with a maximum of twelve (12) months following
date of layoff. The Employer’s obligation under the recall provision contained herein shall
cease upon expiration of the above time limits, or if the employee is placed in or refuses to
accept an offer of comparable employment. Comparable employment shall be defined as a
position of the same status; regular to regular (coded 20 hours or more), on-call to on-call in
the employee’s previous classification. Employees who are recalled in accordance with this
provision will have their former seniority and attendant benefits restored.
14.6
Facility as referred to in this article shall mean:
A. Kaiser Sunnyside Medical Center, Regional process Center, Regional Supply Center and
Regional Lab.
B. Portland/Vancouver Medical Offices* including Interstate South Medical Office, Sunnyside
Medical Offices, Stevens Plaza, UCC and ER, Regional Offices, (Nicolai, MPO, NISB,
KPB) Fisher’s Landing, Salmon Creek, Airport Way, St. Vincent Medical Office, Southwest
Washington, for the purpose of long-term reductions:
NOTE: Edgar Kaiser Campus (Central Interstate Medical Office, South Interstate Medical
Office, Town Hall, Overlook Building, West Interstate Medical Office, East Interstate Medical
Office, Health Research Center) shall be considered a single worksite.
For the purposes of long-term reduction only, Kaiser Sunnyside Campus shall be
considered a single worksite for the Laboratory and Environmental Services.
C. Portland/Vancouver Dental Offices
D. Kelso/Longview Medical Offices
E. Kelso/Longview Dental Offices
F. Salem Medical Offices
G. Salem Dental Offices
H. Continuing Care Services
*Medical Offices refer to the Employer’s outpatient worksites
14.7
Short-term Reductions
A. No bumping shall occur if double pay, premium pay, or overtime is thereby incurred.
B. The ability of the staff to provide safe and effective patient care shall not be infringed by the
bumping process.
C. In case of short-term reductions in force, reduction of hours, or shifts (not to exceed thirty
[30] days), such reductions shall take place on the same shift within job classifications in
the worksite where the reduction occurs.
D. Senior affected employees shall be able to bump the least senior employee in classification
in the worksite on the same day and shift provided employees remaining can effectively
perform the task of the position bumped. However, an employee may be allowed to work
on another shift on the same day in order to maintain his/her hours (Continuing Care
Services/Hospice Department, different day same week). In such cases, the employee
shall waive his/her rights to overtime or premium pay as provided in this Agreement.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
E. Regular employees suffering a loss of shifts or reduction of hours may request orientation
to other areas or units at their worksite. Such orientation and/or cross-training shall be
provided by the Employer when the circumstances warrant and when a need exists as
determined by the Employer.
F. Regular 7/70 employees who suffer a reduction of hours or shifts may make themselves
available to work open shifts on another team at straight-time rates of pay.
G. It is the intent of the parties that regular employees should not be reduced in hours while
short-hour, on-call, or temporary employees in the same job classification remain on duty in
the work site on the same shift.
14.8
Clinician Driven Reductions: Short-Term Reductions Only
A. When a provider is prescheduled off (at the time the final schedule is posted), the assigned
support person:
1. Will be scheduled to fill a vacancy at their home worksite.
2. If a vacancy does not exist at the home worksite, but a vacancy exists within the home
geographic area that cannot be filled by replacement staff, the affected employee may
choose to work at that alternate location. The Employer will pay a twenty-five dollar
($25) bonus for such regular provider support staff and consideration will be given for
special circumstances.
3. If the employee chooses not to travel to another location as described in #2 above, the
employee may:
a. Volunteer off without pay, or
b. Take unscheduled vacation, or
c. Be pre-assigned alternate work in the home worksite
B. When a provider calls in on short notice (after the final schedule is posted), the assigned
support person:
1. Will fill a vacancy at their home worksite
2. If no vacancy at the home worksite, may bump an on-call or coded replacement at their
home worksite.
3. If 1 or 2 do not apply, but a vacancy exists within the home geographic area that
cannot be filled by replacement staff, the affected employee may choose to work at
that alternate location. The Employer will pay a twenty-five dollar ($25) bonus for such
regular provider support staff and consideration will be given for special circumstances.
4. If the employee chooses not to travel to another location as described in #3 above, the
employee may volunteer off without pay or take unscheduled vacation.
5. Alternate work will be assigned in the home-based worksite, if there is not a vacancy.
15.0
FLOATING
15.1
In the event that the Employer determines that it is necessary to float an employee from his/
her regular work assignment, an attempt will be made to fill the need from available volunteers.
If staffing needs cannot be filled by volunteers, employees will be floated by inverse seniority
subject to the requirements of efficient operations.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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15.2
Unit Specialists may be asked to assist on more than one (1) floor during a shift. Unit
Specialists may be held directly accountable only for those work responsibilities directly related
to the floor and time period assigned.
15.3
Employees who are on duty as a result of advance scheduling shall be given preference for
prescheduled assignment over employees who are called in for unscheduled duty whenever
possible.
16.0
HOURS OF EMPLOYMENT AND OVERTIME
(Also refer to provisions of National Agreement: Section 1 [H] [3])
5/40 Schedule Employees
16,1 “Payroll Week” as referred to in this Article shall mean and consist of the seven (7) day period
beginning at 12:01 a.m. Sunday or at the shift-changing hour nearest that time.
“Payroll Day” as referred to in this Article shall mean and consist of the twenty-four (24) hour
period beginning at the time the employee commences work.
16.2
Employees shall be paid at the rate of one and one-half (1-1/2) times the straight-time hourly
rate, including shift differential, for all hours of work performed in excess of eight (8) hours
in any one payroll day (except on occasions when the start time of an employee has been
temporarily changed by two [2] hours or less) and for all hours worked in excess of forty (40)
hours within the payroll week.
16.3
All hours worked on the sixth (6th) consecutive day of work shall be paid at the rate of time
and one-half (1-1/2), except when there is a change of schedule agreed upon between the
employee and the Employer, and all hours worked on the seventh (7th) consecutive day of work
shall be paid at the rate of double (2) time except when there is a change of schedule agreed
upon between the employee and the Employer (i.e., trading of scheduled shifts). In all cases,
however, overtime shall be paid for hours worked in excess of forty (40) per week.
16.4
The Employer will exercise its efforts in good faith, subject to the requirements of efficient
operations, to the extent that employees will be scheduled on a basis of a normal work week of
forty (40) hours within five (5) consecutive eight (8) hour days, followed by two (2) consecutive
days of rest.
Extended Hours
16.5
Employees may work daily shifts greater than eight (8) hours and less than ten (10) hours and
be compensated for such shifts at straight-time. This arrangement will hereafter be referred to
as extended hours.
A. The reason for extended hours is to accommodate clinician needs and may only apply to
employees whose schedules are directly clinician driven.
1. For regularly scheduled employees, shifts of greater than eight (8) hours, but less than
ten (10) hours must be scheduled three (3) weeks in advance. For on-call, or regular
employees contacted for unscheduled replacement, employees must be notified that
they will work an extended shift at straight-time at least one (1) hour before reporting to
work.
B. The employees will have the right to vote on extended hours through the following election
process: A vote shall be conducted jointly by an Employer representative and a Union
representative for the group of employees selected by the Employer to be subject to
extended hours. The question presented shall be whether the employees wish to work
extended hours. A majority of the ballots cast shall be determinative.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
C. Job postings will conform to Article 12 and in addition, contain the notation “expanded
hours/waiver required.”
4/40 Schedule Employees
16.6
“Payroll Week” as referred to in this Article shall mean and consist of the seven (7) day period
beginning at 12:01 a.m. Sunday or at the shift changing hour nearest that time. “Payroll
Day” as referred to in this Article shall mean and consist of the twenty-four (24) hour period
beginning at the time the employee commences work.
16.7
Employees shall be paid at the rate of one and one-half (1-1/2) times the straight-time hourly
rate, including shift differential, for all hours of work performed in excess of ten (10) hours
in any one payroll day (except on occasions when the start time of an employee has been
temporarily changed by two hours or less), and for all hours worked in excess of forty (40)
hours within the payroll week.
16.8
All hours worked by full-time employees on the fifth (5th) or sixth (6th) consecutive day of work
in a payroll week shall be paid for at the rate of time and one-half (1-1/2) and all hours worked
on the seventh (7th) consecutive day of work shall be paid for at the rate of double (2) time.
16.9
Employees scheduled less than forty (40) hours in a specific work week shall be ineligible for
time and one-half (1-1/2) payment for hours worked on a fifth (5th) consecutive day in that
week.
7/70 Schedule Employees
16.10 The workweek is defined as a “fixed and regularly recurring period of one hundred sixty-eight
(168) hours - seven (7) consecutive twenty-four (24) hour periods.” It need not coincide with
the calendar week and may begin at any hour or any day for employees assigned to the
specific workweek.
A. The work week for the day and evening shift will commence at 12:01 a.m. on Friday and
end at 12:00 p.m. (midnight) the following Thursday.
B. The workweek for the night shift will commence at 12:01 p.m. on Thursday and end at
12:00 p.m. (noon) the following Thursday.
C. It is intended that the employees’ work shifts will typically be scheduled within the
workweeks as follows:
Day Shift - Starts Tuesday @ 6:45 a.m. to 5:15 p.m.
Evening Shift - Starts Tuesday @ 12:45 p.m. to 11:15 p.m.
Night Shift - Starts Monday @ 9:15 p.m. to 7:45 a.m.
16.11 The employees’ work shifts are subject to change as may be dictated by operational
requirements.
16.12 Employees shall be paid at the rate of one and one-half (1-1/2) times the straight-time hourly
rate, including shift differential, for all hours of work performed in excess of ten (10) hours in
any twenty-four (24) hour work day (except on occasions when the start time of an employee
has been temporarily changed by two [2] hours or less) and for all hours worked in excess of
forty (40) hours within the work week.
16.13 All hours worked on the eight (8th) consecutive day of work shall be paid at the rate of time
and one-half (1-1/2) except when there is a change of schedule agreed upon between the
employee and the Employer and all hours worked on the ninth (9th) consecutive day shall be
paid for at the rate of double (2) time.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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General
16.14 If a thirty six (36) or more hour coded employee’s scheduled day off for the following week
is changed by the supervisor after the final schedule is posted, the employee shall receive
premium pay (one and one-half [1 ½] times straight-time hourly rate) for working the previously
scheduled day off.
A. Schedules of starting times and quitting times, and days off of regular employees will be
posted according to Article 17, subject to emergency situations, and as much advance
notice of overtime requirements will be given as permitted by operational circumstances.
B. An “emergency” for the purpose of the above paragraph, is a situation in which the
Employer is obligated without advance planning to change schedules with less than twenty
four (24) hours notice. In cases of emergencies, work schedules may be adjusted, provided
the employees are given reasonable notice of the change in their schedule. In making
changes, however, the Employer shall give consideration to any prior commitments of the
employees. It is the employee’s responsibility to keep the Employer informed of his/her
telephone number or how else he/she can be reached.
C. In order for supervisors to post schedules according to Article 17, employee requests for
time off shall be presented in writing on the prescribed form within department guidelines.
16.15 An employee may request, in writing, a change in day(s) off. If the request is approved by
the supervisor, the employee will be paid at his/her regular straight-time rate for working the
previously scheduled day off.
16.16 Eligibility for premium pay for working the previously scheduled day off may be waived by a
mutually acceptable agreement between the employee and supervisor only in cases where the
employee desires to make up for wages lost during the regularly scheduled work week.
16.17 Paid sick leave, paid vacation and paid holidays shall count toward forty (40) hours in the work
week for the purpose of computing overtime but not consecutive day pay.
16.18 Overtime paid for a previously scheduled day off may not be used to drive sixth (6th)
consecutive day overtime for a regularly scheduled day (fifth [5th] day for 4/40 scheduled
employees). There will be no duplication or pyramiding of overtime.
16.19 All scheduled shifts will be for a minimum of four (4) hours except for shifts which may exist at
the date of this agreement which shall be for a three (3) hour minimum. If a shift with a three
(3) hour minimum is discontinued, it may not be re-initiated for less than a four (4) hour shift.
17.0
SCHEDULING
Medical/Dental Clinics - and all other Outpatient Departments
17.1
Final schedules including days off will be posted at least by 12:00 noon Friday three (3) weeks
in advance of the week to be worked. The Employer has no obligation to grant additional time
off after schedules are posted. In the event the schedule is changed after the final schedule
is posted the Employee is to be notified and confirmed of the change in as timely a manner as
possible.
17.2
Extra straight-time and overtime hours will be made available prior to the final posting of the
schedules by using the following process:
A. Employees available to work prescheduled hours above coding, either straight time
or overtime, shall submit an Availability Form by 12:00 noon on Friday five (5) weeks
preceding the posting of the final schedule.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
The Availability Form shall be considered valid for one (1) year or until a new form is
submitted. Any changes in the employee’s availability shall necessitate the submission
of a new Availability Form. Available hours will be assigned by seniority based on the
Availability Form information in the following order:
1. Regular full and part-time
2. Coded replacement
3. On-call
Straight time hours will be scheduled before overtime.
Employees who show a pattern of denying offered shifts will receive a “letter of non-availability”
from his/her supervisor. The letter will not be placed in the employee’s file, nor be used for
discipline or performance evaluation. Once a letter of non-availability is issued, the employee
will not be called for extra shifts beyond coding until the employee updates his/her availability.
17.3
KSMC Inpatient Nursing Departments
Purpose:
Staffing Process for Certified Nursing Assistants (CNA), Certified Patient Care Assistants
(CPCA), Unit Specialists (US), Transport Orderlies, Member Intake Specialist (KSMC ER) and
Medical Assistants (KSMC ER).
A. Prescheduling
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Availability is submitted by on-calls; part time staff may submit availability (Note:
availability must meet contractual requirements for all on-calls).
On-calls and part time staff: Shifts are assigned in seniority order, (using availability
and preferences and skills matched against open slots)
Hours above coding (but not overtime) are assigned as requested, in seniority order
after coded hours assigned, (and matches found with availability)
On-calls and part time staff who submit availability are assigned shifts up to full-time (no
overtime)
Overtime/double-time is never prescheduled
B. Pre-schedules mailed out
C. Ten-day open sign-up window (10 days from time schedules mailed)
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During this window extra sign-ups will be accepted by voice mailbox (571-4856) and
by e-mail account only (SEIU Availability); no drop-ins or direct calls to Staffers will be
accepted during this window, due to the high volume of contacts.
D. Scheduling of extra shifts
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At end of 10-day window, work is assigned in seniority order, matching availability, skills
with needs. Straight time assigned before overtime, overtime before double time.
If no work is available, names are put on availability list.
E. Open Scheduling After 10-Day Window
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After 10-day window, needs are filled using the availability list (NOTE: Staff are not
required to work when contacted, when name is on the availability list, after the 10-day
window)
SEIU Local 49 - August 1, 2012 to June 30, 2016
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Straight time scheduled before overtime, overtime before double time. Overtime will be
assigned on a first come first sign-up basis with tiebreakers for signing up on the same
day going by seniority.
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If no one on availability list, first come, first serve for those requesting work, including
overtime.
F. Ill Calls and Other Last Minute Replacement
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Replaced off of availability list. (Straight time before overtime, overtime before doubletime). Overtime/double-time will be assigned on a first come first sign-up basis with
tiebreakers for signing up on the same day going by seniority.
If no availability on list first comes first serve.
G. Cancellation
Per Contract but few clarifications:
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If extra staff are on the schedule, will cancel overtime and utilize a straight time person from
another area, who is qualified to do the work; but would not call in a straight time person
from the availability list.
Cancellation will be in reserve seniority in the following order:
1.
2.
3.
4.
17.4
Those who signed up after the 10-day window
Those who signed up during the 10-day window
Pre-scheduled staff who are picking up hours above coding
Regularly scheduled staff who are picking up coded days
Department of Transportation Final schedules will be posted at least by 12:00 noon Friday
three (3) weeks in advance of the week to be worked.
Extra straight-time and overtime full shifts will be made available prior to the final posting of the
schedules using the following process:
A. Employees available to work pre-scheduled hours above coding, either straight time or
overtime, shall submit availability by 12:00 noon on Friday five (5) weeks preceding the
posting of the final schedule.
The Availability form shall be considered valid for one (1) year or until a new form is
submitted. Any changes in the employee’s availability shall necessitate the submission
of a new Availability Form. Available full-shifts will be assigned by seniority based on the
Availability Form information in the following order:
1. Regular full and part-time
2. Coded Replacement
3. On-Call
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SEIU Local 49 - August 1, 2012 to June 30, 2016
General
17.5
Once the final schedule has been posted, additional straight-time or overtime hours (except
shifts for transportation and Inpatient Services) will be offered according to seniority first to
those employees who provided such information on an Availability Form in the following order:
A. Regular full and part-time
B. Coded Replacement
C. On-Call
NOTE: Although it is the intent of the Employer to schedule by order of seniority, it is
recognized by the parties that scheduling occasionally may not be in seniority order.
However, should a pattern of out-of-seniority scheduling develop, affected employees may then
have recourse to the grievance process to review his/her complaint.
Straight time hours will be scheduled before overtime. However, for Department of
Transportation and Inpatient Services, full-time shifts involving a combination of straight time
and overtime will be offered by seniority.
True Shift Trades:
Employees may arrange among themselves and submit changes to their supervisor or
designee for approval. Such trades will not result in any additional cost.
Trades will go in order of seniority with documentation.
Employee will be responsible for traded shift.
Employee must be qualified to do the job.
Employee trades will be processed in a timely fashion. Approval will not be unreasonably
denied.
17.6
The Employer shall use its best efforts to distribute overtime among employees in the same
classification at the same worksite on the same shift by seniority subject to the efficiency of
operations. It is understood that employees must make their preferences known in writing.
17.7
Existing schedules which are acceptable to the Union and Employer shall not be deemed
to violate the provisions of this Article. If in the interest of efficient operations, it becomes
necessary to change or establish schedules departing from work days or work weeks as
provided for in this Article, or from a permanently established 4/40, 5/40, or 7/70 mode of
scheduling for regular employees, the Employer shall confer with the Union in an attempt to
arrange mutually satisfactory schedules; however, it is understood that the final right to
establish schedules rests exclusively with the Employer.
17.8
The Employer, subject to efficient operations, will encourage the establishment and
maintenance of full-time employment.
Workload*
SEIU Local 49 - August 1, 2012 to June 30, 2016
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17.9
It is the intent of the Employer to distribute the workload equitably among employees in both
single work units and departments with due regard for employee safety.
When an employee is absent for any reason and if a replacement cannot be obtained in time,
it is the intent of the Employer to distribute the workload equitably among the employees in the
work unit so that no undue hardship may be placed on an individual worker.
18.0
REPORTING PAY
18.1
Employees who are scheduled to report for work and who are permitted to come to work
without receiving prior notice that no work is available shall be paid at their regular rate for a
minimum of four (4) hours pay (five [5] hours pay for 4/40 and 7/70 employees, six [6] hours for
twelve [12] hour employees). The Employer may assign such employees to any work for which
they are qualified in lieu of being released.
18.2
Regularly scheduled employees called to work on what would otherwise have been a regularly
scheduled day off, who do not receive at least one (1) hour notice before the start of the
required shift, shall be paid for the hours of work actually performed plus one (1) hour at the
straight time rate. Such employees shall be paid not less than four (4) hours or one-half (1/2)
the hours of a regular shift, whichever is more, (e.g., four hours for an eight (8) hour shift)
unless they work more hours in that shift.
18.3
It shall be the employee’s responsibility to notify the Employer in writing of their current address
and telephone number. Failure to do so shall excuse the Employer from the requirements of
this Article.
19.0
WAGE RATES
19.1
The minimum straight-time hourly rates of pay shall be as shown in Schedule “A” attached
here to and made a part hereof.
19.2
No employee covered by this Agreement, shall as a result hereof, suffer a reduction in
wages or overtime benefits except as may result from the application of Article 14.0 or the
waiver provisions referred to in Article 16.0.
(Also refer to provisions of National Agreement: Section 2 [A])
19.3
Recruitment, Retention and Other Adjustments
A. The parties will create a joint committee based on an interest-based problem-solving model
to evaluate and recommend wage adjustments and other recruiting/retention incentives. The
committee will be composed of three (3) or four (4) representatives from each party. Each
party will name their own representatives.
B. The parties will create the joint committee no later than sixty days after the ratification of this
collective bargaining agreement.
C. Either party may refer an issue to the joint committee.
D. The committee will research data and seek information from affected employees and
supervisors which is pertinent to the issues raised. Both parties may appeal recommendations
to the Regional Partnership Steering Committee.
E. The joint committee will annually review wage rates based on the formula developed by
National Negotiations.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
F. The committee will establish a process to evaluate the effectiveness of implemented projects.
G. The committee will utilize the following criteria in considering referred issues:
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What is the impact on cost/savings?
Is the project effective in recruiting/retaining employees?
What is the impact on current employees in the affected jobs?
Does the project offer incentives to current employees first?
20.0
PAYDAY AND PAYCHECKS*
20.1
Payday shall be every other Friday. When a payday falls on a holiday, employees shall be paid
on the day immediately preceding the holiday.
Employees upon written request may direct automatic deposit of their paycheck to a bank or
saving institution of their choice provided such bank or institution participates in the National
Automatic Clearing House Association. Employees electing automatic deposit shall receive a
check stub or equivalent information each pay period indicating all payments made.
Paycheck shortages shall be paid no later than the end of the next business day upon request
of the employee; otherwise, paycheck shortages shall be paid on the next pay period or per
applicable law.
Termination Pay
20.2
When an employee is voluntarily or involuntarily separated from employment, the employee
will be paid all monies owed pursuant to applicable collective bargaining agreements, state or
federal laws.
20.3
Any employee who quits of his/her own volition shall receive all wages due within twenty-four
(24) hours of termination of employment. All employees discharged or laid off shall receive all
moneys at the time of discharge or layoff
21.0
PRIOR EXPERIENCE
21.1
Credit shall be given employees in the tenure brackets set forth in Schedule “A” above for
prior experience in the same classifications acquired in Class A hospitals or other facilities
acceptable to the Employer. Such credit shall commence on the date satisfactory proof is
provided by the new employee of such prior experience at which time such employee shall be
advanced from tenure in accordance with the following formula:
A. Classifications in the medical/technical job family shall receive year for year credit.
B. Classifications in the maintenance/delivery, service and clerical job families shall advance
from tenure on the basis of two (2) years prior experience equaling one (1) year prior
experience credit, up to a maximum of three (3) years prior experience credit. Prior Kaiser
Permanente experience shall be credited on a year for year basis provided the employees
last day of work was no more than six (6) months prior to the date of re-employment.
22.0
TENURE STEP ADJUSTMENTS
22.1
Tenure increases and across the board increases shall become effective at the beginning of
the first (1st) full payroll period nearest the employee’s date of eligibility for such increase.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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22.2
One Thousand Forty (1040) compensated hours and one (1) year shall be considered to
constitute a working year in advancing from one (1) full year tenure step to another. Five
Hundred Twenty (520) compensated hours and six (6) months shall qualify for advancing along
six (6) month steps.
A. No adjustment shall be made to the tenure eligibility date or the tenure hours requirement
due to a leave of absence.
B. Tenure hours earned toward the tenure hours requirement shall be limited to eighty (80)
hours in a pay period.
C. The tenure hours required and the tenure eligibility date will be set at the most recent date
of hire or promotion.
23.0
“RED CIRCLE” RATES
23.1
An employee’s wage rate which exceeds the maximum rate for his/her job classification
shall be considered “red circle.” When general wage rate increases are applied to the wage
rates shown in Schedule “A” the rate for an employee whose wage rate was “red circled” on
or before the ratification of the 2000 Agreement, shall be adjusted by 90% of the negotiated
tenure step adjustment until the “red circle” situation is eliminated.
For employees whose wage rate was “red circled” on or after ratification of the 2000
Agreement, the rate shall be adjusted by 70% of tenure step adjustment until the “red circle”
situation is eliminated.
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24.0
RECLASSIFICATION
24.1
The Employer and the Union agree that the classification for each job shall continue in effect
unless there is an authorized change in job content significant enough to justify a review and
reclassification. Either the Employer or the Union may request a reclassification review. All
reclassification requests will be handled in the manner outlined in the following procedure and
shall not be subject to the grievance/arbitration procedure.
24.2
Reclassification is defined as a significant change in duties of a job over time.
24.3
Reclassification requests originated by employees shall be referred to the Union
representative. The Union representative will review the request and if he/she believes that
there has been a significant change in job duties which warrants a reclassification, shall submit
the request, along with information to support the request, to the Regional Human Resources
office.
24.4
Within thirty (30) days of the receipt of request the Human Resources Department shall
conduct a job audit of the affected position(s) and communicate in writing with the employee(s)
detailing its findings.
24.5
If the employee(s) disagrees with the determination of the Human Resources Department, they
may file a letter of appeal detailing their objections with the Human Resources Department
within fifteen (15) days of receipt of the Human Resources determination.
24.6
A review committee composed of two (2) members appointed by the Employer and two (2)
members appointed by the Union, one of whom will be a member of the bargaining unit, will
meet to evaluate the appeal and render a decision. Information submitted by the employee
and collected by the Employer and the Committee will be used in determining the appropriate
job classification.
24.7
If the determination of the Department of Human Resources or the final determination of the
review committee places the job in a classification of higher pay, the incumbent employee(s)
will receive, retroactive to the time of the request, an increase in pay in accordance with
promotion policy.
SEIU Local 49 - August 1, 2012 to June 30, 2016
24.8
If the determination of the Human Resources Department or the final determination of the
review committee results in the placement of the position(s) in a new classification, the Union
and the Employer will immediately commence negotiations to determine the wage rate of the
new classification. Incumbents in the position(s) will receive, retroactive to the time of the
request, an increase in pay in accordance with promotion policy.25.0
25.0
JOB DESCRIPTIONS
(Also see provisions of National Agreement: Section 1 [C] [4])
25.1
The Employer and the Union recognize the importance of maintaining job descriptions that
reflect the various duties and responsibilities associated with the job titles contained in
Schedule “A” as appropriate. Such duties and responsibilities shall be used as the basis for
determining an employee’s appropriate job title and related wage rate. Any revisions to such
descriptions shall be by mutual agreement. It is recognized, however, that the maintenance
of job descriptions is a continuing and on going process necessitating review and revisions as
circumstances indicate.
26.0
MILEAGE
Employees required to use their personal automobile for employer business will be reimbursed
according to the Employer’s current policy on mileage reimbursement.
26.1
Travel Time and Mileage
26.2
Replacement Pool Employees and Other Employees Work Extra Hours
A. Employees hired into a Regional on-call replacement pool or making themselves available
for hours in such a pool (Environmental Services, Occupational Medicine) will be paid
round-trip mileage at the standard reimbursement rate according to Kaiser Permanente
policy for commutes that exceed a thirty (30) mile distance one way from the employee’s
home.
B. Employees qualifying for mileage reimbursement under paragraph A will also be paid travel
time, provided such driving time is within a reasonable norm for the journey.
26.3
General Mileage Reimbursement Provisions
A. Employees with regular work location requested to work at another location more than
thirty (30) miles from the home work location, and who accept such an assignment, will be
reimbursed mileage and paid travel time in accordance with Article 26.2 (A) and (B).
B. Employees that report to their assigned worksite and are requested to go to another
worksite will be paid for all mileage incurred to travel to the second worksite and time spent
driving to the second worksite.
C. Posted positions for which a regular job-site employee bids and is awarded or an outside
applicant is hired that are located more than thirty (30) miles from the employee’s home are
not covered by this agreement. Such employees do not qualify for mileage reimbursement
nor travel time.
27.0
STANDBY PAY
27.1
Employees on standby duty beyond their regularly scheduled workday or workweek, who are
called in to work on other than a recognized holiday, shall be paid for the time worked at one
and one-half (1-1/2) times their basic straight-time hourly rate. Employees on standby duty,
who are called in to work on a recognized holiday, shall be paid for the time worked at two and
one-half (2-1/2) times their basic straight-time hourly rate. Pay for such hours shall commence
when the employee reports for work at the worksite.
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27.2
Employees on standby duty shall be guaranteed a minimum credit of three (3) hours’ work or
pay for each occasion on which they are called in. However, the total hours paid at time and
one-half (1-1/2) shall not exceed the number of hours in the standby period assigned unless
total hours worked are greater than the standby period. The number of hours paid at one and
one-half (1-1/2) shall be deducted from the number of hours for which standby pay is received.
27.3
Pay shall be $2.75 per hour for standby hours assigned on other than a recognized holiday.
Standby duty assigned on a recognized holiday shall be paid at $6.88 per hour.
28.0
DIFFERENTIALS
28.1
Shift Differentials
28.2
A.
All employees who work a shift of four (4) hours or more commencing at or after 12:00
noon and prior to 6:00 a.m. shall be eligible for a shift differential.
B.
Shift differential shall be eighty-five cents ($0.85) per hour for evening shift and one
dollar and twenty cents ($1.20) per hour for night shift.
C.
Evening shift shall be defined as any shift of four (4) hours or more commencing at or
after 12:00 noon and terminating after 6:00 p.m.
D.
Night shift shall be defined as any shift of four (4) hours or more starting before
midnight whose majority of hours is worked after midnight or a shift of four (4) hours or
more starting between 12:00 midnight and 6:00 a.m.
E.
Shift differential payment shall be included in vacation; sick leave and holiday pay for
employees consistently scheduled for evening or night shift. Shift differential shall be
paid on overtime hours worked for days or hours that qualify for payment as described
above.
Service Differentials
Employees who complete at least five (5) years continuous service with the Employer shall
receive five cents ($.05) per hour service premium; ten (10) years’ continuous service with the
Employer shall receive an additional ten cents ($0.10) per hour; fifteen (15) years of service
(for a total of fifteen cents ($0.15) per hour effective October 1, 2000.
28.3
Training Differentials
Medical Intake Specialists shall receive eighty cents ($0.80) per hour for training new
employees and teaching new skills to existing employees.
28.4
Bi-Lingual
A differential of one dollar ($1.00) per hour will be paid for MIS positions working at the
Regional Appointment Center providing certified language interpretation in the course of their
normal job duties and for the majority of their work shift. MIS positions requiring certified
language interpreter skills shall be posted with requirements and differential included.
28.5
Gardner/Irrigation Specialist
A differential of two dollars ($2.00) per hour will be paid for Gardner/Irrigation Specialist
positions.
28.6
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Lead Worker (see Article 13.0)
SEIU Local 49 - August 1, 2012 to June 30, 2016
28.7
LTA-Surgical Pathology/Autopsy Assistant
A differential of fifty-two cents ($0.52) per hour will be paid for LTA’s is a Surgical Pathology/
Autopsy Assistant.
28.8
Orthodontic Assistant Trainee
Individuals who quality to work as orthodontic trainees will be paid at the orthodontic assistant
trainee wage – Dental Assistant II wages plus an additional twenty cents ($0.20) per hour. To
be permanently hired as an orthodontic assistant, EFODA (Expanded Function Orthodontic
Dental Assistant) certification is required after 1040 hours or twelve (12) months orthodontic
assisting experience or whichever comes first for these individuals working in the State of
Oregon. Individuals working in the State of Washington must agree to successfully complete
an equivalent Kaiser Permanente developed examination and certification process. Individuals
who successfully complete certification or the Washington equivalent will be promoted to
EFODA and paid at that wage.
28.9
Emergicenter MIS Replacements
MIS replacement staff regularly assigned to other areas or a replacement pool, when these
employees work in the MIS role in the Emergicenter at South Interstate. Effective the start of
the pay period including the ratification date of this agreement, such replacement staff (on-call
and support services floaters will be paid a differential fifty cents [$0.50] per hour for on-call
and twenty-eight cents [$0.28] per hour for floaters) for hours worked in the Emergicenter as
Emergicenter MIS.
28.10 Pre-Analytical Trainer
The Pre-Analytical Trainer position will compensated at the phlebotomist rate with an eighty
cent ($0.80) per hour differential.
28.11 Homebound Phlebotomist
A differential of one dollar and twenty-five cents ($1.25) per hour will be paid for Homebound
Phlebotomists.
28.12 Medical Records Warehouse Work by Health Record Clerks
Labor and Management have agreed to pay a wage differential of eighty cents ($.80) per hour
effective March 1, 2006 for Health Record Clerks working at the Medical Records warehouse
located on Airport Way.
29.0
WORK IN A HIGHER CLASSIFICATION
29.1
Any employee who performs work in a higher classification for one (1) hour or more (except for
rest periods and meal relief) shall be paid for such hours worked at the step rate in the higher
classification that results in a rate at least thirty cents ($0.30) per hour above the rate paid in
the employee’s regular classification.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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30.0
PROMOTIONS
30.1
An employee who is permanently promoted to a job in a higher classification shall be paid
that tenure step rate in their new classification at no less than the step above their former
rate and which results in a wage increase of at least thirty cents ($0.30) per hour. However,
employees with prior service in the same classification whether at Kaiser Permanente or at
another hospital or facility with another employer, will be given credit on tenure brackets per
Article 21.1. A new tenure eligibility date is thereby established in determining an employee’s
eligibility for future step rate increases in his/her new job.
30.2
An employee who transfers to a job in a lower job classification shall be paid that tenure step
rate in his/her new classification, which is closest to his/her former rate.
31.0
REST AND MEAL PERIODS
31.1
Employees are entitled to take rest periods daily, which insofar as practicable shall be in the
middle of each work period.
Rest and meal periods shall be computed as follows:
Shift
Rest Period (during each
Half of work shift)
Meal Period (minimum)
4 hours
5 hours
8 & 9 hours
10 hours
12 hours
15 minutes
15 minutes
2-15 minute periods
2-20 minute periods
3-15 minute periods
n/a
30 minutes
30 minutes
30 minutes
30 minutes
31.2
No wage deduction shall be made for such rest periods.
31.3
Except as provided below, meal periods shall be on an unpaid basis.
31.4
In the event an employee is called back to work during a scheduled meal period, the
scheduled meal period, of at least thirty (30) minutes, shall count as hours worked and another
meal period of thirty (30) minutes will be rescheduled within two (2) hours.
32.0
HOLIDAYS
(Also refer to provisions of National Agreement: Section 2 [B] [1] [e])
Non 7/70 Schedule Employees
32.1
The following days shall be observed as holidays:
New Year’s Day
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
Christmas Day
32.2
30
2012
01/01
05/28
07/04
09/03
11/22
12/25
2013
01/01
05/27
07/04
09/02
11/28
12/25
2014
01/01
05/26
07/04
09/01
11/27
12/25
2015
01/01
05/25
07/04
09/07
11/26
12/25
2015
01/01
05/30
07/04
09/05
11/24
12/25
There shall be no deduction in pay for the observance of the foregoing holidays for employees
who have been in a benefited status for at least thirty (30) consecutive days prior to the
holiday. Such employees working on one (1) of the foregoing holidays shall be paid at the rate
of one and one-half (1-1/2) times the regular rate of pay in addition to their regular rate of pay.
Pay for holidays not worked shall be on the following basis:
SEIU Local 49 - August 1, 2012 to June 30, 2016
A. If the holiday falls on a normally scheduled workday and the employee is scheduled off
because of the holiday, the pay for such holiday not worked shall be for the number of
hours at the straight-time rate, the employee would have received had he/she worked.
B. If the holiday falls on a day normally scheduled off, the employee shall, at the option of the
Employer, receive a paid day off or additional pay equal to one-fifth (1/5) of the employees
scheduled weekly hours or BAH, whichever is greater: one-fourth (1/4) for 4/40 employees
and employees regularly scheduled more than eight (8) hours but less than ten (10) hours.
7/70 Schedule Employees
32.3
Employees shall receive pay for holiday accumulations on each check. The holiday hours will
accrue based on compensable hours and be paid out on the following check.
32.4
Flexible Personal Days
Employees who have been in benefited status for three (3) months shall be eligible for three
(3) personal days per year. Employees with ten (10) to fourteen (14) years of employment in
a benefited status shall be eligible for four (4) personal days per year. Employees with fifteen
(15) or more years employment in a benefited status shall be eligible for five (5) personal days
per year.
(Also refer to provisions of National Agreement: Section 1 [C] [3] [c])
General
32.5
Temporary and on-call employees who have been on the payroll for at least thirty (30)
consecutive days prior to a holiday shall receive no pay for holidays not worked but shall
receive one and one-half (1-1/2) times the regular rate of pay for all work performed on one of
the foregoing holidays.
32.6
If an employee’s work shift includes work on both a holiday and a non-holiday, the entire shift
shall be paid at the holiday rate in cases where a majority of hours worked on such shift are
between 12:01 a.m. and the following midnight of the holiday.
32.7
Paid holidays shall count toward forty (40) hours in the workweek for the purpose of computing
overtime.
33.0
VACATIONS
Non 7/70 Schedule Employees
33.1
Vacation benefits consisting of the average number of straight time hours worked per week
shall accrue for employees as follows.
33.2
All regular employees who have been continuously in service with the Employer for a period of
one (1) year shall annually be entitled to two (2) weeks vacation with pay.
A. If an employee terminates within the first six (6) months of employment, no vacation will be
granted.
B. After the completion of six (6) months of employment in a regular employee status or as
a benefited on-call, an employee shall be entitled to prorated vacation credits which may
have accrued.
33.3
All regular employees who have been continuously in service with the Employer for a period of
five (5) years shall annually be entitled to three (3) weeks vacation with pay.
33.4
All regular employees who have been continuously in a service for a period of ten (10) years
shall annually be entitled to four (4) weeks’ vacation with pay.
SEIU Local 49 - August 1, 2012 to June 30, 2016
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33.5
Employees shall receive prorated vacation time as follows:
A. Less than five (5) years continuous service, 3.07 hours per eighty (80) compensable hours;
B. Five (5) or more years continuous service, 4.616 hours per eighty (80) compensable hours;
C. Ten (10) or more years continuous service, 6.154 hours per eighty (80) compensable
hours.
33.6
Split vacation may be taken subject to the requirements of efficient operation. Such
determination rests exclusively with the Employer.
33.7
If a holiday falls during an employee’s vacation period, an additional day off with pay shall be
added to the employee’s vacation or pay given in lieu thereof.
33.8
Vacation pay shall be paid to employees prior to the start of their vacation providing the
employee requests in writing that he/she receive such pay seven (7) days prior to the
commencement of any vacation scheduled for a period of one (1) or more weeks.
33.9
Up to thirty (30) days absence from work on unpaid leave shall count as time worked for
vacation accrual purposes for full-time employees.
33.10 The Employer may require two (2) weeks’ notice of an employee’s intention to quit as a
condition of eligibility for prorated vacation pay at termination.
33.11 An employee who is hospitalized for any length of time, or one who is incapacitated for five
(5) consecutive days or more with documentation of care in progress during a paid vacation,
may elect to substitute accrued sick leave for such time off and reschedule that vacation time.
Certification by the attending physician is required by the Employer.
33.12 Vacation accrual is limited to two (2) times the annual accrual or three hundred and twenty
(320) hours.
33.13 Vacation Scheduling - Non 7/70 Schedule Employees
A. Seniority prevails for vacation and holiday requests received as described in paragraph
B. Any requests received after the deadline shall be approved on a first-come, first-served
basis regardless of seniority within departmental staffing limits. The time off request box
will be checked on a timely basis by the staffing supervisor.
B. Requests for time off will be accepted up to October 31 at 5:00 p.m. for the period of
January 1 - March 31 of the next year. Requests will be accepted up to January 31 at 5:00
p.m. for the period of April 1 - June 30. Requests will be accepted up to April 30 at 5:00
p.m. for the period of July 1 - September 30. Requests will be accepted up to July 31 at
5:00 p.m. for the period of October 1 - December 31.
The supervisors will notify the employees in writing of the request status (approved or
denied) within five (5) working days after the deadline.
Exceptions to the above deadlines will be considered when it is critical that travel plans
be made well in advance. Proof of reservations may be required (e.g. plane tickets,
documentation of reservation deadline, etc.).
33.14 No employee may receive more than two (2) major and two (2) minor holiday periods off per
year unless coverage is available.
If major and minor holiday periods are to be minimally staffed, staffing will be offered on a
voluntary basis by seniority or, if necessary, work will be assigned by inverse seniority to
qualified employees.
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Major Holidays: New Year’s Day, Thanksgiving, Christmas.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Minor Holidays: Memorial Day, Fourth of July, Labor Day.
A holiday period is a series of days surrounding major or minor holidays unbroken by a return
to work.
33.15 Scheduling request for vacation time and personal days will be given priority consideration over
WOP day requests.
33.16 Employees have the ability to cancel vacation time they have scheduled. If the employee
wishes to cancel previously authorized time off, the employee will notify the supervisor two (2)
weeks prior to the posting of the final schedule to be guaranteed regular hours. If time off is
canceled after this date the employee can make him/herself available to work but cannot bump
regular employees in the schedule.
The canceled vacation time, if available, will be posted in the affected area and awarded to the
senior person that makes the request prior to the Friday the final schedule is posted.
33.17 Employees may vote to change their current vacation procedure in their own dept./worksite/
program/work group if they so desire one time during the life of the agreement. Employees
shall contact their Union Representative to set up a vote.
7/70 Schedule Employees
33.18 After completion of six (6) months continuous employment in a benefit status, employees shall
receive pay for vacation accumulations on each check. The vacation will continue to accrue
based on compensable hours and be paid out on the following check.
33.19 After the completion of five (5) years of continuous employment in a benefit status with the
Employer, employees shall receive a lump sum vacation payment equivalent to one (1) week of
pay, and begin the new three (3) weeks per year accrual rate.
33.20 After the completion of ten (10) years of continuous employment in a benefit status with the
Employer, employees shall receive a lump sum vacation payment equivalent to one week of
pay, and begin the new four (4) weeks per year accrual rate.
General
33.21 Vacation pay will be computed on the employee’s regular hourly rate of pay at the time the
vacation is taken, including shift differential if applicable.
34.0
SICK LEAVE
(See also provisions of National Agreement: Section 1 [C] [3])
Non 7/70 Schedule Employees
34.1
Regular full-time employees shall accumulate paid sick leave at the rate of eight (8) hours per
month for each calendar month of employment. Regular part-time and on-call employees shall
accumulate paid sick leave at the rate of eight (8) hours for each one hundred seventy-three
(173) hours paid.
7/70 Schedule Employees
34.2
Regular full-time, part-time and on-call employees shall accumulate paid sick leave at the rate
of one (1) hour for every nineteen (19) hours paid.
SEIU Local 49 - August 1, 2012 to June 30, 2016
33
General
34.3
Accrued sick leave shall be payable for absences of employees due to their own medical
disability or for the medical disability of a dependent minor child, and related medical
appointments.
34.4
Paid sick leave begins to accumulate during the first (1st) calendar month of employment but
may not be applied to any illness that occurs during the first six (6) months of employment.
34.5
The Employer may require reasonable proof that the employee claiming sick leave (or for his/
her dependent child) was suffering from a bona fide illness or injury justifying the employee’s
absence from work for the period claimed.
34.6
Earned sick leave may at the employee’s discretion be integrated with Workers’ Compensation
Disability payments to the extent necessary to permit an employee to maintain his/her regular
straight time earnings during the period of disability. The foregoing will be applicable to the
extent that an employee has Employer paid sick leave accrued but not used.
34.7
Paid sick leave shall count toward forty (40) hours in the workweek for the purpose of
computing overtime.
34.8
For employees with accrued sick leave, a maximum of four (4) hours sick leave pay will be
granted for time off the job if necessary due to appointments of the employee for travel time,
waiting time, and time for the appointment. Except in case of emergency appointments,
at least seven (7) days prior notice must be given to the supervisor. Whenever possible,
employees will be expected to schedule their medical or dental appointments at the beginning
or end of their workday, or on their days off. An emergency shall be defined as something of
an immediate and urgent nature that could not have been reasonably anticipated.
34.9
The Employer will provide employees with an accumulative total of available sick time to
accompany their paycheck.
35.0
BEREAVEMENT LEAVE
(Also refer to provisions of National Agreement: Section 1 [G])
35.1
An employee in a benefit status who has a death in the family will be granted three (3)
regularly scheduled working days (plus an additional two [2] days when traveling more than
three hundred [300] miles) within a two (2) week span for the purpose of attending and/or
arranging the funeral of:
• Spouse/Domestic Partner
• Parent/Step Parent/Parent In-Law/Step Parent In-Law/In loco Parentis Child/Step Child/
Legal Ward/Foster Child/Adopted Child
• Daughter/Step Daughter/Daughter In-Law/Step Daughter In-Law
• Son/Step Son/Son In-Law/Step Son In-Law
• Sister/Step Sister/Sister In-Law/Step Sister In-Law
• Brother/Step Brother/Brother In-Law/Step Brother In-Law
• Grandparent/Step Grandparent
• Grandchildren/Step Grandchildren
• Relative living in the same household
An employee shall not be entitled to both funeral leave pay and holiday pay, sick leave pay or
vacation pay for the same day.
35.2
34
The employer may allow an employee a leave of absence without pay for employees that need
to have more than three (3) days for the bereavement of any of the above.
SEIU Local 49 - August 1, 2012 to June 30, 2016
35.3
The employer will allow an employee a leave of absence to attend or arrange for the funeral of
a person who is close to them. The employee may use vacation, personal days, or a without
payday to cover the time loss. Alleged abuse of this Article will be resolved in a dispute
resolution process, by the appropriate Partnership committee.
35.4
Employees on an unpaid leave are not eligible for bereavement leave unless the unpaid leave
is for the purpose of caring for a family member described in Article 35.1.
36.0
JURY DUTY
36.1
Employees in a benefit status who are called for jury service will be excused from work on days
which he/she serves and shall receive for each day of jury service, his/her regular straight time
day’s pay. Hours paid for jury duty will not count as hours worked in determining eligibility for
overtime. The employee must show proof of jury service and attendance.
36.2
Employees will be excused from work without loss of pay for time spent in a recognized court
or government hearing or civil deposition when requested to appear or subpoenaed by the
Employer.
37.0
TIME OFF REQUESTS
37.1
For the purpose of granting time off for Unit Specialists, Certified Patient Care Assistants and
Certified Nursing Assistants in the inpatient area of the Kaiser Sunnyside Medical Center, at
least two (2) on day/evening shift, one (1) on night shift of each classification on each of the
three (3) shifts may be able to take unpaid vacation time or personal day at the same time.
Granting of such time off will be based on staff needs and efficient operations.
Without Pay Days
37.2
Employees coded at least thirty (30) hours or more may use a maximum of two (2) days
without pay on a prescheduled basis per calendar year.
37.3
Employees affected by a short-term reduction may use without paydays. These days will not
be counted in the above-mentioned days.
38.0
TAX SHELTERED SAVINGS PLAN
38.1
The Employer agrees to contribute $0.26 per compensated hour per eligible employee to the
tax sheltered savings plan;
Details of the administration of the tax sheltered savings plan and procedures for withdrawal of
funds will be reduced to writing in a letter of agreement between the parties.
38.2
Effective January 1, 1992, employees who are subject to payroll deductions for their medical
and dental plans (scheduled weekly hours or benefit average hours between twenty [20] and
thirty-one and nine tenths [31.9] hours) may elect to waive the Employer’s TSA contributions
by noting the same on a form to be provided by the Employer. Employees failing to submit
such waiver within sixty (60) days of hire, or by December 15, 1991, if later, and by December
15th for each of the following years, shall be deemed to have accepted the Employer TSA
contributions for the next calendar year. Employees waiving such contributions shall be entitled
to an annual lump sum distribution in the amount of any contributions due during the calendar
year less withholding taxes. Lump sum distributions shall be made within sixty (60) days of the
close of a calendar year or termination, whichever occurs first. Eligible employees may elect
to change their contribution format from TSA to lump sum or vice versa once each year to be
effective January 1 of any subsequent year, by submitting a written election on the Employer
provided form no later than December 15th of the year preceding the year in which the change
SEIU Local 49 - August 1, 2012 to June 30, 2016
35
is to occur.
39.0
HEALTH PLAN
(Also refer to provisions of National Agreement: Section 2 [B])
39.1
Employer-paid Kaiser Foundation Health Plan, plus the standard supplemental Health Plan
benefits, prescription drug and vision care benefits will be provided to employees and their
eligible dependents on the basis of benefit average hours or coded hours, whichever is
greater. This plan will include a five dollar ($5) per visit Doctor Office fee and a three dollar
($3) per prescription drug co-pay to provide up to a thirty (30) day supply if obtained at medical
offices, or up to a 90 day supply for the three dollar ($3) co-pay on maintenance medications if
obtained through mail order as prescribed by the physician. The Doctor Office Visit Fee will be
five dollars ($5) per visit. Eligible dependents are a spouse or domestic partner (as stated in
an Affidavit of Domestic Partnership), an unmarried child of an employee, spouse or domestic
partner under the age of 25 who is chiefly dependent upon the employee, spouse or domestic
partner for support; or an unmarried child of the employee, spouse or domestic partner of
an employee who is chiefly dependent for support and maintenance because the child is
incapable of self-sustaining employment by reason of developmental disability or physical
handicap which occurred prior to his/her reaching age 25. (Also refer to provisions of National
Agreement: Section 2 [B] [1]).
39.2
Employees with eighteen (18) months or more of continuous employment who are receiving
Employer-paid Health Plan coverage shall receive Employer-paid Health Plan, dental plan and
group life insurance coverage during disability insurance leaves of absence up to a maximum
of six (6) months provided that three (3) calendar months of active employment elapse
between incidents of application.
Employees who are receiving Employer-paid Health Plan coverage shall receive Employerpaid Health Plan, dental plan and group life insurance coverage during absences due to
industrial injury up to a maximum of six (6) months provided that three (3) calendar months of
active employment elapse between the incidents of application.
39.3
Employees who are receiving Employer-paid Health Plan Medicare Coordinated coverage
for themselves and/or dependents will be reimbursed the base rate premium paid to Social
Security for their own and/or dependents Part B Medicare coverage.
Dental Program
39.4
Employer-paid Kaiser Foundation Dental Plan will be provided to employees and their eligible
dependents on the basis of Benefit Average Hours or coded hours, whichever is greater
beginning the first day of the month following three (3) months of continuous service as an
employee.
40.0
DISABILITY INSURANCE
(Also refer to provisions of National Agreement: Section 2 [B] [3] [d])
Short-Term Disability
36
40.1
Employees shall receive disability insurance coverage for illness or injury not connected
with the job effective the first (1st) day of the month following completion of one (1) year of
continuous employment with benefit average hours (BAH) of twenty (20) or more per week.
The disability insurance benefits provide income protection amounting to fifty percent (50%)
of an employee’s regular straight-time earnings up to a maximum of $195.00 per week for
twenty-six (26) weeks, commencing on the eighth (8th) day of disability or upon expiration of
Employer-paid sick leave, if later.
40.2
Long-Term Disability (effective January 1, 2007)
(Also refer to provisions of National Agreement: Section 2 [B] [3] [d])
SEIU Local 49 - August 1, 2012 to June 30, 2016
41.0
GROUP LIFE INSURANCE
41.1
The Employer will provide each employee in a benefited status on his/her coverage effective
date with, at no cost to the employee, life insurance according to the following formula:
Take the hourly wage rate times the greater of scheduled weekly hours or benefit average
hours (not to exceed forty [40] times 4.33333). Round to nearest cent.
Multiply the above result times 0.003. Round to the nearest cent.
Divide the latest result by the appropriate rate charged the Employer by the Employer’s
insurance carrier. The rate charged the Employer may be obtained by contacting Employee
Benefits. Multiply by $1,000. Round to the nearest cent.
The minimum amount of Employer-paid coverage will be $10,000. The maximum amount of
Employer-paid Life Insurance coverage will be $50,000.
41.2
In addition, a total and permanent disability benefit of $10,000 (distributed in equal payments
over sixty [60] months) will be made available to an employee who qualifies for total and
permanent disability. Any benefits received under this provision will reduce the ultimate death
benefit paid under the plan.
41.3
Coverage shall become effective on the ninety-first (91st) day of continuous employment in a
benefited status and thereafter, eligibility shall be based on remaining in a benefited status.
If an employee leaves benefited status after coverage has become effective, and returns to
benefited status at a later date, the ninety (90) day waiting period will be waived and coverage
will become effective on the first (1st) day that the employee is considered in benefited status,
otherwise, the ninety (90) day waiting will be required again.
Voluntary Contributory Insurance
41.4
The Employer will make available a voluntary and contributory (employee paid through payroll
deduction) employee age-rated life insurance program with open enrollment during the thirty
(30) day period following the Employer provided coverage effective date, with age-rated life
insurance coverage effective the first of the month following enrollment. The maximum total
of Employer-paid and employee-paid coverage will be limited to $500,000. To be eligible
for voluntary and contributory coverage’s the employee must have employer provided life
insurance in effect.
41.5
The Employer will make available a voluntary and contributory (employee paid through payroll
deduction) dependent life insurance program. Employees will have open enrollment during
the thirty (30) day period following their Employer provided coverage effective date, with
dependent life insurance coverage effective the first (1st) of the month following enrollment.
42.0
BENEFIT PREMIUMS
42.1
Benefit level will be based upon coded hours or BAH whichever is greater. Benefit Average
Hours (BAH) is the average compensated hours worked per week in eleven (11) pay periods
and applied prospectively. The pay periods used in the averaging will start on or about
January 1 and July 1 each year.
Coded hours lost as a result of short-term reductions in hours at the request of the Employer
shall be included in total. All such hours lost will not be compensated.
Employees will be assessed each pay period for health and welfare as follows:
SEIU Local 49 - August 1, 2012 to June 30, 2016
37
20 – 25.99 BAH
Or coded hours
$25.82
26 – 31.9 BAH
or coded hours
32 and above BAH
or coded hours
$17.21
$00.00
Pre-Tax Deductions
42.2
The Employer will deduct the employee costs on a pre-tax basis.
Flexible Spending Accounts
42.3
The Employer agrees to provide a Health Care Reimbursement Account for employees.
The Employer agrees to provide a Dependent Care Reimbursement Account for employees.
43.0
FRINGE BENEFIT IMPROVEMENTS GUARANTEE
43.1
In the event improvements are granted to the Employer’s non-union hourly employees relative
to sick leave, vacation, holidays, Health Plan and Dental coverage, life insurance or shift
differential for employees currently receiving eighty-five ($0.85) or one dollar and twenty cents
($1.20) per hour, such improvements shall also be extended to employees covered under this
Agreement with the same effective date.
44.0
EMPLOYEE ASSISTANCE PROGRAM
(Also refer to provisions of National Agreement: Section 1[H])
44.1
For the life of this Agreement, bargaining unit employees will be provided access to Employee
Assistance counseling.
45.0
RETIREMENT BENEFITS
(Also refer to provisions of National Agreement: Section 2 [B] [2])
45.1
Eligible employees shall be covered under the terms of the Kaiser Foundation Hospitals
Oregon Pension Plan as amended (“KFHOPP”).
45.2
The pension benefit computation formula shall provide 1.45% of average monthly
compensation over the highest sixty (60) consecutive months of compensation during
employment for each year of credited service. The minimum monthly pension shall be $8.50
times the years of credited service. Sick Leave balances will be converted to time worked
for eligible employees. The retirement plan impacted by this Credited Service is the Kaiser
Permanente Northwest Pension Plan. The Sick Leave Benefit balance will not be used to
determine service for the purpose of determining basic Plan eligibility or vesting.
Employees eligible for Tax Sheltered Annuity as described in Article 38.0 will have at time of
retirement, a contribution made to the employee’s TSA account for each hour of unused sick
leave in the amount in effect at the time as described in Article 38.1.
45.3
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Employees hired on or before December 31, 1984 who at the time of their retirement are
eligible for Employer-paid Health Plan, prepaid prescription drugs, prepaid vision care and
dental plan coverage who retire on a normal basis shall continue to have Employer-paid Health
Plan, prepaid prescription drugs, prepaid vision care and dental plan coverage for themselves
and their eligible dependents for the life of the retiree or eligible surviving dependent.
SEIU Local 49 - August 1, 2012 to June 30, 2016
45.4
Employees hired on or after January 1, 1985 who retire as normal or postponed retirees
under the provision of KFHOPP with at least fifteen (15) years of service and who are eligible
for Employer-paid Health Plan and prepaid prescription drugs at the time of retirement shall
receive Employer-paid Health Plan and prepaid prescription drugs for themselves and their
eligible dependents for the life of the retiree.
45.5
In addition, employees who retire on or after January 1, 1985 as early retirees under the
provisions of the Kaiser Foundation Hospitals Oregon Pension Plan with at least fifteen (15)
years of service and who are eligible for Employer-paid Health Plan and prepaid prescription
drugs at the time of retirement shall receive Employer-paid Health Plan and prescription drugs
with coverage commencing upon retiree’s eligibility for Medicare and continuing for themselves
and their eligible dependents for the life of the retiree.
45.6
Retirees who are receiving Employer-paid Health Plan Medicare Coordinated Coverage for
themselves and their dependents and who were hired on or before December 31, 1984 will be
reimbursed the base rate premium paid to Social Security for their own and/or dependents Part
B Medicare coverage.
45.7
For employees hired on or before December 31, 1984, eligibility for Employer-paid Health Plan,
prepaid prescription drugs, prepaid vision care and dental plan coverage at normal retirement
(in accordance with this Article) shall not be conditional upon an employee having been a
participant in the “Kaiser Foundation Hospitals Oregon Pension Plan” at retirement.
45.8
Employees hired on or after January 1, 1985 will not receive Employer reimbursement for Part
B of Medicare premiums paid to Social Security.
45.9
Effective for employees initially eligible to retire on or after January 1, 1998, Kaiser will
introduce changes to the Retiree Medical Program which will include $5.00 office visit and
prescription drug co-pays. Kaiser will also introduce additional cost sharing in the form
of contribution requirements by future retirees and will freeze Medicare Part B premium
reimbursement at the January 1, 1997 level for those eligible for this plan feature.
45.10 Employees eligible to retire and receive retiree medical benefits prior to January 1, 1998 are
not affected by the above changes, even if they choose to retire at a date on or after January 1,
1998.
45.11 Initially, the cost sharing noted above will be 50/50 sharing of future Health Plan premium cost
increases until the retiree’s share of the total premium reaches 30%. For example, in the first
year following implementation, if the monthly premium increases $10.00, the retiree and Kaiser
Permanente will share this cost increase at $5.00 each. This would mean that if premium cost
on 1/1/97 was $200 and it increased to $210 on 1/1/98, Kaiser Permanente would contribute
$205 per month and the retiree cost would be $5.00 per month.
45.12 As time passes, the cost of retiree medical plan premiums will ultimately be born 70% by Kaiser
Permanente and 30% by the retiree.
45.13 Kaiser has also re-designed the retiree medical program to include new features. These
features include:
A. Surviving spouse benefits (including some restrictions on the definition of eligible
dependents.
B. Out of service area premium reimbursement for employees who chose to retire in an area
which does not offer Kaiser Permanente coverage.
SEIU Local 49 - August 1, 2012 to June 30, 2016
39
45.14 Employees (Subscribers) and eligible dependents who are eligible for both Part A and B
of Medicare, will be eligible for the Medicare Coordinated Coverage plan including prepaid
drug and prepaid vision care plan, but they must maintain enrollment in Part B of Medicare
and assign both Part A and B of Medicare benefits to the Health Plan. If the employee or
dependent is eligible for Part A but not for Part B, or for Part B but not for Part A, the employee
or dependents must maintain the Medicare coverage for which the employee or dependent is
eligible and assign benefits there under. Failure to maintain and assign all Medicare benefits
for which the employee or dependents are eligible will relieve the Kaiser Permanente Medical
Care Program from its obligation to provide Employer-paid health benefits.
45.15 If a retiree or any eligible dependent as described is not eligible for either Part A or B or
Parts A and B of Medicare, the Kaiser Permanente Medical Care Program will provide the
regular Health Plan under aged 65 benefits. If the current Medicare program is discontinued,
substantially modified or replaced by a national health care program, these benefits shall
terminate; provided, however, that the employee will be offered as an alternative a plan
substantially equivalent to that provided to the majority of the Employer’s employees.
45.16 For purposes of this Article, normal retirement is defined as retirement at age 65, early
retirement is defined as retirement prior to age 65 and postponed retirement is defined as
retirement after age 65.
46.0
LEAVE OF ABSENCE
(Also see provisions of National Agreement: Section 1 [C] [3] [e])
Personal Leave
46.1
Personal leaves of absence without pay shall be granted upon written request when urgent
personal and economic considerations justify such action and where Employer circumstances
permit. An employee must have at least six (6) months of continuous service as a benefited
employee to be considered eligible for a leave of absence for personal reasons. Except under
unusual circumstances involving extreme personal hardship, personal leaves of absence
shall not be authorized for a period exceeding ninety (90) days. Employees returning from
a personal LOA of ninety (90) days or less shall be reinstated to the employee’s former
position. Employees returning to work from a leave in excess of ninety (90) days shall be given
preferential consideration for any available position of comparable pay and status (benefited,
coded replacement, on-call) for which the employee may be qualified.
Disability Leave
(Also refer to provisions of National Agreement: Section 2 [B] [3] [d])
46.2
An employee must have at least twelve (12) months’ continuous service as a benefited
employee to be considered eligible for disability insurance leave of absence. In accordance
with the provisions of Section 40, disability insurance leaves of absence as certified by the
attending physician will be granted after accumulated Employer-paid sick leave has expired.
The period of such leaves will be based on the attending physician’s certification of disability.
Medical Leave
46.3
An employee must have at least six (6) months’ continuous service as a benefited employee to
be considered eligible for medical leave of absence.
A. Medical leaves of absence as certified by the attending physician will be granted upon
written request after accumulated Employer-paid sick leave has been exhausted.
40
B. The period of such leaves will be based on the attending physician’s certification of
disability. Initial leaves will not be granted for more than ninety (90) days, but may be
extended for an additional period not to exceed ninety (90) days, if requested in writing and
certified by the attending physician.
SEIU Local 49 - August 1, 2012 to June 30, 2016
C. Except under unusual circumstances medical leaves of absence shall not be authorized for
a period exceeding six (6) months following expiration of Employer-paid sick leave.
Return from Leave of Absence
46.4
Two (2) weeks written notification of return from leave of absence must be given to the
Employer. If an employee fails to return to work within seven (7) days of the expiration date of
an approved leave of absence or the date arranged with the employee’s supervisor, it will be
assumed that the employee has voluntarily terminated his/her employment.
46.5
If an employee returns from an unpaid leave of absence of less than ninety (90) days in
accordance with the foregoing, he/she will be returned to his/her previous position, station and
shift.
The provisions of this paragraph shall not apply if the employee declines to accept the
scheduled hours of work that were in effect for him/her prior to the granting of the leave.
General
46.6
Depending on the circumstances involved, including the nature of the job, the duration of an
unpaid leave of absence, and various other factors relating to the work to be performed, the
Employer shall make all reasonable efforts to reinstate an employee upon return from unpaid
leave. If reinstatement to the original job is not feasible due to the circumstances, employees
shall be given preferential consideration for any available job of comparable pay and status
for which they may be qualified; or, if this is not possible, for any available work within their
capabilities.
46.7
Any employee who meets minimum qualifications may apply to fill a posted temporary vacancy.
46.8
Approvals for leaves of absence shall be in writing on forms provided by the Employer and the
employees shall receive a copy of such leave authorization as soon as possible but in no case
later than two (2) weeks from the date the employee made the request.
46.9
Employees must make arrangements in advance to pay the required premium necessary to
keep Health Plan, Dental Plan or Group Life Insurance coverage in effect during any leave
of absence (unless otherwise provided). Disability insurance coverage is not available to
employees on leave of absence unless the reason for such leave is due to non-industrial
illness or injury.
Military Leave
46.10 Military leave of absence shall be in accordance with applicable law.
Leave for Union Position/Business
46.11 An employee, but not more than six (6) at any one time, nor more than one (1) from any one
(1) department, who accepts an official position/business with the Union shall be granted a
leave of absence without pay, not to exceed six (6) calendar months in duration. The Union
will make a reasonable effort to provide the Employer with a minimum of thirty (30) days notice
of such request, but under no circumstances will the request be less than two (2) working days
in advance of the requested release date.
Such employees shall be reinstated by the Employer provided that such employee notifies the
Employer of their intent to return to work thirty (30) calendar days in advance and provided
that said employee is still qualified to perform the applicable job duties. During this Leave of
Absence, any employee acting as a temporary business agent will refrain from representing
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41
union members in handling grievances in their former worksite, work area, or department
except if necessary to meet DFR requirements.
The Employer may hire a temporary employee specifically for replacement of the employee on
this leave of absence.
The parties will conduct an annual review of requests for Union leave at the conclusion of each
year of the Agreement (June of each year), and conduct good faith discussions in an effort to
resolve any problems that have occurred in implementation of this article. Further, the parties
agree to meet at the request of the other to resolve any dispute or problems that occur during
the year.
Leave From Bargaining Unit
46.12 An employee may be allowed to take a “leave of absence from the bargaining unit” under the
following terms and conditions:
A. The period of the leave will not exceed ninety (90) days, but may be extended for an
additional ninety (90) days by mutual agreement of the parties.
B. The purpose of the leave may only be to accept a temporary reassignment to perform nonbargaining unit work.
C. The employee shall continue to pay monthly Union dues and by so doing shall not suffer a
reduction of the time spent on leave from their total seniority within the bargaining unit.
D. On their return to the bargaining unit at the expiration of the leave, the employee shall be
returned to their previous position with full restoration of all rights and privileges of Union
membership.
E. Requests for leaves of absence from the bargaining unit must be reduced to writing by the
employee and approved by the Union.
46.13 Employees returning to formerly held classifications within six (6) months of transferring to
another classification (including those outside the bargaining unit) shall have all previously
accrued seniority within the original classification restored to them.
47.0
INTER-UNION JURISDICTIONAL DISPUTES
47.1
The Union agrees that in the event any Union jurisdictional dispute develops with respect
to any work or classification of employment covered hereby, such dispute shall be settled
between the Unions in accordance without permitting the same to interfere in any way with
the progress and prosecution of the work hereunder. Pending the settlement of any such
dispute, the work shall continue on the same basis as it was being performed at the time the
jurisdictional dispute arose.
48.0
CONTRACT DISPUTES/GRIEVANCE AND ARBITRATION PROCEDURE*
(For disputes arising under the National Agreement, refer to provisions of National Agreement:
Section 2 [C])
48.1
42
Work Stoppages. The Employer and the Union realize that the Employer’s facilities are different
in their operations from other industries, because of services rendered to the community and
for humanitarian reasons, and agree that there shall be no lockouts on the part of the Employer
nor suspension of work on the part of the employees, it being one of the purposes of this
SEIU Local 49 - August 1, 2012 to June 30, 2016
Agreement to guarantee that there will be no strikes, lockouts or work stoppages.
All disputes and other matters of controversy coming within the scope of this Agreement
will be settled by the procedure hereinafter provided.
48.2
Grievance and Arbitration Procedure*
Section 1 – General Principles
Basic Means of Settling Grievances: The following procedure shall be applied and relied
upon by both parties as the basic means of seeking adjustment of and settling grievances.
Grievance, as referred to in this Article, includes every dispute concerning interpretation and
application of this contract and/or any dispute concerning wages, hours, or working conditions.
All such disputes shall be subject to the grievance procedure.
Time Limits: Except for grievances alleging error in wages, benefits errors, or discharge,
each grievance arising under this Agreement shall be presented to the appropriate party within
thirty (30) calendar days after the grievant had knowledge of the event or should have had
knowledge of the event. All discharge grievances shall be referred immediately to Step Two of
this procedure within ten (10) calendar days from the date of the discharge. Any grievance not
timely filed is deemed waived by the aggrieved party.
Both parties agree that the grievance and arbitration procedure should proceed as
expeditiously as possible; however, by mutual agreement between the Union and the
Employer, the time limits of any step of the grievance procedure may be extended and this
extension must be confirmed in writing within the specified time limits. Both parties agree,
however, to make their best effort to abide by the time limits outlined in this Agreement. In
the event the Union fails to appeal a grievance in a timely manner, the Union may request an
extension and the Employer shall grant such extension. If the Employer fails to respond to the
grievance within the time limits specified, the grievance may be appealed to the next step of
the grievance procedure by the Union.
Mandatory Meetings: There shall be mandatory meeting at each step of the grievance
procedure unless waived by mutual agreement of the parties. Employees participating in such
meetings shall not suffer any reduction in pay due to their participation.
Written Grievance Documents: All grievances, grievance appeals, grievance responses,
requests for extensions of time limits and agreements to extend time limits will be given in
writing.
Non Precedent-Setting Settlements: Grievance settlements or resolutions reached at Step
One or Two of the grievance procedure shall not be precedent-setting for any purpose and
shall not be used to interpret the language or associated practices of the agreement.
Good Faith Efforts to Resolve Issues: The goal of the parties is to achieve early and prompt
resolution of issues and disputes through informal and formal interest-based discussions
between the steward, employee(s) and the direct supervisor or department head in Step One
and Step Two. The use of the procedures contained in this Article should not preclude, or be
used by any party to avoid, active good faith efforts to achieve dispute or issue resolution.
Union Staff Representatives: Union staff representatives may participate at any level of the
grievance procedure.
Necessary and/or Relevant Information: The parties agree and understand that the free
exchange of necessary and/or relevant information is essential to their mutual understanding
and satisfactory resolution of issues and disputes. Accordingly, the parties agree to respond
adequately, in a timely, good faith manner to requests for information, and to promptly address
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43
and resolve any disputes relating to the provision of requested information.
Section 2 – Steps of the Grievance and Arbitration Procedure
Step One: Step one of the grievance procedure is an informal process. The parties recognize
that most issues or disputes can and should be resolved informally at the closest possible level
to the unit/department in which they occur.
The Grievance procedure shall be initiated at Step One, except grievances specified in this
Article as going directly to Step Two. A Union Steward representing an employee shall initiate
the grievance procedure at Step One by presenting the issues to the employee’s immediate
supervisor. Within ten (10) calendar days after submission of the issues, a meeting shall be
held. The parties are encouraged to continue to work collaboratively on the issue until either
party feels the further work at this step will not resolve the issue. Once resolution is reached,
or the decision is made that joint resolution is not possible, the supervisor shall respond to the
grievant(s) and the Union Steward within ten (10) calendar days. Participants in Step One
discussions should include the employee(s), the involved supervisor, and the Union Steward.
Step Two: All issues that are not resolved at Step One may be appealed to Step Two within
ten (10) calendar days. An appeal to Step Two shall be submitted in writing as a formal
grievance after either party feels the issue(s) cannot be resolved at Step One in a timely
manner. The parties shall attempt to resolve the grievance within ten (10) calendar days
after the appeal is received. If the parties are unable to resolve the grievance within these
time limits, a grievance response shall be given within ten (10) calendar days thereafter.
Grievances regarding discharge must be initiated at Step Two within ten (10) calendar days
after the action. In addition, grievances involving workload and suspension shall be introduced
directly to Step Two of the Grievance and Arbitration Procedure. Participants in Step Two
should include the employee(s), the Union Steward, the supervisor, and the Human Resources
representative.
Step Three: All grievances that are not resolved at Step Two may be appealed to Step Three
within ten (10) calendar days. The appeal to Step Three shall be submitted in writing to the
parties’ designees. Within ten (10) calendar days of the receipt of such appeal a meeting
shall be held including the parties’ designees, Union Steward and grievant(s). Within ten (10)
calendar days after such meeting, the Employer’s designee shall respond to the Union staff
representative and other meeting participants in writing.
Step Four – Arbitration: In the event the grievance remains unresolved, the grieving party
may appeal the grievance to arbitration. Written notice of such appeal must be received by the
Director of Labor Relations or Designee within ten (10) calendar days after receipt of the Step
Three response. No grievance shall be appealed to arbitration without first being processed
through the appropriate steps of the Grievance and Arbitration Procedure except by mutual
agreement.
Selection of Arbitrator: An impartial arbitrator shall be selected by mutual agreement of
the parties. In the event mutual agreement is not reached, the party appealing the grievance
to arbitration shall request a panel of arbitrators from the Federal Mediation and Conciliation
Service. Upon receipt of said panel, the parties will select an arbitrator by alternately striking
names.
Authority of Arbitrator: The arbitrator shall be prohibited from adding to, modifying or
subtracting from, the terms of this Agreement or any supplemental written agreement of the
parties. Further, it shall not be within the jurisdiction of the arbitrator to change any existing
wages rate or establish a new wage rate. However, grievances involving reclassification and
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SEIU Local 49 - August 1, 2012 to June 30, 2016
upgrade are within the scope of the grievance procedure and are within the jurisdiction and
powers of the arbitrator; the decision of the arbitrator, however, is limited to changes in the
classification of a position within the existing wage schedule. The award of the arbitrator shall
be final and binding on both parties.
Cost of Arbitration: Each party shall pay one-half (1/2) the cost of the arbitration proceedings
which include but are not limited to the cost of the arbitrator, court reporter and transcript for the
arbitrator, if mutually agreed to as necessary, conference room costs and other related costs,
and each party shall be responsible for the cost of its own representatives and witnesses.
Section 3 – Grievances Associated With the Master Agreement
The parties agree that they will use their best efforts to identify any grievance that may involve
interpretation or application of the Master Agreement, or practices relating to the provisions
of the Master Agreement, before such a grievance is appealed to Step Three, and this shall
be noted in either the Step Two response or the appeal to Step Three. If such a grievance
is resolved at Step Three, it shall be resolved at the local bargaining unit level on either a
non precedent –setting basis or as a precedent applicable to that bargaining unit only, unless
otherwise agreed to by all parties to the Master Agreement. The parties will identify three (3)
permanent arbitrators who shall be the only arbitrators who may be selected to hear grievances
involving the Master Agreement. At the time an arbitrator is selected to hear a specific case,
the parties will inform the arbitrator whether they wish the arbitrator to issue a precedent-setting
decision, a non-precedent-setting decision, or to decide whether a decision will be precendentsetting as one of the issues in the case.
NOTE: Mediation Provisions contained in current Agreements shall be omitted.
49.0
DISCIPLINE AND DISCHARGE*
(For Local 49/NW Region use provisions of National Agreement: Section 1 [L] [1])
49.1
No employee shall be disciplined or discharged without just cause. Any employee who is
discharged shall be informed in writing at the time of the discharge of the reason(s) for the
discharge.
Supervisors shall ask employees if they wish the presence of a Union Steward and/or Union
Representative in any meeting or investigation that may result in discipline. The selection of a
Union Representative shall not unduly delay the proceeding.
It is the Employer’s intent normally to make use of progressive discipline in accordance with
established practices and policy.
In the event the Employer disciplines or discharges an employee, the Employer will, at the
request of the employee and/or Union, furnish copies of necessary and/or relevant documents
or written statements used by the Employer as a basis for the disciplinary action.
Employees shall have the right to respond in writing to any written disciplinary notices and
documentation of employee counseling sessions, and shall have that response attached to the
relevant material.
Written disciplinary notices and documentation of the employee counseling sessions shall be
invalid after a period of one (1) year from the date of issuance except when there are other
materials of the same or related nature. It is understood that while the employer may retain
expired documents to satisfy legal and regulatory requirements, such documents will not be
used to justify further disciplinary action.
50.0 HEALTH AND SAFETY
(Also refer to provisions of National Agreement: Section 1 [I & J])
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45
50.1
The Employer agrees to make reasonable and proper provisions for the maintenance of
appropriate standards of health and safety in the work place, to promptly review unsafe
conditions brought to its attention, and to correct them as necessary. The employees
acknowledge their responsibility to observe safety policies and procedures established by the
Employer or mandated by state or federal laws or regulations related to employee’s job or
work area. The Employer acknowledges its’ responsibility to appropriately train all employees
regarding the Employer’s safety policies, procedures, and state/federal laws and regulations.
The Employer and the Union agree that employees have the right to give input into the safety
program of the Employer. In the event an employee believes that an unsafe condition exists,
he/she shall first bring the situation to the attention of his/her supervisor. If, after bringing
the situation to the supervisor’s attention, the employee believes the problem still exists, the
employee may then report the condition, in writing, to the Safety Committee and the Employer
will take whatever appropriate action it determines necessary to resolve the situation.
50.2
Placement of Bargaining Unit Injured Worker
(Also refer to provisions of National Agreement: Section 1 [J] [1 & 2])
A member of the bargaining unit who has a compensable injury or for whom the Employer has
a job placement obligation or such obligation under the Americans with Disabilities Act (ADA)
and can no longer perform the duties of his/her regular employment will be offered suitable
employment for which the employee is qualified after reasonable Employer paid training and/or
orientation, having the same rights as a Bargaining Unit member in a permanent Reduction in
Force to open position based on seniority.
An employee who is returned to work in a temporary assignment, as designated by the
Integrated Disability Management Program, will continue membership in their original
bargaining unit, will accrue seniority as defined in the Collective Bargaining Agreement, and
will pay dues and fees to their current union.
When it is determined an employee with an accepted Workers Compensation claim may not
return to their job due to permanent disability/work imitations but is able to perform work with
the employer in a different position and/or job title, the employee will be awarded an available
and suitable job for which they are qualified.
When it is determined an employee who has a non-occupational injury or illness may
not return to their job due to permanent disability, the employee will be awarded an open
and appropriate job for which they are qualified as
part of the normal job bidding process
for the open position, recognizing the contractual seniority provisions. In both circumstances
the employees will be given preference for placement over outside applicants.
At such time as the employee is permanently placed into a new position, they will become
a member of the new bargaining unit and will assume all rights and responsibilities of that
bargaining unit position, without loss of seniority as defined by their previous bargaining unit
position.
Safety Committees
50.3
Medical and Support Services
At each medical office, hospital, and at the Supply Center and Process Center, safety
committees, with an equal number of Employer and employee representatives will regularly
make recommendations on how to eliminate hazards and unsafe work practices and to
improve accident and illness prevention programs. The Employee representatives will include
employees represented by Local 49 as well as employees represented by other unions and
unrepresented employees.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
50.4
Dental Program
A. For the Dental Program, one (1) safety committee will be established.
B. The Dental Program’s Environmental Health and Safety committee is comprised of four (4)
managers and four (4) staff members. The staff members will include at least two (2) Local
49 members. The chair is elected by the committee.
C. In addition, each dental office will have a safety representative who volunteers for a
minimum of one (1) year who will be responsible for identifying safety hazards and for
conducting environmental rounds in their offices. The safety representative is selected by
the employee group and may be a Local 49 member. The safety representative will report
concerns to management and the Labor Management Committee.
50.5
General
A. The Labor Management Committee shall receive periodic reports from the safety
committees.
B. Local 49 members on the safety committees are by mutual consent of the Union and the
Employer. Neither party will capriciously withhold consent.
C. If, in the Union’s view, the committee members are not placed in a timely fashion, the
Employer will meet with the Union to attempt to resolve the situation.
D. The Employer will continue to promote the use of safe medical/dental devices and comply
with federal and state requirements relating to safety, infection control and hazardous
substances.
E. Local 49 representatives will be chosen by mutual consent of the Union and the Employer
to product evaluation committees. The Employer will notify the Union about these product
evaluation committees at the Labor Management Steering Committee.
F. The Employer will provide a list of all safety committee members at every worksite
identifying the worksite and the affiliation of each individual to the LMC Steering Committee
on or before March 15th of each year.
51.0
STAFFING
(Also refer to provisions of National Agreement: Section 1 [F])
51.1
In the event technological or mechanical changes occur which result in reduced hours or
positions, the Employer will discuss these changes in advance with the Union and make
reasonable efforts to place affected employees into available jobs of comparable pay
and hours for which they may be qualified, or into other available work within employees’
capabilities for which they may be qualified with minimal retraining.
51.2
It is in the mutual interest of both parties that the delivery of health care be organized and
structured in the most efficient manner possible. It is the intent of the Employer to have
members of the bargaining unit continue performing those duties they have routinely done
in the past; however, the Employer must retain the right to establish all work assignments
affecting members of the bargaining unit. The Employer will provide the Union with schedule
changes prior to implementation. The Union has the right to question the reasonableness
of such assignments, and should the Union feel there is a problem with respect to work
assignments, the Employer will meet with their representatives and attempt through mutual
discussion to resolve the issue as expeditiously as possible.
51.3
Clinic employees on the payroll prior to April 5, 1976 who are assigned a reduced work
SEIU Local 49 - August 1, 2012 to June 30, 2016
47
schedule for reasons directly related to the change in clinic hours shall be treated in the same
manner as Non-Union hourly employees with respect to vacation and sick leave accumulation
and eligibility for Employer-paid Health Plan, Dental Plan, Group Life and Disability Insurance
coverage.
51.4
Classification and Union Flexibility (Dental Only)
Employees that have unscheduled time shall assist in areas that need extra support. This may
include other classifications for which they are qualified to perform some or all of the duties.
This may include other union bargaining units within dental and other Kaiser dental offices
(movement is subject to twenty-five dollar ($25.00) bonus per Article 14.8 - clinician driven
reduction in force).
52.0
INSERVICE EDUCATION
52.1
When an in-service education program is provided by the Employer for employees in a
particular classification or classifications covered under the Agreement, the Employer will
use its best efforts to insure that the training sessions are available to all employees in such
classification or classifications. Such best efforts shall include the presentation of programs
on alternate shifts when appropriate and alternating the time and shift of presentation as
operations permit.
52.2
Other interested employees may attend such programs when space is available to permit their
attendance if supervisors are able to arrange their absence from their assignments without
unduly affecting the workflow.
52.3
Information pertaining to the Employer’s regional education program and tuition reimbursement
program will be made available to employees upon request.
52.4
When the employer determines that an in-service program is mandatory, such in-service will
occur on paid time.
53.0
EDUCATION
(Also refer to provisions of National Agreement: Section 1 [D and E])
53.1
The parties agree that education is a very important part of our professional lives, particularly
in the health care field. In recognition of this, the Employer provides continuing education
opportunities for bargaining unit employees within the budgetary process. Interested
employees may contact Human Resources for specific information of programs and how to
apply for educational funds.
The Employer will provide intranet access, by ensuring that a PC and printer is identified for all
members at each facility for each shift. In facilities where PC and printers are not yet available,
and until such time as they are, the building administration will maintain an easily accessible
supply of guidelines, applications and promotional information.
Tuition Reimbursement
53.2
Eligible employees covered under this Agreement shall be entitled to participate in the
Employer’s tuition reimbursement program in accordance with the policy effective May 1, 1988.
Education Fund
53.3
48
The Employer and SEIU Local 49 agree to continue the Education Committee established in
the parties 2000-2006 Collective Bargaining Agreement. Any modifications to the structure of
this committee will be jointly determined by the Labor-Management Steering Committee.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Bargaining unit representatives to the Education Committee will be entitled to
twelve (12) hours of paid time per month paid from the education fund to engage in duties
associated with administering these funds. The use of these hours will be determined by
the Education Committee. These hours are in addition to the regularly scheduled monthly
meetings of the Education Committee.
In each calendar year of the Labor Agreement, the Employer will contribute $36,500 to be
administered by the Education Committee for a broad range of educational purposes, both
work-related and work-life balance education courses. Funds not spent in any calendar year
will be rolled over into the next calendar year.
54.0
CHILD CARE
54.1
The Employer will work cooperatively with the Union to study options for childcare. The
Employer and the Union may negotiate jointly with childcare providers for the purpose of
obtaining child care services for employees. The Employer will not be liable for childcare
costs.
54.2
The Employee agrees to make a federally approved pre-tax child care deduction plan available
to bargaining unit employees. Details of this plan will be set forth in a separate letter of
agreement.
55.0
CONSCIENTIOUS OBJECTION
55.1
The Employer and the Union recognize the rights of individuals to refuse to participate directly
in therapeutic abortion procedures. Employees who wish to exercise those rights shall submit
their written request to the Employer. The Employer shall honor such requests by making
reasonable accommodation, except in an emergency situation, where the immediate nature of
the patient’s needs and rights shall take precedence over exercise of the employee’s rights.
56.0
EMPLOYMENT SECURITY PROVISIONS
56.1
The Employer and the Union recognize that extensive restructuring is currently occurring in the
health care industry.
In order to allow the Employer to respond to the demands of the market there may be
occasions when employees are displaced from their current positions. When such actions
appear imminent, the Employer commits to meeting with representatives of the bargaining unit
thirty (30) days in advance of any anticipated long-term reduction to mutually explore ways to
minimize the impact on employees, coordinate placement and other provisions of this Article.
However, the provisions of this Article will not supersede any current written agreement,
letters of understanding, or provisions of short-term or long-term RIF articles in the Current
Agreement.
Retraining
A. Coverage - Regular employees whose positions are eliminated, whose coded hours are
reduced by fifty percent (50%) or greater, or whose coded hours are reduced below benefit
eligibility, and are unable to be placed in an open position for which the employee meets
minimum qualifications within the thirty (30) day notice period.
B. Provisions - Requests may be made by employees for retraining into open Bargaining Unit
positions. Employees will be placed into open positions as trainees providing there is a
reasonable expectation that the employee can meet the position minimum qualification
within the 90-day training period and in keeping with all other provisions of this Article. The
trainee must demonstrate proficiency in performing the new job duties within sixty (60) days
after completion of the training period. If the employee fails to do so, he/she will be offered
and must choose one of the three (3) following options:
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49
1. Exercise seniority rights under Article 14.5C (bumping) in the former job classification.
2. Accept an on-call position in the former job classification at the previous worksite or
other acceptable open on-call position.
3. Elect layoff and severance pay in accordance with this Article.
Severance Allowance
A. Coverage - Regular employees coded twenty (20) hours per week or more (including coded
replacement), whose positions are eliminated, and for whom no open position can be found
as outlined in Article 14 during the thirty (30) day notice period who are terminated. An
employee must have a minimum of six (6) months service to qualify for any benefit under
this Article.
B. Provisions - The severance allowance will be determined by full years of service. Eligible
employees will receive one (1) week severance allowance for each full year of service, but
a minimum of one (1) week, maximum of fifteen (15). Employees will be given a choice
of either receiving the allowance as a lump sum payment or in biweekly payroll payments.
Employees receiving severance allowance in a lump sum payment are not eligible for rehire
for a period of six (6) months from their termination date. Employees receiving a severance
allowance in biweekly payments are eligible for rehire at any point; however, if rehire occurs
prior to exhaustion of their severance allowance, severance payments will stop on the date
of rehire.
C. Medical and Dental Benefits - Employees receiving severance allowance shall receive
continuation of Employer-paid medical and dental benefits for the same number of weeks
as severance benefits with a minimum of one (1) month beyond month of termination and
a maximum of four (4) months. After the expiration of Employer-paid coverage, employees
will have the opportunity to purchase continued group health plan and dental plan coverage
for an additional eighteen (18) months.
D. Outplacement Support - Regularly scheduled employees with twenty (20) or more coded
hours per week who are terminated because their positions have been eliminated are
eligible to receive outplacement support as outlined in the Employer’s Employment Stability
Policy.
E. Employees rehired into a SEIU Bargaining Unit covered position will have the interval
between termination and employment dates as unpaid leave of absence for the purpose
of establishing seniority dates after rehire, provided no more than two years have elapsed
from date of termination to rehire date, and the employee was terminated due to lack of
available work (layoff).
57.0
PERFORMANCE EVALUATIONS*
Performance evaluations shall be based on objective and observable behaviors or activities
as outlined in job descriptions. Performance evaluations are to be used as a teaching tool,
provide an opportunity for feedback, recognition, and identification of mutual interest.
Performance evaluations are not intended to be used as a means of discipline; therefore, the
contents of such evaluations will not serve as a basis to deny transfer rights or promotions.
Employees shall be provided performance evaluations annually and given a written copy of
the performance evaluations document. Employees shall sign and date such material only as
proof of receipt.
Employees shall be given an opportunity to read and attach written comments to performance
evaluations prior to placement in the employee’s personnel file.
Performance evaluations shall not be grievable.
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SEIU Local 49 - August 1, 2012 to June 30, 2016
58.0
CONFIDENTIALITY OF RECORDS AND PROTECTED HEALTH INFORMATION
In accordance with the Employer’s compliance policies, indiscriminate or unauthorized
review, use or disclosure of protected health information regarding any patient or employee is
expressly prohibited. Reviewing, discussing, photocopying or disclosing patient information,
medical or otherwise, is expressly prohibited, except where required in the regular course of
business and where proper authorization has been obtained.
SEIU Local 49 - August 1, 2012 to June 30, 2016
51
52
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
53
INDEX
See Table of Contents for Page Location of Articles
Article
Additional Hours (See Hours of Employment and Overtime) ..............................................
Departmental Posting ...............................................................................................
Pre-Scheduled...........................................................................................................
Replacement (KSMC Only) ......................................................................................
Distribution of Overtime ............................................................................................
Annual Raise (See Tenure Step Adjustments).....................................................................
Arbitration.............................................................................................................................
BAH Eligibility for Part-Time Employees ..............................................................................
Bargaining Unit Work ..........................................................................................................
Benefit Premiums.................................................................................................................
Pre-Tax Deductions...................................................................................................
Flexible Spending Accounts .....................................................................................
Benefits (See Health Plan) ..................................................................................................
Dental Plan................................................................................................................
Disability Insurance ...................................................................................................
Group Life Insurance ................................................................................................
Retirement Benefits ..................................................................................................
Bereavement Leave ............................................................................................................
Bulletin Boards ....................................................................................................................
Bumping (See Reduction in Force) .....................................................................................
Long-Term Reductions ........................................................................................................
Short-Term Reductions ........................................................................................................
Check-off for Union Dues (See Union Membership) ...........................................................
Child Care ............................................................................................................................
Coded Replacement (See Types of Employees) .................................................................
Committees
Joint Labor-Management Steering Committee .........................................................
Safety.........................................................................................................................
Medical and Support Services...................................................................................
Dental........................................................................................................................
General......................................................................................................................
Confidentiality of Records and Protected Health Information...............................................
Conscientious Objection.......................................................................................................
Contract Disputes/Grievance and Arbitration Procedure......................................................
Grievance and Arbitration Procedure ........................................................................
Contract Printing ..................................................................................................................
54
SEIU Local 49 - August 1, 2012 to June 30, 2016
16.0
12.1
17.2A
17.3F
17.2
22.0
48.2
10.14
2.6
42.0
42.2
42.3
39.0
39.4
40.0
41.0
45.0
35.0
4.0
14.0
14.4
14.7
3.2
54.0
10.6-8
9.2
50.3
50.3
50.4
50.5
58.0
55.0
48.0
48.2
5.0
Article
Dental Program ...................................................................................................................
Job Posting................................................................................................................
Scheduling.................................................................................................................
Safety Committee .....................................................................................................
Differentials ..........................................................................................................................
Shift Differentials .......................................................................................................
Service Differentials...................................................................................................
Training Differentials..................................................................................................
Bi-Lingual ..................................................................................................................
Gardner/Irrigation Specialist .....................................................................................
Lead Worker .............................................................................................................
LTA-Surgical Pathology/Autopsy Assistant ...............................................................
Orthodontic Assistant Trainee ...................................................................................
Emergicenter MIS Replacements .............................................................................
Pre-Analytical Trainer ...............................................................................................
Homebound Phlebotomist ........................................................................................
Medical Records Warehouse Work by Health Records Clerks.................................
Disability Insurance .............................................................................................................
Short-Term Disability .................................................................................................
Long-Term Disability..................................................................................................
Discipline and Discharge......................................................................................................
Discrimination (See Non-Discrimination)..............................................................................
Disputes (See Contract Disputes/Grievance Procedure) ....................................................
Distribution of Overtime........................................................................................................
Education .............................................................................................................................
Tuition Reimbursement .............................................................................................
Education Fund ........................................................................................................
Emergency Appointments .........................................................................................
Employee Assistance Program (EAP)..................................................................................
Employment Security Provisions..........................................................................................
Retraining..................................................................................................................
Severance Allowance................................................................................................
Employer Indemnification.....................................................................................................
Floating ................................................................................................................................
Fringe Benefit Improvements Guarantee ............................................................................
Grievance Procedure ...........................................................................................................
Group Life Insurance............................................................................................................
Voluntary Contributory Insurance .............................................................................
SEIU Local 49 - August 1, 2012 to June 30, 2016
12.4
17.1
50.4
28.0
28.1
28.2
28.3
28.4
28.5
28.6
28.7
28.8
28.9
28.10
28.11
28.12
40.0
40.1
40.2
49.0
6.0
48.0
17.6
53.0
53.2
53.3
34.8
44.0
56.0
56.1A-B
56.1A-E
3.6
15.0
43.0
48.0
41.0
41.4
41.4
55
Health and Safety....................................................................................................................
Placement of Bargaining Unit Injured Worker..............................................................
Safety Committees ......................................................................................................
Medical and Support Services.....................................................................................
Dental Program ...........................................................................................................
General........................................................................................................................
Health Plan.............................................................................................................................
Dental Program ...........................................................................................................
Hiring Practices ......................................................................................................................
Union Notified of Openings..........................................................................................
Job Bidding .................................................................................................................
Holidays .................................................................................................................................
Non 7/70 Schedule Employees ...................................................................................
7/70 Schedule Employees...........................................................................................
Flexible Personal Days................................................................................................
General........................................................................................................................
Hours of Employment and Overtime ......................................................................................
5/40 Schedule Employees...........................................................................................
Extended Hours...........................................................................................................
4/40 Schedule Employees...........................................................................................
7/70 Schedule Employees...........................................................................................
General........................................................................................................................
Inservice Education ...............................................................................................................
Inter-Union Jurisdictional Disputes.........................................................................................
Job Bidding ............................................................................................................................
Dental...........................................................................................................................
General........................................................................................................................
SEIU Cross-Regional Cross Bidding ...........................................................................
Job Bidding Leadpersons.......................................................................................................
Job Descriptions.....................................................................................................................
Job Posting (See Job Bidding) ...............................................................................................
Jury Duty ................................................................................................................................
Labor Management Partnership Cooperation ........................................................................
Courteous and Responsible Relationships..................................................................
Joint Labor Management Steering Committees...........................................................
Worksite Committees ..................................................................................................
Examples of Issues of Mutual Concern .......................................................................
Committee Membership – Term Limits.........................................................................
56
SEIU Local 49 - August 1, 2012 to June 30, 2016
Article
50.0
50.2
50.3
50.3
50.4
50.5
39.0
39.4
3.7
3.7
12.0
32.0
32.1
32.3
32.4
32.5
16.0
16.1
16.5
16.6
16.10
16.14
52.0
47.0
12.0
12.4
12.5
12.7
13.0
25.0
12.0
36.0
9.0
9.1
9.2
9.7
9.9
9.11
Article
Layoff (See Reduction in Force)............................................................................................... 14.0
Leadpersons (See Job Bidding Leadpersons) ........................................................................ 13.0
Leave of Absence .................................................................................................................... 46.0
Personal Leave.............................................................................................................. 46.1
Disability Leave ............................................................................................................ 46.2
Medical Leave .............................................................................................................. 46.3
Return from Leave of Absence...................................................................................... 46.4
General.......................................................................................................................... 46.6
Military Leave ............................................................................................................... 46.10
Leave for Union Position/Business ............................................................................... 46.11
Leave From Bargaining Unit ......................................................................................... 46.12
Life Insurance (See Group Life Insurance).............................................................................. 41.0
Management Rights ................................................................................................................ 2.9
Meal Periods (See Rest and Meal Periods) ............................................................................ 31.0
Mileage..................................................................................................................................... 26.0
Travel Time and Mileage .............................................................................................. 26.1
Replacement Pool & Other Employees Work Extra Hours ........................................... 26.2
General Mileage Reimbursement Provisions ............................................................... 26.3
No Duplication of Overtime (See Hours and Employment and Overtime) .............................. 16.1A
No Strike No Lockout (See Work Stoppages) ......................................................................... 48.1
Non-Discrimination .................................................................................................................. 6.0
On-Call (See Temporary and On-Call Employees) ................................................................. 10.10
Outside Contractor (See Volunteers and Special Programs) .................................................. 2.8
Overtime Provisions (See Hours of Employment and Overtime)............................................. 16.0
5/40 Schedule Employees............................................................................................. 16.1
Extended Hours............................................................................................................. 16.5
4/40 Schedule Employees............................................................................................. 16.6
7/70 Schedule Employees............................................................................................ 16.10
General.......................................................................................................................... 16.14
Pay Day and Paychecks ......................................................................................................... 20.0
Termination Pay ............................................................................................................ 20.2
Performance Evaluations ........................................................................................................ 57.0
Prior Experience....................................................................................................................... 21.0
Probationary Period/Probationary Employees......................................................................... 10.1
Promotions .............................................................................................................................. 30.0
Purpose of Agreement/Conformity to Law................................................................................ 1.0
Reclassification ....................................................................................................................... 24.0
SEIU Local 49 - August 1, 2012 to June 30, 2016
57
Recognition and Union Security ..............................................................................................
Recognition...................................................................................................................
Union Membership .......................................................................................................
Deduction and Remittance of Union Dues and Fees....................................................
COPE Check-Off ..........................................................................................................
Employer Indemnification .............................................................................................
“Red Circle” Pay ......................................................................................................................
Reduction in Force ..................................................................................................................
Long-Term Reductions .................................................................................................
Options for Employees Affected by Long-Term Reduction............................................
Short-Term Reductions ................................................................................................
Clinician Driven Reductions/Short-Term Reductions Only ...........................................
$25 Bonus Pay .............................................................................................................
Regular Employees (See Types of Employees)......................................................................
Regular Employees – Non 7/70 Schedule....................................................................
Regular Employees – 7/70 Schedule ...........................................................................
Other Regular Employees – Coded Replacement........................................................
Reporting Pay .........................................................................................................................
Rest and Meal Periods ...........................................................................................................
Retirement Benefits.................................................................................................................
Pension ........................................................................................................................
TSA...............................................................................................................................
Return to Former Job (See Job Bidding).................................................................................
31 Day Rights ..............................................................................................................
After Leave of Absence (See Leave of Absence).........................................................
Scheduling ..............................................................................................................................
Medical/Dental Clinics and All Other Outpatient Departments......................................
KSMC Inpatient Nursing Departments..........................................................................
Department of Transportation.......................................................................................
General.........................................................................................................................
Workload ......................................................................................................................
Posting of Final Schedule.............................................................................................
Scope of Agreement................................................................................................................
Seniority ..................................................................................................................................
Definition ......................................................................................................................
General Bidding............................................................................................................
Reduction in Force .......................................................................................................
Shift Start Time Assignments .......................................................................................
After Classification Transfers........................................................................................
58
SEIU Local 49 - August 1, 2012 to June 30, 2016
Article
3.0
3.1A
3.2
3.3B
3.3C
3.4
23.0
14.0
14.3
14.4
14.7
14.8
14.8
10.0
10.2-3
10.4-5
10.6-8
18.0
31.0
45.0
45.2
38.0
12.0
12.8
46.0
17.0
17.1
17.3
17.4
17.5
17.9
16.4
2.0
11.0
11.1
12.2
14.1
11.2
46.13
Article
Loss of Seniority ............................................................................................................
Shift Differentials (See Differentials).........................................................................................
Shift Trades...............................................................................................................................
Sick Leave................................................................................................................................
Non 7/70 Schedule Employees ....................................................................................
7/70 Schedule Employees.............................................................................................
General..........................................................................................................................
Staffing .....................................................................................................................................
Classification and Union Flexibility (Dental Only) .........................................................
Standby Pay..............................................................................................................................
Tax Sheltered Savings Plan (See Retirement Benefits) ...........................................................
Technological Changes.............................................................................................................
Temporary Employees (See Temporary and On-Call Employees) ..........................................
Tenure Step Adjustments..........................................................................................................
Time Off Requests ...................................................................................................................
Without Pay Days ..........................................................................................................
Types of Employees.................................................................................................................
Probationary Employees/Probationary Period ..............................................................
Regular Employees – Non 7/70 Schedule.....................................................................
Regular Employees – 7/70 Schedule ............................................................................
Other Regular Employees – Coded Replacement.........................................................
Upcoding On-Call to Coded Replacement ....................................................................
Coded Replacement Upcoding......................................................................................
Temporary and On-Call Employees ..............................................................................
In-Lieu-of-Benefits Eligibility ..........................................................................................
Upcoding of Part-time Employees .................................................................................
Replacement Pool .........................................................................................................
Union Dues ..............................................................................................................................
Union Membership ...................................................................................................................
Union Security (See Recognition and Union Security) ............................................................
Union Stewards........................................................................................................................
Upcoding (See Types of Employees) ......................................................................................
Union Orientation (See Union Stewards) .................................................................................
Union Staff Representatives.....................................................................................................
SEIU Local 49 - August 1, 2012 to June 30, 2016
11.3
28.0
17.5
34.0
34.1
34.2
34.3
51.0
51.4
27.0
38.0
51.1
10.10
22.0
37.0
37.2
10.0
10.1
10.2
10.4
10.6
10.7
10.9
10.10
10.14
10.15
10.16
3.3
3.2
3.0
8.0
10.0
8.2
7.1
59
Article
Vacations ................................................................................................................................. 33.0
Non 7/70 Schedule Employees ..................................................................................... 33.1
Vacation Scheduling – Non 7/70 Schedule Employees................................................. 33.13
Change in Vacation Procedure...................................................................................... 33.17
7/70 Schedule Employees............................................................................................. 33.18
General.......................................................................................................................... 33.21
Volunteers and Special Programs............................................................................................ 2.7
Wage Rates (See Appendix A) ................................................................................................ 19.0
Recruitment, Retention and Other Adjustments ........................................................... 19.3
Starting Rate (See Prior Experience & Tenure Step Adjustments)................................ 21.0 & 22.0
Without Pay Days “WOP” (See Time Off Requests) ............................................................... 37.2
Work in Higher Classification .................................................................................................. 29.0
60
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
61
62
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
63
64
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
65
66
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
67
68
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU Local 49 - August 1, 2012 to June 30, 2016
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70
SEIU Local 49 - August 1, 2012 to June 30, 2016
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72
SEIU Local 49 - August 1, 2012 to June 30, 2016
SEIU LOCAL 49
WAGE SCALES
Several job codes cover multiple job titles. In cases where there are multiple
job titles they all move through the scale from step one to the top step.
Job
Code
Job
Title
3736
EVS, DISPATCHER,
LINEN & BED
1022
2092
0085
74
LAB TECH ASST
(CEN)
SURG PATH ASST.
AUTOPSY
RECEPTION/
CASHIER
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
01
01
0
0
$16.77
$17.11
$17.45
SE
01
02
6
520
$17.23
$17.57
$17.92
SE
01
03
12
1040
$17.55
$17.90
$18.26
SE
01
04
24
2080
$18.27
$18.64
$19.01
SE
01
05
36
3120
$19.02
$19.40
$19.79
SE
01
06
48
4160
$19.78
$20.18
$20.58
SE
01
07
60
5200
$20.56
$20.97
$21.39
SE
02
01
0
0
$17.28
$17.63
$17.98
SE
02
02
6
520
$17.78
$18.14
$18.50
SE
02
03
12
1040
$18.28
$18.65
$19.02
SE
02
04
24
2080
$18.78
$19.16
$19.54
SE
02
05
36
3120
$19.29
$19.68
$20.07
SE
02
06
48
4160
$19.79
$20.19
$20.59
SE
02
07
60
5200
$20.31
$20.72
$21.13
SE
02
08
72
6240
$20.79
$21.21
$21.63
SE
03
01
0
0
$18.15
$18.51
$18.88
SE
03
02
6
520
$18.66
$19.03
$19.41
SE
03
03
12
1040
$19.18
$19.56
$19.95
SE
03
04
24
2080
$19.69
$20.08
$20.48
SE
03
05
36
3120
$20.22
$20.62
$21.03
SE
03
06
48
4160
$20.73
$21.14
$21.56
SE
03
07
60
5200
$21.24
$21.66
$22.09
SE
03
08
72
6240
$21.77
$22.21
$22.65
SE
04
01
0
0
$16.32
$16.65
$16.98
SE
04
02
6
520
$16.65
$16.98
$17.32
SE
04
03
12
1,040
$16.99
$17.33
$17.68
SE
04
04
24
2,080
$17.69
$18.04
$18.40
SE
04
05
36
3,120
$18.35
$18.72
$19.09
SE
04
06
48
4,160
$19.13
$19.51
$19.90
SE
04
07
60
5,200
$20.23
$20.63
$21.04
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
0131
0446
1584
3118
Job
Title
BUSINESS CASHIER
OFC
CASHIER, HBO
DETAIL CLERK,
KPRR
SPEC, CENTRAL
INTAKEIDM
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
05
01
0
0
$16.31
$16.64
$16.97
SE
05
02
6
520
$16.63
$16.96
$17.30
SE
05
03
12
1,040
$16.95
$17.29
$17.64
SE
05
04
24
2,080
$17.63
$17.98
$18.34
SE
05
05
36
3,120
$18.26
$18.63
$19.00
SE
05
06
48
4,160
$18.92
$19.30
$19.69
SE
05
07
60
5,200
$19.56
$19.95
$20.35
SE
06
01
0
0
$17.13
$17.47
$17.82
SE
06
02
6
520
$17.47
$17.82
$18.18
SE
06
03
12
1,040
$17.81
$18.17
$18.53
SE
06
04
24
2,080
$18.48
$18.85
$19.23
SE
06
05
36
3,120
$19.19
$19.57
$19.96
SE
06
06
48
4,160
$19.88
$20.28
$20.69
SE
06
07
60
5,200
$20.54
$20.95
$21.37
SE
07
01
0
0
$21.81
$22.25
$22.70
SE
07
02
6
520
$22.21
$22.65
$23.10
SE
07
03
12
1040
$22.62
$23.07
$23.53
SE
07
04
24
2080
$23.47
$23.94
$24.42
SE
07
05
36
3120
$24.34
$24.83
$25.33
SE
07
06
48
4160
$25.25
$25.76
$26.28
SE
07
07
60
5200
$26.18
$26.70
$27.23
SE
08
01
0
0
$17.45
$17.80
$18.16
SE
08
02
6
520
$18.03
$18.39
$18.76
SE
08
03
12
1040
$18.62
$18.99
$19.37
SE
08
04
24
2080
$19.20
$19.58
$19.97
SE
08
05
36
3120
$19.78
$20.18
$20.58
SE
08
06
48
4160
$20.36
$20.77
$21.19
SE
08
07
60
5200
$20.93
$21.35
$21.78
SEIU Local 49 - August 1, 2012 to June 30, 2016
75
Job
Code
1475
0807
2066
3879
3880
3152
76
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
09
01
0
0
$17.63
$17.98
$18.34
SE
09
02
6
520
$18.17
$18.53
$18.90
SE
09
03
12
1040
$18.70
$19.07
$19.45
SE
09
04
24
2080
$19.79
$20.19
$20.59
SE
09
05
36
3120
$20.89
$21.31
$21.74
SE
09
06
48
4160
$21.97
$22.41
$22.86
SE
09
07
60
5200
$23.07
$23.53
$24.00
SE
10
01
0
0
$19.17
$19.55
$19.94
SE
10
02
6
520
$19.70
$20.09
$20.49
SE
10
03
12
1040
$20.26
$20.67
$21.08
SE
10
04
18
1560
$20.79
$21.21
$21.63
SE
10
05
24
2080
$21.35
$21.78
$22.22
SE
10
06
30
2600
$21.89
$22.33
$22.78
SE
10
07
36
3120
$22.45
$22.90
$23.36
SE
10
08
42
3640
$22.99
$23.45
$23.92
SE
11
01
0
0
$17.83
$18.19
$18.55
SE
11
02
6
520
$18.43
$18.80
$19.18
SE
11
03
12
1040
$19.03
$19.41
$19.80
SE
11
04
24
2080
$19.66
$20.05
$20.45
SE
11
05
36
3120
$20.26
$20.67
$21.08
SE
11
06
48
4160
$20.85
$21.27
$21.70
SE
11
07
60
5200
$21.45
$21.88
$22.32
INTERPRETERPATIENT ACCESS
SE
12
01
0
0
$18.06
$18.40
$18.75
INTERPRETERREGISTRATION REP
SE
12
02
6
520
$18.38
$18.73
$19.08
MEMBER INTAKE
SPECIALIST, INTER.
SE
12
03
12
1040
$18.73
$19.08
$19.44
SE
12
04
24
2080
$19.43
$19.80
$20.18
SE
12
05
36
3120
$20.09
$20.47
$20.86
SE
12
06
48
4160
$20.87
$21.27
$21.68
SE
12
07
60
5200
$21.97
$22.39
$22.82
SPEC, DENTAL STAFF
SCHED
REGISTRATION/
SCHEDULE
COORDINATOR
HEALTH CARE TEAM
SECRETARY
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
1040
3561
3581
3582
1088
3875
3876
0912
Job
Title
PHLEBOTOMIST OREGON
PHLEBOTOMIST WASHINGTON
PHLEBOTOMIST - WA
FLOAT
PHLEBOTOMIST - OR
FLOAT
LABORATORY
CLERK
PATIENT ACCESS
SPECIALIST
REGISTRATION REP
CONTROL CASHIER
VAR
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
13
01
0
0
$18.13
$18.49
$18.86
SE
13
02
6
520
$18.66
$19.03
$19.41
SE
13
03
12
1040
$19.18
$19.56
$19.95
SE
13
04
24
2080
$19.71
$20.10
$20.50
SE
13
05
36
3120
$20.22
$20.62
$21.03
SE
13
06
48
4160
$20.72
$21.13
$21.55
SE
13
07
60
5200
$21.26
$21.69
$22.12
SE
13
08
72
6240
$21.77
$22.21
$22.65
SE
15
01
0
0
$16.20
$16.52
$16.85
SE
15
02
6
520
$16.55
$16.88
$17.22
SE
15
03
12
1040
$16.92
$17.26
$17.61
SE
15
04
24
2080
$17.67
$18.02
$18.38
SE
15
05
36
3120
$18.44
$18.81
$19.19
SE
15
06
48
4160
$19.25
$19.64
$20.03
SE
15
07
60
5200
$20.09
$20.49
$20.90
SE
16
01
0
0
$17.06
$17.40
$17.75
SE
16
02
6
520
$17.38
$17.73
$18.08
SE
16
03
12
1040
$17.73
$18.08
$18.44
SE
16
04
24
2080
$18.43
$18.80
$19.18
SE
16
05
36
3120
$19.09
$19.47
$19.86
SE
16
06
48
4160
$19.87
$20.27
$20.68
SE
16
07
60
5200
$20.97
$21.39
$21.82
SE
18
01
0
0
$18.55
$18.92
$19.30
SE
18
02
6
520
$18.92
$19.30
$19.69
SE
18
03
12
1040
$19.27
$19.66
$20.05
SE
18
04
24
2080
$20.00
$20.40
$20.81
SE
18
05
36
3120
$20.76
$21.18
$21.60
SE
18
06
48
4160
$21.52
$21.95
$22.39
SE
18
07
60
5200
$22.24
$22.68
$23.13
SEIU Local 49 - August 1, 2012 to June 30, 2016
77
Job
Code
Job
Title
2630
PHLEBOTOMIST,
HOMEBOUND
1599
3563
3477
78
TRANSPORTATION
TEAM SECRETARY
SENIOR GARDNER
OPHTH,
PHOTOGRAPHER
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
19
01
0
0
$19.97
$20.37
$20.78
SE
19
02
6
520
$20.51
$20.92
$21.34
SE
19
03
12
1040
$21.04
$21.46
$21.89
SE
19
04
24
2080
$21.57
$22.00
$22.44
SE
19
05
36
3120
$22.07
$22.51
$22.96
SE
19
06
48
4160
$22.58
$23.03
$23.49
SE
19
07
60
5200
$23.11
$23.57
$24.04
SE
19
08
72
6240
$23.62
$24.09
$24.57
SE
27
01
0
0
$17.66
$18.01
$18.37
SE
27
02
6
520
$18.45
$18.82
$19.20
SE
27
03
12
1040
$19.26
$19.65
$20.04
SE
27
04
18
1560
$20.06
$20.46
$20.87
SE
27
05
24
2080
$20.87
$21.29
$21.72
SE
27
06
30
2600
$21.68
$22.11
$22.55
SE
27
07
36
3120
$22.47
$22.92
$23.38
SE
27
08
42
3640
$23.29
$23.76
$24.24
SE
28
01
0
0
$20.27
$20.68
$21.09
SE
28
02
6
520
$21.00
$21.42
$21.85
SE
28
03
12
1040
$21.74
$22.17
$22.61
SE
28
04
24
2080
$22.46
$22.91
$23.37
SE
28
05
36
3120
$23.19
$23.65
$24.12
SE
28
06
48
4160
$23.92
$24.40
$24.89
SE
28
07
60
5200
$24.71
$25.20
$25.70
SE
29
01
0
0
$33.51
$34.18
$34.86
SE
29
02
6
520
$34.47
$35.16
$35.86
SE
29
03
12
1040
$35.42
$36.13
$36.85
SE
29
04
18
1560
$36.38
$37.11
$37.85
SE
29
05
24
2080
$37.33
$38.08
$38.84
SE
29
06
30
2600
$38.29
$39.06
$39.84
SE
29
07
36
3120
$39.24
$40.02
$40.82
SE
29
08
42
3640
$40.21
$41.01
$41.83
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
3589
3872
1468
2547
Job
Title
COUNSELOR,
FINANCIAL
NUTRITION
ASSISTANT
COOK, II
EQUIP, SUPPLY &
INVENTORY SPEC.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
30
01
0
0
$20.27
$20.68
$21.09
SE
30
02
6
520
$20.90
$21.32
$21.75
SE
30
03
12
1040
$21.53
$21.96
$22.40
SE
30
04
18
1560
$22.17
$22.61
$23.06
SE
30
05
24
2080
$22.81
$23.27
$23.74
SE
30
06
30
2600
$23.44
$23.91
$24.39
SE
30
07
36
3120
$24.07
$24.55
$25.04
SE
30
08
42
3640
$24.71
$25.20
$25.70
SE
33
01
0
0
$16.79
$17.13
$17.47
SE
33
02
6
520
$17.44
$17.79
$18.15
SE
33
03
12
1040
$18.09
$18.45
$18.82
SE
33
04
24
2080
$18.75
$19.13
$19.51
SE
33
05
36
3120
$19.39
$19.78
$20.18
SE
33
06
48
4160
$20.05
$20.45
$20.86
SE
33
07
60
5200
$20.71
$21.12
$21.54
SE
44
01
0
0
$19.22
$19.60
$19.99
SE
44
02
6
520
$19.61
$20.00
$20.40
SE
44
03
12
1040
$19.97
$20.37
$20.78
SE
44
04
24
2080
$20.83
$21.25
$21.68
SE
44
05
36
3120
$21.63
$22.06
$22.50
SE
44
06
48
4160
$22.55
$23.00
$23.46
SE
44
07
60
5200
$23.43
$23.90
$24.38
SE
45
01
0
0
$19.27
$19.66
$20.05
SE
45
02
6
520
$19.64
$20.03
$20.43
SE
45
03
12
1040
$20.00
$20.40
$20.81
SE
45
04
24
2080
$20.75
$21.17
$21.59
SE
45
05
36
3120
$21.52
$21.95
$22.39
SE
45
06
48
4160
$22.33
$22.78
$23.24
SE
45
07
60
5200
$23.16
$23.62
$24.09
SEIU Local 49 - August 1, 2012 to June 30, 2016
79
Job
Code
Job
Title
0398
PHYS. MEDICINE
AIDE
REHABILITATION
AID
2526
3172
2404
2177
80
DENTAL MEMBER II
ASST.
AGENCY EFDA
DENTAL ASST.
FEE/BENEFIT SUPP
SPECIALIST
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
46
01
0
0
$16.95
$17.29
$17.64
SE
46
02
6
520
$17.26
$17.61
$17.96
SE
46
03
12
1040
$17.60
$17.95
$18.31
SE
46
04
24
2080
$18.26
$18.63
$19.00
SE
46
05
36
3120
$18.94
$19.32
$19.71
SE
46
06
48
4160
$19.90
$20.30
$20.71
SE
46
07
60
5200
$20.38
$20.79
$21.21
SE
47
01
0
0
$17.95
$18.31
$18.67
SE
47
02
6
520
$18.31
$18.68
$19.05
SE
47
03
12
1040
$18.67
$19.04
$19.43
SE
47
04
24
2080
$19.44
$19.83
$20.22
SE
47
05
36
3120
$20.18
$20.58
$20.99
SE
47
06
48
4160
$21.03
$21.45
$21.88
SE
47
07
60
5200
$21.84
$22.28
$22.73
SE
49
01
0
0
$19.94
$20.28
$20.63
SE
49
02
6
520
$20.23
$20.57
$20.92
SE
49
03
12
1040
$20.55
$20.90
$21.26
SE
49
04
24
2080
$21.25
$21.62
$21.99
SE
49
05
36
3120
$22.19
$22.57
$22.96
SE
49
06
48
4160
$23.09
$23.49
$23.90
SE
49
07
60
5200
$24.10
$24.52
$24.95
SE
50
01
0
0
$19.57
$19.96
$20.36
SE
50
02
6
520
$19.97
$20.37
$20.78
SE
50
03
12
1040
$20.34
$20.75
$21.17
SE
50
04
24
2080
$21.19
$21.61
$22.04
SE
50
05
36
3120
$22.00
$22.44
$22.89
SE
50
06
48
4160
$22.92
$23.38
$23.85
SE
50
07
60
5200
$23.78
$24.26
$24.75
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
1473
1491
1457
1458
Job
Title
WAREHOUSE
SPECIALIST
LPN
LARGE VAN DRIVER
MESSENGER
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
51
01
0
0
$19.38
$19.77
$20.17
SE
51
02
6
520
$19.79
$20.19
$20.59
SE
51
03
12
1040
$20.12
$20.52
$20.93
SE
51
04
24
2080
$20.98
$21.40
$21.83
SE
51
05
36
3120
$21.85
$22.29
$22.74
SE
51
06
48
4160
$22.68
$23.13
$23.59
SE
51
07
60
5200
$23.80
$24.28
$24.77
SE
52
01
0
0
$19.85
$20.25
$20.66
SE
52
02
12
1040
$20.90
$21.32
$21.75
SE
52
03
24
2080
$21.42
$21.85
$22.29
SE
52
04
36
3120
$21.95
$22.39
$22.84
SE
52
05
48
4160
$22.50
$22.95
$23.41
SE
52
06
60
5200
$23.17
$23.63
$24.10
SE
52
07
72
6240
$23.76
$24.24
$24.72
SE
52
08
96
8320
$24.36
$24.85
$25.35
SE
52
09
120
10400
$25.33
$25.84
$26.36
SE
52
10
144
12480
$26.19
$26.71
$27.24
SE
53
01
0
0
$20.27
$20.68
$21.09
SE
53
02
6
520
$20.66
$21.07
$21.49
SE
53
03
12
1040
$21.09
$21.51
$21.94
SE
53
04
24
2080
$21.93
$22.37
$22.82
SE
53
05
36
3120
$22.80
$23.26
$23.73
SE
53
06
48
4160
$23.69
$24.16
$24.64
SE
53
07
60
5200
$24.71
$25.20
$25.70
SE
54
01
0
0
$14.19
$14.47
$14.76
SE
54
02
6
520
$14.49
$14.78
$15.08
SE
54
03
12
1040
$14.80
$15.10
$15.40
SE
54
04
24
2080
$15.40
$15.71
$16.02
SE
54
05
36
3120
$15.98
$16.30
$16.63
SE
54
06
48
4160
$16.65
$16.98
$17.32
SE
54
07
60
5200
$17.32
$17.67
$18.02
SEIU Local 49 - August 1, 2012 to June 30, 2016
81
Job
Code
Job
Title
Scale
Grade
Step
Months
Hours
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
1477
DENTAL AIDE
SE
55
01
0
0
$14.55
$14.84
$15.14
4045
DENTAL AIDE-WA
SE
55
02
6
520
$14.89
$15.19
$15.49
SE
55
03
12
1040
$15.11
$15.41
$15.72
SE
55
04
24
2080
$15.80
$16.12
$16.44
SE
55
05
36
3120
$16.37
$16.70
$17.03
SE
55
06
48
4160
$17.03
$17.37
$17.72
SE
55
07
60
5200
$17.72
$18.07
$18.43
LINEN ROOM
WORKER
SE
56
01
0
0
$14.55
$14.84
$15.14
HOUSEKEEPING
AIDE
SE
56
02
6
520
$14.89
$15.19
$15.49
SE
56
03
12
1040
$15.15
$15.45
$15.76
SE
56
04
24
2080
$15.76
$16.08
$16.40
SE
56
05
36
3120
$16.37
$16.70
$17.03
SE
56
06
48
4160
$17.05
$17.39
$17.74
SE
56
07
60
5200
$17.74
$18.09
$18.45
SE
57
01
0
0
$16.45
$16.78
$17.12
SE
57
02
6
520
$16.80
$17.14
$17.48
SE
57
03
12
1040
$17.04
$17.38
$17.73
SE
57
04
24
2080
$17.66
$18.01
$18.37
SE
57
05
36
3120
$18.27
$18.64
$19.01
SE
57
06
48
4160
$18.95
$19.33
$19.72
SE
57
07
60
5200
$19.65
$20.04
$20.44
SE
59
01
0
0
$15.37
$15.68
$15.99
SE
59
02
6
520
$15.64
$15.95
$16.27
SE
59
03
12
1040
$15.98
$16.30
$16.63
SE
59
04
24
2080
$16.65
$16.98
$17.32
SE
59
05
36
3120
$17.28
$17.63
$17.98
SE
59
06
48
4160
$17.93
$18.29
$18.66
SE
59
07
60
5200
$18.69
$19.06
$19.44
SE
61
01
0
0
$17.74
$18.09
$18.45
SE
61
02
6
520
$18.11
$18.47
$18.84
1461
1462
3227
1479
1492
1493
82
FLOOR CARE/
PROJECT WORKER
DENTAL ASSISTANT I
ORTHO CERT
ASSISTANT - OR
TMD ASSISTANT
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
1530
2397
3222
3990
1476
Job
Title
PREV TECH, DENOR
ASSISTANT
ORAL SURGERYCERTIFIED
ASSISTANT
ORTHO, CERT
ASSISTANT - WA
PREV TECH
ASSISTANT, DENWA
DENTAL REC
SPECIALIST, REL
Scale
Grade
Step
Months
Hours
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
SE
61
03
12
1040
$18.41
$18.78
$19.16
SE
61
04
24
2080
$19.19
$19.57
$19.96
SE
61
05
36
3120
$20.09
$20.49
$20.90
SE
61
06
48
4160
$21.09
$21.51
$21.94
SE
61
07
60
5200
$22.15
$22.59
$23.04
SE
62
01
0
0
$17.05
$17.39
$17.74
SE
62
02
6
520
$17.76
$18.12
$18.48
SE
62
03
12
1040
$18.44
$18.81
$19.19
SE
62
04
24
2080
$19.22
$19.60
$19.99
SE
62
05
36
3120
$20.04
$20.44
$20.85
SE
62
06
48
4160
$21.13
$21.55
$21.98
SE
62
07
60
5200
$22.32
$22.77
$23.23
1455
CHART COURIER
SE
63
01
0
0
$17.55
$17.90
$18.26
1467
COOK, I
SE
63
02
6
520
$17.87
$18.23
$18.59
SE
63
03
12
1040
$18.26
$18.63
$19.00
SE
63
04
24
2080
$18.99
$19.37
$19.76
SE
63
05
36
3120
$19.78
$20.18
$20.58
SE
63
06
48
4160
$20.52
$20.93
$21.35
SE
63
07
60
5200
$21.37
$21.80
$22.24
SE
65
01
0
0
$20.89
$21.31
$21.74
SE
65
02
6
520
$21.28
$21.71
$22.14
SE
65
03
12
1040
$21.65
$22.08
$22.52
SE
65
04
24
2080
$22.48
$22.93
$23.39
SE
65
05
36
3120
$23.34
$23.81
$24.29
SE
65
06
48
4160
$24.30
$24.79
$25.29
SE
65
07
60
5200
$25.18
$25.68
$26.19
1490
OPTHALMIC TECH
SEIU Local 49 - August 1, 2012 to June 30, 2016
83
Job
Code
1481
Job
Title
SURGERY AIDE
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
66
01
0
0
$15.64
$15.95
$16.27
SE
66
02
6
520
$15.96
$16.28
$16.61
SE
66
03
12
1040
$16.23
$16.55
$16.88
SE
66
04
24
2080
$16.93
$17.27
$17.62
SE
66
05
36
3120
$17.55
$17.90
$18.26
SE
66
06
48
4160
$18.25
$18.62
$18.99
SE
66
07
60
5200
$18.95
$19.33
$19.72
2193
TECH, CSP I
SE
67
01
0
0
$15.64
$15.95
$16.27
2195
TECH, MATERIALS I
SE
67
02
6
520
$15.96
$16.28
$16.61
SE
67
03
12
1040
$16.23
$16.55
$16.88
SE
67
04
24
2080
$16.93
$17.27
$17.62
SE
67
05
36
3120
$17.55
$17.90
$18.26
SE
67
06
48
4160
$18.25
$18.62
$18.99
SE
67
07
60
5200
$18.95
$19.33
$19.72
SE
68
01
0
0
$15.39
$15.70
$16.01
SE
68
02
6
520
$15.68
$15.99
$16.31
SE
68
03
12
1040
$15.96
$16.28
$16.61
SE
68
04
24
2080
$16.65
$16.98
$17.32
SE
68
05
36
3120
$17.32
$17.67
$18.02
SE
68
06
48
4160
$17.99
$18.35
$18.72
SE
68
07
60
5200
$18.72
$19.09
$19.47
1464
CAFETERIA AIDE
1465
DIET AIDE
SE
69
01
0
0
$16.15
$16.47
$16.80
1484
HOME HEALTH AIDE
SE
69
02
6
520
$16.49
$16.82
$17.16
3871
NUTRITION AIDE
SE
69
03
12
1040
$16.76
$17.10
$17.44
4338
HOSPITALITY AIDE
SE
69
04
24
2080
$17.46
$17.81
$18.17
SE
69
05
36
3120
$18.18
$18.54
$18.91
SE
69
06
48
4160
$18.88
$19.26
$19.65
SE
69
07
60
5200
$19.69
$20.08
$20.48
SE
70
01
0
0
$17.02
$17.36
$17.71
SE
70
02
6
520
$17.37
$17.72
$18.07
SE
70
03
12
1040
$17.74
$18.09
$18.45
SE
70
04
24
2080
$18.44
$18.81
$19.19
SE
70
05
36
3120
$19.19
$19.57
$19.96
SE
70
06
48
4160
$19.95
$20.35
$20.76
SE
70
07
60
5200
$20.76
$21.18
$21.60
1454
84
GARDENER
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
Job
Title
1486
3306
1471
1472
1488
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
ASST, EFDA CERT
DNTL - OR
SE
71
01
0
0
$16.94
$17.28
$17.63
ASST, EFDA DENT
CERT - WA
SE
71
02
6
520
$17.23
$17.57
$17.92
SE
71
03
12
1040
$17.55
$17.90
$18.26
SE
71
04
24
2080
$18.25
$18.62
$18.99
SE
71
05
36
3120
$19.19
$19.57
$19.96
SE
71
06
48
4160
$20.09
$20.49
$20.90
SE
71
07
60
5200
$21.10
$21.52
$21.95
SE
72
01
0
0
$16.32
$16.65
$16.98
SE
72
02
6
520
$16.65
$16.98
$17.32
SE
72
03
12
1040
$16.99
$17.33
$17.68
SE
72
04
24
2080
$17.69
$18.04
$18.40
SE
72
05
36
3120
$18.35
$18.72
$19.09
SE
72
06
48
4160
$19.13
$19.51
$19.90
SE
72
07
60
5200
$19.90
$20.30
$20.71
SE
73
01
0
0
$17.85
$18.21
$18.57
SE
73
02
6
520
$18.25
$18.62
$18.99
SE
73
03
12
1040
$18.56
$18.93
$19.31
SE
73
04
24
2080
$19.31
$19.70
$20.09
SE
73
05
36
3120
$20.09
$20.49
$20.90
SE
73
06
48
4160
$20.91
$21.33
$21.76
SE
73
07
60
5200
$21.71
$22.14
$22.58
DENTAL MEMBER
ASSISTANT
DENTAL RECORD
SPECIALIST
UNIT SPECIALIST
1489
MEDICAL ASSISTANT
SE
74
01
0
0
$17.53
$17.88
$18.24
3217
MEDICAL ASSISTANT
- HCA CERT
SE
74
02
6
520
$17.87
$18.23
$18.59
SE
74
03
12
1040
$18.20
$18.56
$18.93
SE
74
04
24
2080
$18.87
$19.25
$19.64
SE
74
05
36
3120
$19.57
$19.96
$20.36
SE
74
06
48
4160
$20.38
$20.79
$21.21
SE
74
07
60
5200
$21.33
$21.76
$22.20
SEIU Local 49 - August 1, 2012 to June 30, 2016
85
Job
Code
1496
3569
4399
3717
1723
1470
86
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
76
01
0
0
$16.88
$17.22
$17.56
SE
76
02
6
520
$17.37
$17.72
$18.07
SE
76
03
12
1040
$17.83
$18.19
$18.55
SE
76
04
24
2080
$18.79
$19.17
$19.55
SE
76
05
36
3120
$19.79
$20.19
$20.59
SE
76
06
48
4160
$20.18
$20.58
$20.99
SE
76
07
60
5200
$20.27
$20.68
$21.09
CERT NURSE II
ACUTE CARE
SE
78
01
0
0
$15.84
$16.16
$16.48
CERT NURSE II ASST.
MOBILITY TEAM
SE
78
02
6
520
$16.29
$16.62
$16.95
PAT TRANS/LT TEAM
ACUTE CNA II
SE
78
03
12
1040
$16.62
$16.95
$17.29
SE
78
04
24
2080
$17.34
$17.69
$18.04
SE
78
05
36
3120
$18.07
$18.43
$18.80
SE
78
06
48
4160
$18.85
$19.23
$19.61
SE
78
07
60
5200
$19.62
$20.01
$20.41
SE
79
01
0
0
$17.83
$18.19
$18.55
SE
79
02
6
520
$18.25
$18.62
$18.99
SE
79
03
12
1040
$18.56
$18.93
$19.31
SE
79
04
24
2080
$19.30
$19.69
$20.08
SE
79
05
36
3120
$20.08
$20.48
$20.89
SE
79
06
48
4160
$20.91
$21.33
$21.76
SE
79
07
60
5200
$21.71
$22.14
$22.58
SE
83
01
0
0
$17.06
$17.40
$17.75
SE
83
02
6
520
$17.38
$17.73
$18.08
SE
83
03
12
1040
$17.73
$18.08
$18.44
SE
83
04
24
2080
$18.43
$18.80
$19.18
SE
83
05
36
3120
$19.09
$19.47
$19.86
SE
83
06
48
4160
$19.87
$20.27
$20.68
SE
83
07
60
5200
$20.97
$21.39
$21.82
COMMUNICATIONS
OPERATOR
ASST, CERT PT CARE
MEMBER INTAKE
SPECIALIST
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
1617
Job
Title
UNIT SPECIALIST II
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
93
01
0
0
$18.33
$18.70
$19.07
SE
93
02
6
520
$18.72
$19.09
$19.47
SE
93
03
12
1040
$19.09
$19.47
$19.86
SE
93
04
24
2080
$19.83
$20.23
$20.63
SE
93
05
36
3120
$20.60
$21.01
$21.43
SE
93
06
48
4160
$21.37
$21.80
$22.24
SE
93
07
60
5200
$22.13
$22.57
$23.02
1628
TOWN HALL AIDE
SE
94
01
0
0
$17.30
$17.65
$18.00
3370
TOWN HALL
SUPPORT
SE
94
02
6
520
$17.66
$18.01
$18.37
SE
94
03
12
1040
$18.02
$18.38
$18.75
SE
94
04
24
2080
$18.69
$19.06
$19.44
SE
94
05
36
3120
$19.39
$19.78
$20.18
SE
94
06
48
4160
$20.09
$20.49
$20.90
SE
94
07
60
5200
$20.82
$21.24
$21.66
CERT PT CARE
ACUTE II , ASST.
SE
95
01
0
0
$18.09
$18.45
$18.82
SURG PT CARE
ACUTE II , ASST.
SE
95
02
6
520
$18.59
$18.96
$19.34
SE
95
03
12
1040
$18.97
$19.35
$19.74
SE
95
04
24
2080
$19.77
$20.17
$20.57
SE
95
05
36
3120
$20.61
$21.02
$21.44
SE
95
06
48
4160
$21.49
$21.92
$22.36
SE
95
07
60
5200
$22.35
$22.80
$23.26
SE
96
01
0
0
$17.83
$18.19
$18.55
SE
96
02
6
520
$18.39
$18.76
$19.14
SE
96
03
12
1040
$18.94
$19.32
$19.71
SE
96
04
24
2080
$19.51
$19.90
$20.30
SE
96
05
36
3120
$20.05
$20.45
$20.86
SE
96
06
48
4160
$20.60
$21.01
$21.43
SE
96
07
60
5200
$21.15
$21.57
$22.00
3720
3870
2196
MATERIALS TECH II
SEIU Local 49 - August 1, 2012 to June 30, 2016
87
Job
Code
2509
3384
2198
2690
2225
1325
88
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SE
97
01
0
0
$19.07
$19.45
$19.84
SE
97
02
6
520
$19.70
$20.09
$20.49
SE
97
03
12
1040
$20.33
$20.74
$21.15
SE
97
04
24
2080
$20.95
$21.37
$21.80
SE
97
05
36
3120
$21.58
$22.01
$22.45
SE
97
06
48
4160
$22.21
$22.65
$23.10
SE
97
07
60
5200
$22.84
$23.30
$23.77
SE
97
08
72
6240
$23.50
$23.97
$24.45
SE
100
01
0
0
$17.94
$18.30
$18.67
SE
100
02
6
520
$18.54
$18.91
$19.29
SE
100
03
12
1040
$19.28
$19.67
$20.06
SE
100
04
24
2080
$19.64
$20.03
$20.43
SE
100
05
36
3120
$20.20
$20.60
$21.01
SE
100
06
48
4160
$20.77
$21.19
$21.61
SE
100
07
60
5200
$21.34
$21.77
$22.21
SE
100
08
72
6240
$21.90
$22.34
$22.79
MBR SRVC REP II
CALL CENTER
SE
101
01
0
0
$19.49
$19.88
$20.28
MBR SRVC REP III
MEDICAL OFFICE
SE
101
02
6
520
$20.18
$20.58
$20.99
SE
101
03
12
1040
$20.72
$21.13
$21.55
SE
101
04
24
2080
$21.40
$21.83
$22.27
SE
101
05
36
3120
$21.94
$22.38
$22.83
SE
101
06
48
4160
$22.55
$23.00
$23.46
SE
101
07
60
5200
$23.15
$23.61
$24.08
SE
101
08
72
6240
$23.76
$24.24
$24.72
SE
102
01
0
0
$21.15
$21.57
$22.00
SE
102
02
6
520
$21.88
$22.32
$22.77
SE
102
03
12
1040
$22.60
$23.05
$23.51
SE
102
04
24
2080
$23.33
$23.80
$24.28
SE
102
05
36
3120
$24.05
$24.53
$25.02
SE
102
06
48
4160
$24.76
$25.26
$25.77
SE
102
07
60
5200
$25.49
$26.00
$26.52
SE
102
08
72
6240
$26.22
$26.74
$27.27
WOUND CARE
ASSISTANT
ENDOSCOPY
ASSISTANT
MBR SRVC REP I
RMSC
MBR SRVC REP III
RSRCH & SUPPORT
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
Job
Title
3981
PATIENT ACCESS
REP, I-KSMC
3982
3983
1295
PATIENT ACCESS
REP, II-KSMC
PATIENT ACCESS
REP, III-KSMC
HEALTH RECORD
CLERK
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
01
01
0
0
$19.02
$19.40
$19.79
SN
01
02
6
520
$19.70
$20.09
$20.49
SN
01
03
12
1040
$20.38
$20.79
$21.21
SN
01
04
24
2080
$21.06
$21.48
$21.91
SN
01
05
36
3120
$21.76
$22.20
$22.64
SN
01
06
48
4160
$22.45
$22.90
$23.36
SN
01
07
60
5200
$23.14
$23.60
$24.07
SN
02
01
0
0
$20.24
$20.64
$21.05
SN
02
02
6
520
$21.04
$21.46
$21.89
SN
02
03
12
1040
$21.86
$22.30
$22.75
SN
02
04
24
2080
$22.68
$23.13
$23.59
SN
02
05
36
3120
$23.50
$23.97
$24.45
SN
02
06
48
4160
$24.32
$24.81
$25.31
SN
02
07
60
5200
$25.13
$25.63
$26.14
SN
03
01
0
0
$22.49
$22.94
$23.40
SN
03
02
6
520
$23.36
$23.83
$24.31
SN
03
03
12
1040
$24.24
$24.72
$25.21
SN
03
04
24
2080
$25.11
$25.61
$26.12
SN
03
05
36
3120
$26.00
$26.52
$27.05
SN
03
06
48
4160
$26.89
$27.43
$27.98
SN
03
07
60
5200
$27.77
$28.33
$28.90
SN
04
01
0
0
$16.07
$16.39
$16.72
SN
04
02
6
520
$16.38
$16.71
$17.04
SN
04
03
12
1040
$16.71
$17.04
$17.38
SN
04
04
24
2080
$17.36
$17.71
$18.06
SN
04
05
36
3120
$18.03
$18.39
$18.76
SN
04
06
48
4160
$18.74
$19.11
$19.49
SN
04
07
54
5200
$19.48
$19.87
$20.27
SEIU Local 49 - August 1, 2012 to June 30, 2016
89
Job
Code
Job
Title
0964
MED REC CLERK,
(OPD)
HEALTH RECORD
PURGE CLERK,
3799
3262
3263
DATA QLTY CON/
MED REC CLERK
MED REC LITIGATION CLERK
0298
SURGERY SCHED
3286
SURG SCED
SPECIALIST - MED
OFFICE
0951
90
MED REC SPECIALIST
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
05
01
0
0
$16.23
$16.55
$16.88
SN
05
02
6
520
$16.54
$16.87
$17.21
SN
05
03
12
1040
$16.84
$17.18
$17.52
SN
05
04
24
2080
$17.54
$17.89
$18.25
SN
05
05
36
3120
$18.18
$18.54
$18.91
SN
05
06
48
4160
$18.85
$19.23
$19.61
SN
05
07
54
5200
$19.47
$19.86
$20.26
SN
07
01
0
0
$18.04
$18.40
$18.77
SN
07
02
6
520
$18.79
$19.17
$19.55
SN
07
03
12
1040
$19.54
$19.93
$20.33
SN
07
04
24
2080
$20.29
$20.70
$21.11
SN
07
05
36
3120
$21.04
$21.46
$21.89
SN
07
06
48
4160
$21.81
$22.25
$22.70
SN
07
07
54
5200
$22.55
$23.00
$23.46
SN
08
01
0
0
$18.96
$19.34
$19.73
SN
08
02
6
520
$19.35
$19.74
$20.13
SN
08
03
12
1040
$19.75
$20.15
$20.55
SN
08
04
24
2080
$20.49
$20.90
$21.32
SN
08
05
36
3120
$21.27
$21.70
$22.13
SN
08
06
48
4160
$22.03
$22.47
$22.92
SN
08
07
54
5200
$22.77
$23.23
$23.69
SN
09
01
0
0
$19.73
$20.12
$20.52
SN
09
02
6
520
$20.07
$20.47
$20.88
SN
09
03
12
1040
$20.40
$20.81
$21.23
SN
09
04
24
2080
$21.12
$21.54
$21.97
SN
09
05
36
3120
$21.85
$22.29
$22.74
SN
09
06
48
4160
$22.61
$23.06
$23.52
SN
09
07
54
5200
$23.38
$23.85
$24.33
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
3458
3457
3928
0188
2637
3034
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
16
01
0
0
$17.64
$17.99
$18.35
SN
16
02
6
520
$18.14
$18.50
$18.87
SN
16
03
12
1040
$18.64
$19.01
$19.39
SN
16
04
18
1560
$19.14
$19.52
$19.91
SN
16
05
24
2080
$19.65
$20.04
$20.44
SN
16
06
30
2600
$20.15
$20.55
$20.96
SN
16
07
36
3120
$20.64
$21.05
$21.47
SN
16
08
42
3640
$21.14
$21.56
$21.99
SURG SCHED
COORDINATOR
SN
17
01
0
0
$20.58
$20.99
$21.41
AMBUL SVCS SURG
SCHED SPECIALIST
SN
17
02
6
520
$20.96
$21.38
$21.81
SN
17
03
12
1040
$21.37
$21.80
$22.24
SN
17
04
24
2080
$22.11
$22.55
$23.00
SN
17
05
36
3120
$22.85
$23.31
$23.78
SN
17
06
48
4160
$23.63
$24.10
$24.58
SN
17
07
54
5200
$24.39
$24.88
$25.38
SN
18
01
0
0
$16.43
$16.76
$17.10
SN
18
02
6
520
$16.89
$17.23
$17.57
SN
18
03
12
1040
$17.34
$17.69
$18.04
SN
18
04
18
1560
$17.81
$18.17
$18.53
SN
18
05
24
2080
$18.28
$18.65
$19.02
SN
18
06
30
2600
$18.75
$19.13
$19.51
SN
18
07
36
3120
$19.22
$19.60
$19.99
SN
18
08
42
3640
$19.69
$20.08
$20.48
SN
19
01
0
0
$15.56
$15.87
$16.19
SN
19
02
6
520
$15.98
$16.30
$16.63
SN
19
03
12
1040
$16.43
$16.76
$17.10
SN
19
04
18
1560
$16.86
$17.20
$17.54
SN
19
05
24
2080
$17.31
$17.66
$18.01
SN
19
06
30
2600
$17.76
$18.12
$18.48
SN
19
07
36
3120
$18.20
$18.56
$18.93
SN
19
08
42
3640
$18.64
$19.01
$19.39
SURG SCHED DATA
ENTRY CLERK
PURCHASING RECPT.
PATIENT ACCTNG
DEPT ASST.
THIRD PARTY LIABILITY ASST.
SEIU Local 49 - August 1, 2012 to June 30, 2016
91
Job
Code
1414
0415
Job
Title
WORKCOMP ASST.
DATA CONTROL
SPECIALIST
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
20
01
0
0
$16.46
$16.79
$17.13
SN
20
02
6
520
$16.92
$17.26
$17.61
SN
20
03
12
1040
$17.39
$17.74
$18.09
SN
20
04
18
1560
$17.86
$18.22
$18.58
SN
20
05
24
2080
$18.32
$18.69
$19.06
SN
20
06
30
2600
$18.80
$19.18
$19.56
SN
20
07
36
3120
$19.27
$19.66
$20.05
SN
20
08
42
3640
$19.72
$20.11
$20.51
SN
21
01
0
0
$16.92
$17.26
$17.61
SN
21
02
6
520
$17.40
$17.75
$18.11
SN
21
03
12
1040
$17.88
$18.24
$18.60
SN
21
04
18
1560
$18.37
$18.74
$19.11
SN
21
05
24
2080
$18.87
$19.25
$19.64
SN
21
06
30
2600
$19.34
$19.73
$20.12
SN
21
07
36
3120
$19.83
$20.23
$20.63
SN
21
08
42
3640
$20.32
$20.73
$21.14
0483
SPEC, A/P RESEARCH
SN
22
01
0
0
$19.60
$19.99
$20.39
3772
REP, PREREGISTRATION
SN
22
02
6
520
$20.22
$20.62
$21.03
PATIENT ACCOUNT
REP.
SN
22
03
12
1040
$20.84
$21.26
$21.69
CREDIT BALANCE
PBS SPEC.
SN
22
04
18
1560
$21.44
$21.87
$22.31
SN
22
05
24
2080
$22.05
$22.49
$22.94
SN
22
06
30
2600
$22.66
$23.11
$23.57
SN
22
07
36
3120
$23.28
$23.75
$24.23
SN
22
08
42
3640
$23.89
$24.37
$24.86
0438
3095
0444
92
INSURANCE BILLING
SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
0481
3558
2414
3395
3793
3076
3078
Job
Title
Scale
Grade
Step
Months
Hours
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
SR RESEARCH
ANLST/ ADTR
AUDITOR, CODING
II - NON CERT
SN
23
01
0
0
$21.30
$21.73
$22.16
SN
23
02
6
520
$21.97
$22.41
$22.86
COLLECTOR,
PATIENT ACCTS
SN
23
03
12
1040
$22.63
$23.08
$23.54
SN
23
04
18
1560
$23.31
$23.78
$24.26
SN
23
05
24
2080
$23.98
$24.46
$24.95
SN
23
06
30
2600
$24.64
$25.13
$25.63
SN
23
07
36
3120
$25.31
$25.82
$26.34
SN
23
08
42
3640
$25.97
$26.49
$27.02
SN
24
01
0
0
$21.73
$22.16
$22.60
SN
24
02
6
520
$22.39
$22.84
$23.30
SN
24
03
12
1040
$23.07
$23.53
$24.00
SN
24
04
18
1560
$23.75
$24.23
$24.71
SN
24
05
24
2080
$24.44
$24.93
$25.43
SN
24
06
30
2600
$25.12
$25.62
$26.13
SN
24
07
36
3120
$25.80
$26.32
$26.85
SN
24
08
42
3640
$26.48
$27.01
$27.55
SN
25
01
0
0
$23.13
$23.59
$24.06
SN
25
02
6
520
$23.91
$24.39
$24.88
SN
25
03
12
1040
$24.71
$25.20
$25.70
SN
25
04
18
1560
$25.49
$26.00
$26.52
SN
25
05
24
2080
$26.29
$26.82
$27.36
SN
25
06
30
2600
$27.06
$27.60
$28.15
SN
25
07
36
3120
$27.86
$28.42
$28.99
SN
25
08
42
3640
$28.64
$29.21
$29.79
LIASON, THIRD
PARTY LIABILITY
LAB BILLING SPEC.
ADMIN/
AUDTR,VENDOR
COMPLIANCE
PBS QUALITY CONTROL SYST SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
93
Job
Code
3442
0993
2421
2463
0214
94
Job
Title
AUDITOR, CODING
SR
WORKERS COMP CLAIMS SPEC.
WORKERS COMPBILLING SPEC.
AUDITOR, CODING
II - CERT
BUYER, JR
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
26
01
0
0
$23.81
$24.29
$24.78
SN
26
02
6
520
$24.62
$25.11
$25.61
SN
26
03
12
1040
$25.43
$25.94
$26.46
SN
26
04
18
1560
$26.24
$26.76
$27.30
SN
26
05
24
2080
$27.06
$27.60
$28.15
SN
26
06
30
2600
$27.86
$28.42
$28.99
SN
26
07
36
3120
$28.68
$29.25
$29.84
SN
26
08
42
3640
$29.49
$30.08
$30.68
SN
28
01
0
0
$20.19
$20.59
$21.00
SN
28
02
6
520
$20.81
$21.23
$21.65
SN
28
03
12
1040
$21.45
$21.88
$22.32
SN
28
04
18
1560
$22.12
$22.56
$23.01
SN
28
05
24
2080
$22.82
$23.28
$23.75
SN
28
06
30
2600
$23.51
$23.98
$24.46
SN
28
07
36
3120
$24.25
$24.74
$25.23
SN
28
08
42
3640
$25.03
$25.53
$26.04
SN
29
01
0
0
$22.61
$23.06
$23.52
SN
29
02
6
520
$23.26
$23.73
$24.20
SN
29
03
12
1040
$23.93
$24.41
$24.90
SN
29
04
18
1560
$24.60
$25.09
$25.59
SN
29
05
24
2080
$25.31
$25.82
$26.34
SN
29
06
30
2600
$26.02
$26.54
$27.07
SN
29
07
36
3120
$26.75
$27.29
$27.84
SN
29
08
42
3640
$27.96
$28.52
$29.09
SN
30
01
0
0
$21.60
$22.03
$22.47
SN
30
02
6
520
$22.28
$22.73
$23.18
SN
30
03
12
1040
$23.19
$23.65
$24.12
SN
30
04
18
1560
$23.63
$24.10
$24.58
SN
30
05
24
2080
$24.31
$24.80
$25.30
SN
30
06
30
2600
$24.97
$25.47
$25.98
SN
30
07
36
3120
$25.65
$26.16
$26.68
SN
30
08
42
3640
$26.33
$26.86
$27.40
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
Job
Title
3654
BED CONTROL
COORDINATOR
3943
0867
3941
4404
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
32
01
0
0
$20.39
$20.80
$21.22
SN
32
02
6
520
$21.03
$21.45
$21.88
SN
32
03
12
1040
$21.66
$22.09
$22.53
SN
32
04
18
1560
$22.31
$22.76
$23.22
SN
32
05
24
2080
$22.95
$23.41
$23.88
SN
32
06
30
2600
$23.59
$24.06
$24.54
SN
32
07
36
3120
$24.23
$24.71
$25.20
SN
32
08
42
3640
$24.87
$25.37
$25.88
SN
35
01
0
0
$22.25
$22.70
$23.15
SN
35
02
6
520
$23.06
$23.52
$23.99
SN
35
03
12
1040
$23.88
$24.36
$24.85
SN
35
04
24
2080
$24.69
$25.18
$25.68
SN
35
05
36
3120
$25.50
$26.01
$26.53
SN
35
06
48
4160
$26.32
$26.85
$27.39
SN
35
07
60
5200
$27.12
$27.66
$28.21
SN
35
08
72
6240
$27.96
$28.52
$29.09
SN
36
01
0
0
$20.51
$20.92
$21.34
SN
36
02
6
520
$21.14
$21.56
$21.99
SN
36
03
12
1040
$21.78
$22.22
$22.66
SN
36
04
24
2080
$22.43
$22.88
$23.34
SN
36
05
36
3120
$23.06
$23.52
$23.99
SN
36
06
48
4160
$23.70
$24.17
$24.65
SN
36
07
60
5200
$24.35
$24.84
$25.34
SN
36
08
72
6240
$25.00
$25.50
$26.01
QLTY DATA ENTRY
CLERK
SN
37
01
0
0
$17.48
$17.83
$18.19
MED STAFF
CREDENTIALS ASST.
SN
37
02
6
520
$18.28
$18.65
$19.02
SN
37
03
12
1040
$19.07
$19.45
$19.84
SN
37
04
24
2080
$19.87
$20.27
$20.68
SN
37
05
36
3120
$20.67
$21.08
$21.50
SN
37
06
48
4160
$21.46
$21.89
$22.33
SN
37
07
60
5200
$22.26
$22.71
$23.16
SN
37
08
72
6240
$23.06
$23.52
$23.99
MED STAFF CREDSEIU SPEC.
QLTY MGMT RPTS
SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
95
Job
Code
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
38
01
0
0
$19.61
$20.00
$20.40
SN
38
02
6
520
$20.55
$20.96
$21.38
SN
38
03
12
1040
$21.51
$21.94
$22.38
SN
38
04
24
2080
$22.45
$22.90
$23.36
SN
38
05
36
3120
$23.41
$23.88
$24.36
SN
38
06
48
4160
$24.35
$24.84
$25.34
SN
38
07
60
5200
$25.31
$25.82
$26.34
SN
38
08
72
6240
$26.29
$26.82
$27.36
SN
39
01
0
0
$17.60
$17.95
$18.31
SN
39
02
6
520
$18.17
$18.53
$18.90
SN
39
03
12
1040
$18.74
$19.11
$19.49
SN
39
04
24
2080
$19.30
$19.69
$20.08
SN
39
05
36
3120
$19.87
$20.27
$20.68
SN
39
06
48
4160
$20.44
$20.85
$21.27
SN
39
07
60
5200
$21.01
$21.43
$21.86
SN
39
08
72
6240
$21.61
$22.04
$22.48
SN
40
01
0
0
$20.46
$20.87
$21.29
SN
40
02
6
520
$21.26
$21.69
$22.12
SN
40
03
12
1040
$22.05
$22.49
$22.94
SN
40
04
24
2080
$22.85
$23.31
$23.78
SN
40
05
36
3120
$23.65
$24.12
$24.60
SN
40
06
48
4160
$24.46
$24.95
$25.45
SN
40
07
60
5200
$25.28
$25.79
$26.31
SN
41
01
0
0
$20.19
$20.59
$21.00
PROVIDER ENROLL
SPEC.
SN
41
02
6
520
$20.82
$21.24
$21.66
4084
PAT ACCT CS
SN
41
03
12
1040
$21.44
$21.87
$22.31
4085
MED FIN ASST REP.
SN
41
04
18
1560
$22.07
$22.51
$22.96
SN
41
05
24
2080
$22.70
$23.15
$23.61
SN
41
06
30
2600
$23.33
$23.80
$24.28
SN
41
07
36
3120
$23.96
$24.44
$24.93
SN
41
08
42
3640
$24.60
$25.09
$25.59
3942
0813
3984
4082
4083
96
Job
Title
ASST, ADMIN III-SEIU
DATA MGMT ASST.
BED CONTROL
COORD. KSMC
INSURANCE BILL
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
4086
4087
4088
4089
4094
0147
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
CREDIT BALANCE
SPEC.
SN
42
01
0
0
$20.78
$21.20
$21.62
REFUND SPEC.
SN
42
02
6
520
$21.42
$21.85
$22.29
SN
42
03
12
1040
$22.07
$22.51
$22.96
SN
42
04
18
1560
$22.72
$23.17
$23.63
SN
42
05
24
2080
$23.37
$23.84
$24.32
SN
42
06
30
2600
$24.02
$24.50
$24.99
SN
42
07
36
3120
$24.66
$25.15
$25.65
SN
42
08
42
3640
$25.32
$25.83
$26.35
SN
43
01
0
0
$21.41
$21.84
$22.28
SN
43
02
6
520
$22.08
$22.52
$22.97
SN
43
03
12
1040
$22.76
$23.22
$23.68
SN
43
04
18
1560
$23.42
$23.89
$24.37
SN
43
05
24
2080
$24.09
$24.57
$25.06
SN
43
06
30
2600
$24.77
$25.27
$25.78
SN
43
07
36
3120
$25.44
$25.95
$26.47
SN
43
08
42
3640
$26.10
$26.62
$27.15
SN
44
01
0
0
$19.75
$20.15
$20.55
SN
44
02
6
520
$20.31
$20.72
$21.13
SN
44
03
12
1040
$20.87
$21.29
$21.72
SN
44
04
18
1560
$21.43
$21.86
$22.30
SN
44
05
24
2080
$21.99
$22.43
$22.88
SN
44
06
30
2600
$22.57
$23.02
$23.48
SN
44
07
36
3120
$23.14
$23.60
$24.07
SN
44
08
42
3640
$23.72
$24.19
$24.67
SN
45
01
0
0
$21.82
$22.26
$22.71
SN
45
02
6
520
$22.22
$22.66
$23.11
SN
45
03
12
1040
$22.62
$23.07
$23.53
SN
45
04
24
2080
$23.47
$23.94
$24.42
SN
45
05
36
3120
$24.34
$24.83
$25.33
SN
45
06
48
4160
$25.23
$25.73
$26.24
SN
45
07
60
5200
$26.18
$26.70
$27.23
LIAISON, PFS
VENDOR
PAT ACCT
COLLECTOR
LIAISON, DATA
CONTROL ACCT
OUTPATIENT STAFF
SCHEDULER
SEIU Local 49 - August 1, 2012 to June 30, 2016
97
Job
Code
0328
0764
3236
4013
3057
3850
0962
98
Job
Title
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
AMBULATORY
CLINICIAN SCHED.
SN
46
01
0
0
$21.82
$22.26
$22.71
STAFF SCHEDULING
SPEC.
SN
46
02
6
520
$22.22
$22.66
$23.11
AMBULATORY BACK
SCHED.
SN
46
03
12
1040
$22.62
$23.07
$23.53
INPT CLINICIAN/
NWP PAYR SCHED.
SN
46
04
24
2080
$23.47
$23.94
$24.42
SN
46
05
36
3120
$24.34
$24.83
$25.33
SN
46
06
48
4160
$25.23
$25.73
$26.24
SN
46
07
60
5200
$26.18
$26.70
$27.23
SN
48
01
0
0
$14.48
$14.77
$15.07
SN
48
02
6
520
$14.88
$15.18
$15.48
SN
48
03
12
1040
$15.29
$15.60
$15.91
SN
48
04
18
1560
$15.69
$16.00
$16.32
SN
48
05
24
2080
$16.10
$16.42
$16.75
SN
48
06
30
2600
$16.50
$16.83
$17.17
SN
48
07
36
3120
$16.92
$17.26
$17.61
SN
48
08
42
3640
$17.33
$17.68
$18.03
SN
49
01
0
0
$17.00
$17.34
$17.69
SN
49
02
6
520
$17.48
$17.83
$18.19
SN
49
03
12
1040
$17.96
$18.32
$18.69
SN
49
04
18
1560
$18.45
$18.82
$19.20
SN
49
05
24
2080
$18.93
$19.31
$19.70
SN
49
06
30
2600
$19.41
$19.80
$20.20
SN
49
07
36
3120
$19.90
$20.30
$20.71
SN
49
08
42
3640
$20.37
$20.78
$21.20
SN
50
01
0
0
$19.99
$20.39
$20.80
SN
50
02
6
520
$20.61
$21.02
$21.44
SN
50
03
12
1040
$21.24
$21.66
$22.09
SN
50
04
18
1560
$21.88
$22.32
$22.77
SN
50
05
24
2080
$22.48
$22.93
$23.39
SN
50
06
30
2600
$23.11
$23.57
$24.04
SN
50
07
36
3120
$23.75
$24.23
$24.71
SN
50
08
42
3640
$24.38
$24.87
$25.37
STAFFING OFFICE
ASST.
PRIM SOURCE
VERIFICATION SPEC.
STAFF-CONT CARE
SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
2416
1290
2239
1288
Job
Title
SURGERY II SCHED.
HEALTH RECORD
FLOATER
HLTH REC IMAGING
SPEC.
INFO-HLTH REC
SPEC.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
53
01
0
0
$22.21
$22.65
$23.10
SN
53
02
6
520
$22.58
$23.03
$23.49
SN
53
03
12
1040
$22.99
$23.45
$23.92
SN
53
04
24
2080
$23.73
$24.20
$24.68
SN
53
05
36
3120
$24.50
$24.99
$25.49
SN
53
06
48
4160
$25.22
$25.72
$26.23
SN
53
07
60
5200
$26.01
$26.53
$27.06
SN
54
01
0
0
$17.73
$18.08
$18.44
SN
54
02
6
520
$18.03
$18.39
$18.76
SN
54
03
12
1040
$18.35
$18.72
$19.09
SN
54
04
24
2080
$19.00
$19.38
$19.77
SN
54
05
36
3120
$19.65
$20.04
$20.44
SN
54
06
48
4160
$20.35
$20.76
$21.18
SN
54
07
60
5200
$21.04
$21.46
$21.89
SN
55
01
0
0
$16.88
$17.22
$17.56
SN
55
02
6
520
$17.20
$17.54
$17.89
SN
55
03
12
1040
$17.54
$17.89
$18.25
SN
55
04
24
2080
$18.24
$18.60
$18.97
SN
55
05
36
3120
$18.95
$19.33
$19.72
SN
55
06
48
4160
$19.70
$20.09
$20.49
SN
55
07
60
5200
$20.47
$20.88
$21.30
SN
56
01
0
0
$17.53
$17.88
$18.24
SN
56
02
6
520
$17.93
$18.29
$18.66
SN
56
03
12
1040
$18.33
$18.70
$19.07
SN
56
04
24
2080
$19.16
$19.54
$19.93
SN
56
05
36
3120
$20.01
$20.41
$20.82
SN
56
06
48
4160
$20.93
$21.35
$21.78
SN
56
07
60
5200
$21.89
$22.33
$22.78
SEIU Local 49 - August 1, 2012 to June 30, 2016
99
Job
Code
1289
4081
2385
1403
100
Job
Title
DATA QUALITY SPEC.
PAYMENT POSTING
SPEC.
MEDICAL (A)
TRANSCRIPTIONIST
MED
TRANSCRIPTION I
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
57
01
0
0
$19.73
$20.12
$20.52
SN
57
02
6
520
$20.07
$20.47
$20.88
SN
57
03
12
1040
$20.40
$20.81
$21.23
SN
57
04
24
2080
$21.12
$21.54
$21.97
SN
57
05
36
3120
$21.85
$22.29
$22.74
SN
57
06
48
4160
$22.61
$23.06
$23.52
SN
57
07
60
5200
$23.38
$23.85
$24.33
SN
58
01
0
0
$18.99
$19.37
$19.76
SN
58
02
6
520
$19.80
$20.20
$20.60
SN
58
03
12
1040
$20.59
$21.00
$21.42
SN
58
04
18
1560
$21.40
$21.83
$22.27
SN
58
05
24
2080
$22.20
$22.64
$23.09
SN
58
06
30
2600
$23.00
$23.46
$23.93
SN
58
07
36
3120
$23.80
$24.28
$24.77
SN
58
08
42
3640
$24.60
$25.09
$25.59
SN
59
01
0
0
$17.61
$17.96
$18.32
SN
59
02
6
520
$18.12
$18.48
$18.85
SN
59
03
12
1040
$18.62
$18.99
$19.37
SN
59
04
18
1560
$19.14
$19.52
$19.91
SN
59
05
24
2080
$19.61
$20.00
$20.40
SN
59
06
30
2600
$20.10
$20.50
$20.91
SN
59
07
36
3120
$20.62
$21.03
$21.45
SN
59
08
42
3640
$21.12
$21.54
$21.97
SN
60
01
0
0
$18.72
$19.09
$19.47
SN
60
02
6
520
$19.25
$19.64
$20.03
SN
60
03
12
1040
$19.79
$20.19
$20.59
SN
60
04
18
1560
$20.32
$20.73
$21.14
SN
60
05
24
2080
$20.84
$21.26
$21.69
SN
60
06
30
2600
$21.39
$21.82
$22.26
SN
60
07
36
3120
$21.90
$22.34
$22.79
SN
60
08
42
3640
$22.42
$22.87
$23.33
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
0229
1292
2075
2801
1404
0442
Job
Title
MED TRANSCRIPT II
TRANSCRIPTION
SUP SVC CLERK
TRANSCRIPTION
CLERK
TRANSCRIPTION
DATA TECH.
TRANSCRIPT, MED,
III
PROJECT-EXP CARE
ASST.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
61
01
0
0
$20.12
$20.52
$20.93
SN
61
02
6
520
$20.76
$21.18
$21.60
SN
61
03
12
1040
$21.40
$21.83
$22.27
SN
61
04
18
1560
$22.02
$22.46
$22.91
SN
61
05
24
2080
$22.66
$23.11
$23.57
SN
61
06
30
2600
$23.29
$23.76
$24.24
SN
61
07
36
3120
$23.91
$24.39
$24.88
SN
61
08
42
3640
$24.55
$25.04
$25.54
SN
64
01
0
0
$15.90
$16.22
$16.54
SN
64
02
6
520
$16.36
$16.69
$17.02
SN
64
03
12
1040
$16.81
$17.15
$17.49
SN
64
04
18
1560
$17.25
$17.60
$17.95
SN
64
05
24
2080
$17.70
$18.05
$18.41
SN
64
06
30
2600
$18.16
$18.52
$18.89
SN
64
07
36
3120
$18.62
$18.99
$19.37
SN
64
08
42
3640
$19.07
$19.45
$19.84
SN
65
01
0
0
$21.22
$21.64
$22.07
SN
65
02
6
520
$21.88
$22.32
$22.77
SN
65
03
12
1040
$22.54
$22.99
$23.45
SN
65
04
18
1560
$23.19
$23.65
$24.12
SN
65
05
24
2080
$23.87
$24.35
$24.84
SN
65
06
30
2600
$24.54
$25.03
$25.53
SN
65
07
36
3120
$25.20
$25.70
$26.21
SN
65
08
42
3640
$25.87
$26.39
$26.92
SN
66
01
0
0
$20.64
$21.05
$21.47
SN
66
02
6
520
$21.31
$21.74
$22.17
SN
66
03
12
1040
$21.94
$22.38
$22.83
SN
66
04
18
1560
$22.59
$23.04
$23.50
SN
66
05
24
2080
$23.25
$23.72
$24.19
SN
66
06
30
2600
$23.90
$24.38
$24.87
SN
66
07
36
3120
$24.54
$25.03
$25.53
SN
66
08
42
3640
$25.20
$25.70
$26.21
SEIU Local 49 - August 1, 2012 to June 30, 2016
101
Job
Code
Job
Title
1030
REG LAB GLASSWARE SPEC.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
67
01
0
0
$14.55
$14.84
$15.14
SN
67
02
6
520
$15.00
$15.30
$15.61
SN
67
03
12
1040
$15.46
$15.77
$16.09
SN
67
04
18
1560
$15.92
$16.24
$16.56
SN
67
05
24
2080
$16.37
$16.70
$17.03
SN
67
06
30
2600
$16.83
$17.17
$17.51
SN
67
07
36
3120
$17.29
$17.64
$17.99
SN
67
08
42
3640
$17.74
$18.09
$18.45
0538
RECEPTIONIST, CHR
SN
68
01
0
0
$16.93
$17.27
$17.62
0948
OFFICE-CCS ASST.
SN
68
02
6
520
$17.40
$17.75
$18.11
SN
68
03
12
1040
$17.89
$18.25
$18.62
SN
68
04
18
1560
$18.36
$18.73
$19.10
SN
68
05
24
2080
$18.86
$19.24
$19.62
SN
68
06
30
2600
$19.34
$19.73
$20.12
SN
68
07
36
3120
$19.81
$20.21
$20.61
SN
68
08
42
3640
$20.28
$20.69
$21.10
SN
69
01
0
0
$17.06
$17.40
$17.75
SN
69
02
6
520
$17.55
$17.90
$18.26
SN
69
03
12
1040
$18.03
$18.39
$18.76
SN
69
04
18
1560
$18.52
$18.89
$19.27
SN
69
05
24
2080
$19.02
$19.40
$19.79
SN
69
06
30
2600
$19.51
$19.90
$20.30
SN
69
07
36
3120
$19.99
$20.39
$20.80
SN
69
08
42
3640
$20.48
$20.89
$21.31
SN
70
01
0
0
$16.43
$16.76
$17.10
SN
70
02
6
520
$16.89
$17.23
$17.57
SN
70
03
12
1040
$17.37
$17.72
$18.07
SN
70
04
18
1560
$17.83
$18.19
$18.55
SN
70
05
24
2080
$18.30
$18.67
$19.04
SN
70
06
30
2600
$18.78
$19.16
$19.54
SN
70
07
36
3120
$19.24
$19.62
$20.01
SN
70
08
42
3640
$19.70
$20.09
$20.49
0673
0676
102
COMMUNICATIONS
OPR-SR RECPT.
OFFICE SVCS CLERK
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
0808
3338
3466
0130
Job
Title
MATERIALS/PROJECTS ASST.
AUDITOR, CODING
II - SEIU
EMERGENCY DEPT
TECH.
MSD SUPPLY SPEC.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
73
01
0
0
$17.06
$17.40
$17.75
SN
73
02
6
520
$17.64
$17.99
$18.35
SN
73
03
12
1040
$18.21
$18.57
$18.94
SN
73
04
24
2080
$18.78
$19.16
$19.54
SN
73
05
36
3120
$19.35
$19.74
$20.13
SN
73
06
48
4160
$19.92
$20.32
$20.73
SN
73
07
54
5200
$20.50
$20.91
$21.33
SN
74
01
0
0
$21.08
$21.50
$21.93
SN
74
02
6
520
$21.75
$22.19
$22.63
SN
74
03
12
1040
$22.40
$22.85
$23.31
SN
74
04
18
1560
$23.06
$23.52
$23.99
SN
74
05
24
2080
$23.72
$24.19
$24.67
SN
74
06
30
2600
$24.38
$24.87
$25.37
SN
74
07
36
3120
$25.04
$25.54
$26.05
SN
74
08
42
3640
$25.70
$26.21
$26.73
SN
75
01
0
0
$18.30
$18.67
$19.04
SN
75
02
6
520
$18.85
$19.23
$19.61
SN
75
03
12
1040
$19.40
$19.79
$20.19
SN
75
04
18
1560
$19.99
$20.39
$20.80
SN
75
05
24
2080
$20.58
$20.99
$21.41
SN
75
06
30
2600
$21.20
$21.62
$22.05
SN
75
07
36
3120
$21.83
$22.27
$22.72
SN
75
08
42
3640
$22.49
$22.94
$23.40
SN
77
01
0
0
$18.97
$19.35
$19.74
SN
77
02
6
520
$19.53
$19.92
$20.32
SN
77
03
12
1040
$20.05
$20.45
$20.86
SN
77
04
18
1560
$20.58
$20.99
$21.41
SN
77
05
24
2080
$21.14
$21.56
$21.99
SN
77
06
30
2600
$21.66
$22.09
$22.53
SN
77
07
36
3120
$22.23
$22.67
$23.12
SN
77
08
42
3640
$22.76
$23.22
$23.68
SEIU Local 49 - August 1, 2012 to June 30, 2016
103
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Job
Code
Job
Title
Scale
Grade
Step
Months
Hours
0196
BINDERY TECH.
SN
78
01
0
0
$14.83
$15.13
$15.43
SN
78
02
6
520
$15.24
$15.54
$15.85
SN
78
03
12
1040
$15.66
$15.97
$16.29
SN
78
04
18
1560
$16.08
$16.40
$16.73
SN
78
05
24
2080
$16.50
$16.83
$17.17
SN
78
06
30
2600
$16.92
$17.26
$17.61
SN
78
07
36
3120
$17.34
$17.69
$18.04
SN
78
08
42
3640
$17.77
$18.13
$18.49
SN
79
01
0
0
$16.02
$16.34
$16.67
SN
79
02
6
520
$16.47
$16.80
$17.14
SN
79
03
12
1040
$16.93
$17.27
$17.62
SN
79
04
18
1560
$17.38
$17.73
$18.08
SN
79
05
24
2080
$17.84
$18.20
$18.56
SN
79
06
30
2600
$18.29
$18.66
$19.03
SN
79
07
36
3120
$18.75
$19.13
$19.51
SN
79
08
42
3640
$19.21
$19.59
$19.98
SN
80
01
0
0
$16.33
$16.66
$16.99
SN
80
02
6
520
$16.78
$17.12
$17.46
SN
80
03
12
1040
$17.24
$17.58
$17.93
SN
80
04
18
1560
$17.70
$18.05
$18.41
SN
80
05
24
2080
$18.17
$18.53
$18.90
SN
80
06
30
2600
$18.64
$19.01
$19.39
SN
80
07
36
3120
$19.10
$19.48
$19.87
SN
80
08
42
3640
$19.57
$19.96
$20.36
SN
81
01
0
0
$16.60
$16.93
$17.27
SN
81
02
6
520
$17.06
$17.40
$17.75
SN
81
03
12
1040
$17.53
$17.88
$18.24
SN
81
04
18
1560
$18.00
$18.36
$18.73
SN
81
05
24
2080
$18.48
$18.85
$19.23
SN
81
06
30
2600
$18.96
$19.34
$19.73
SN
81
07
36
3120
$19.44
$19.83
$20.23
SN
81
08
42
3640
$19.92
$20.32
$20.73
2201
2396
3761
104
MAIL CENTER SPEC,
II
BINDERY SR
BINDERY TECH.
WORDS/GRAPHICS
SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
Job
Code
2828
3760
0194
2908
Job
Title
CUST SVC-MAIL CTR
COORD.
SR DSKTP PUBL
TECH, SEIU
SR PRESS OPER.
LARGE PRESS OPER.
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
82
01
0
0
$16.85
$17.19
$17.53
SN
82
02
6
520
$17.33
$17.68
$18.03
SN
82
03
12
1040
$17.81
$18.17
$18.53
SN
82
04
18
1560
$18.29
$18.66
$19.03
SN
82
05
24
2080
$18.77
$19.15
$19.53
SN
82
06
30
2600
$19.26
$19.65
$20.04
SN
82
07
36
3120
$19.75
$20.15
$20.55
SN
82
08
42
3640
$20.24
$20.64
$21.05
SN
83
01
0
0
$19.24
$19.62
$20.01
SN
83
02
6
520
$19.92
$20.32
$20.73
SN
83
03
12
1040
$20.52
$20.93
$21.35
SN
83
04
18
1560
$21.10
$21.52
$21.95
SN
83
05
24
2080
$21.70
$22.13
$22.57
SN
83
06
30
2600
$22.29
$22.74
$23.19
SN
83
07
36
3120
$22.87
$23.33
$23.80
SN
83
08
42
3640
$23.46
$23.93
$24.41
SN
84
01
0
0
$19.39
$19.78
$20.18
SN
84
02
6
520
$20.00
$20.40
$20.81
SN
84
03
12
1040
$20.62
$21.03
$21.45
SN
84
04
18
1560
$21.25
$21.68
$22.11
SN
84
05
24
2080
$21.87
$22.31
$22.76
SN
84
06
30
2600
$22.48
$22.93
$23.39
SN
84
07
36
3120
$23.10
$23.56
$24.03
SN
84
08
42
3640
$23.73
$24.20
$24.68
SN
85
01
0
0
$21.10
$21.52
$21.95
SN
85
02
6
520
$21.77
$22.21
$22.65
SN
85
03
12
1040
$22.44
$22.89
$23.35
SN
85
04
18
1560
$23.10
$23.56
$24.03
SN
85
05
24
2080
$23.78
$24.26
$24.75
SN
85
06
30
2600
$24.44
$24.93
$25.43
SN
85
07
36
3120
$25.12
$25.62
$26.13
SN
85
08
42
3640
$25.79
$26.31
$26.84
SEIU Local 49 - August 1, 2012 to June 30, 2016
105
Job
Code
2436
3810
3781
0182
106
Job
Title
AUDITOR, CODING I
CODING SUPPORT
COORD.
FOOD/NUTRITION
SYSTEM COORD.
DATA ANALYST I
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
SN
86
01
0
0
$21.06
$21.48
$21.91
SN
86
02
6
520
$21.74
$22.17
$22.61
SN
86
03
12
1040
$22.40
$22.85
$23.31
SN
86
04
18
1560
$23.07
$23.53
$24.00
SN
86
05
24
2080
$23.75
$24.23
$24.71
SN
86
06
30
2600
$24.41
$24.90
$25.40
SN
86
07
36
3120
$25.07
$25.57
$26.08
SN
86
08
42
3640
$25.74
$26.25
$26.78
SN
88
01
0
0
$20.50
$20.91
$21.33
SN
88
02
6
520
$21.00
$21.42
$21.85
SN
88
03
12
1040
$21.49
$21.92
$22.36
SN
88
04
18
1560
$21.99
$22.43
$22.88
SN
88
05
24
2080
$22.50
$22.95
$23.41
SN
88
06
30
2600
$23.00
$23.46
$23.93
SN
88
07
36
3120
$23.50
$23.97
$24.45
SN
88
08
42
3640
$24.01
$24.49
$24.98
SN
89
01
0
0
$18.87
$19.25
$19.64
SN
89
02
6
520
$19.45
$19.84
$20.24
SN
89
03
12
1040
$20.05
$20.45
$20.86
SN
89
04
18
1560
$20.63
$21.04
$21.46
SN
89
05
24
2080
$21.22
$21.64
$22.07
SN
89
06
30
2600
$21.82
$22.26
$22.71
SN
89
07
36
3120
$22.40
$22.85
$23.31
SN
89
08
42
3640
$23.00
$23.46
$23.93
SN
90
01
0
0
$18.28
$18.65
$19.02
SN
90
02
6
520
$18.80
$19.18
$19.56
SN
90
03
12
1040
$19.33
$19.72
$20.11
SN
90
04
18
1560
$19.85
$20.25
$20.66
SN
90
05
24
2080
$20.37
$20.78
$21.20
SN
90
06
30
2600
$20.90
$21.32
$21.75
SN
90
07
36
3120
$21.42
$21.85
$22.29
SN
90
08
42
3640
$21.94
$22.38
$22.83
SEIU Local 49 - August 1, 2012 to June 30, 2016
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Job
Code
Job
Title
Scale
Grade
Step
Months
Hours
3036
DATA ANALYST II
SN
91
01
0
0
$19.59
$19.98
$20.38
SN
91
02
6
520
$20.22
$20.62
$21.03
SN
91
03
12
1040
$20.83
$21.25
$21.68
SN
91
04
18
1560
$21.44
$21.87
$22.31
SN
91
05
24
2080
$22.05
$22.49
$22.94
SN
91
06
30
2600
$22.66
$23.11
$23.57
SN
91
07
36
3120
$23.29
$23.76
$24.24
SN
91
08
42
3640
$23.91
$24.39
$24.88
SN
93
01
0
0
$19.83
$20.23
$20.63
SN
93
02
6
520
$20.39
$20.80
$21.22
SN
93
03
12
1040
$20.94
$21.36
$21.79
SN
93
04
24
2080
$21.51
$21.94
$22.38
SN
93
05
36
3120
$22.05
$22.49
$22.94
SN
93
06
48
4160
$22.60
$23.05
$23.51
SN
93
07
60
5200
$23.15
$23.61
$24.08
SN
98
01
0
0
$15.63
$15.94
$16.26
SN
98
02
6
520
$16.07
$16.39
$16.72
SN
98
03
12
1040
$16.50
$16.83
$17.17
SN
98
04
18
1560
$16.95
$17.29
$17.64
SN
98
05
24
2080
$17.39
$17.74
$18.09
SN
98
06
30
2600
$17.84
$18.20
$18.56
SN
98
07
36
3120
$18.28
$18.65
$19.02
SN
98
08
42
3640
$18.73
$19.10
$19.48
SN
99
01
0
0
$17.10
$17.44
$17.79
SN
99
02
6
520
$17.57
$17.92
$18.28
SN
99
03
12
1040
$18.06
$18.42
$18.79
SN
99
04
18
1560
$18.55
$18.92
$19.30
SN
99
05
24
2080
$19.04
$19.42
$19.81
SN
99
06
30
2600
$19.52
$19.91
$20.31
SN
99
07
36
3120
$20.02
$20.42
$20.83
SN
99
08
42
3640
$20.52
$20.93
$21.35
3858
4079
4080
TECH, CSP II
Certified
PAT FINANC SVCS
ASST.
CHRG ENTRY DATA
CTL SPEC.
SEIU Local 49 - August 1, 2012 to June 30, 2016
107
Job
Code
Job
Title
0098
2%
2%
2%
October
October
Oct.
Oct.
Oct.
2012
2012 2014
2012
2013
Scale
Grade
Step
Months
Hours
INPAT ADMIN
STAFFING SPEC.
SN
100
01
0
0
$21.82
$22.26
$22.71
3128
PAYROLL/TIME SPEC
SN
100
02
6
520
$22.22
$22.66
$23.11
1428
STAFFING COORD,
HH
SN
100
03
12
1040
$22.62
$23.07
$23.53
SN
100
04
24
2080
$23.47
$23.94
$24.42
SN
100
05
36
3120
$24.34
$24.83
$25.33
SN
100
06
48
4160
$25.23
$25.73
$26.24
108
SEIU Local 49 - August 1, 2012 to June 30, 2016
2012
N AT I O N A L
AGREEMENT
+++
KAISER PERMANENTE
THE COALITION OF KAISER PERMANENTE UNIONS
NATIONAL AGREEMENT
KAISER PERMANENTE
THE COALITION OF KAISER PERMANENTE UNIONS
October 1, 2012
NATIONAL AGREEMENT
KAISER PERMANENTE – THE COALITION OF KAISER PERMANENTE UNIONS
October 1, 2012
CONTENTS
NATIONAL AGREEMENT: INTRODUCTION............................................................................1
NATIONAL AGREEMENT: INTRODUCTION
SECTION 1: PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP
A. Commitment to Partnership
B. Partnership Governance and Structure
1. Partnership Structures
a. Integration
b. Unit-Based Teams
c. Joint Accountability
2. Governing Bodies
3. Joint Partnership Trust
C. Organizational Performance
1. Performance Improvement
a. Successful Practices
b. Flexibility
2. Service Quality
a. Leadership Commitment and Service Behavior
b. Systems and Processes
c. Environment
3. Attendance
a.Philosophy
b. Sponsorship and Accountability
c. Time-Off Benefit Enhancement
d. Implementation
e. Integrated Disability Management
f. Attendance Intervention Model
g. Staffing and Backfill (Planned Replacement)
4. Scope of Practice
5. Joint Marketing and Growth
a. CKPU Growth
D. Workforce Development
1. Taft-Hartley Trusts
a. Funding
b. Governance
2. Structure
a. Workforce Development Coordination and
Implementation Structure
b. National Workforce Development Team (National Team)
1
c. Regional Workforce Development Teams (Regional Teams)
d. Facility Workforce Development Teams (Facility Teams)
3. Joint Workforce Development
a. Workforce Planning
b. Career Development
c. Education and Training
d. Retention and Recruitment
E. Education and Training
1. Principles
2. Types of Training
3. Steward Education, Training and Development
4. Integrated Approach to Education and Training
F. Staffing, Backfill (Planned Replacement), Budgeting and Capacity Building
1. Planned Replacement and Budgeting
2. A Joint Staffing Process
3. Contract Specialists
G. Human Resources Information System (HRIS) Process Consistency
H. Work-Life Balance and Total Health
1. Structure
a. Work-Life Balance
b. Total Health
2. Programs and Services
3. Mandatory Overtime and Assignments
I. Patient Safety
J. Workplace Safety
1. Creating a Culture of Safety
2. Comprehensive Approach to Safety
3. National Data System
4. Bloodborne Pathogens
5. Integrated Disability Management
6. Union Indemnification
K. Union Security
1. Union Leaves of Absence
2. Corporate Transactions
3. Voluntary COPE Check-off
4. Subcontracting
5. Union Representation of New Positions
L. Problem-Solving Processes
1. Issue Resolution and Corrective Action Procedures
a. Issue Resolution and Corrective Action
2. Partnership Agreement Review Process
M. Term of the Partnership
SECTION 2: WAGES AND BENEFITS
A. Compensation
1. Across-the-Board Wage Increases (ATBs) and Special Adjustments
2
2. Performance Sharing
B. Health and Welfare Benefits
1. Medical Benefits
a. Eligibility
b. Basic Comprehensive Plan
c. Parent Coverage
d. Health Care Spending Account
e. Healthcare Reimbursement Account
2. Retirement Benefits
a. Defined-Contribution Plan
b. Defined-Benefit Retirement Plan
c. Pension Protection Act (PPA) Compliance
d. Continuation of Certain Retirement Programs
e. Pension Service Credits
f. Investment Committee Representative
g. Pre-Retirement Survivor Benefits
h. Retiree Medical Benefits
3. Other Benefits
a. Dependent Care Spending Account
b. Survivor Assistance Benefit
c. Workers’ Compensation Leaves of Absence
d. Disability Insurance
e. Employee Health Care Management Program
f. Revised Dental Benefit
g. Benefit Standardization and Simplification
4. Maintenance of Benefits
5. Referrals to the Strategy Group
C. Disputes
SECTION 3: SCOPE OF AGREEMENT
A. Coverage
B. The National Agreement and Local Agreements
C. National Agreement Implementation
D. Duration and Renewal
E. Living Agreement
Signatures
SECTION 4: NATIONAL AGREEMENT EXHIBITS
1.B.1.b.(1) 2005 Performance Improvement BTG Report, Page 7
1.B.1.b.(2) The Path to Performance
1.B.1.b.(3) The Rutgers Study: What Teams Need
1.C.1.b. 2010 LMP Subgroup Recommendation: Flexibility
1.C.4.(1) 2005 Scope of Practice BTG Report, Pages 14–17
1.C.4.(2) 2005 Scope of Practice BTG Report, Pages 9–11
1.D.3. Workforce Planning and Development Implementation Exhibit
1.F. 2005 Attendance BTG Report, Concept No. 3, Pages 20–23
3
1.H.1.b. Total Health Agreement
1.H.3. 2005 Mandatory Overtime Documents May 22, 2005
1.K.4. MOU Regarding Sub-Contracting Dated July 15, 2005
2.A.3.Relevant Performance Sharing Program Sections of the 2008 Reopener
2.B.1.c.Letter of Agreement Parent Medical Coverage
2.B.2.b. List of LMP Defined-Benefit Plans Sponsored by Kaiser Permanente
2.B.3.d. General Description of Disability Plan Benefit Levels
3.D. Local Union Agreements
4
NATIONAL AGREEMENT
This National Agreement (the Agreement)is entered into this first day of October, 2012,
by and between the labor organizations participating in the Coalition of Kaiser
Permanente Unions (the Coalition) and the organizations participating in the Kaiser
Permanente Medical Care Program (the Program), including Kaiser Foundation Health
Plan, Inc. and Kaiser Foundation Hospitals (KFHP/H) and the Permanente Medical
Groups (collectively Kaiser Permanente or Employers, or individually, Employer), which
are signatories hereto.
INTRODUCTION
In 1997, the Coalition and Kaiser Permanente entered into a National Labor Management
Partnership Agreement. By involving employees and unions in organizational decision
making at every level, the Partnership is designed to improve the quality of health care,
make Kaiser Permanente a better place to work, enhance Kaiser Permanente’s
competitive performance, provide employees with employment and income security and
expand Kaiser Permanente’s membership. The cornerstone of the Partnership is an
innovative labor management relationship. In that spirit, the parties decided to embark on
a voyage—one that had never been attempted—to collectively and simultaneously
bargain 33 Partnership union contracts.
In 2000, the Common Issues Committee (CIC), made up of union and management
representatives from across the country, successfully negotiated a five-year National
Agreement covering 33 bargaining units. In 2005, the parties formed a new CIC to
bargain this successor Agreement, covering 44 bargaining units. To inform their work,
the CIC chartered nine Bargaining Task Groups (BTGs) in April of 2005. These nine
groups were made up of approximately 400 management and union representatives from
across the program.
The 2005 BTGs were charged with reviewing the BTG recommendations from 2000 and
making comprehensive, long-term recommendations in the areas of Attendance, Benefits,
Human Resources Information Systems (HRIS) Process Consistency, Performance-Based
Pay, Performance Improvement, Service Quality, Scope of Practice, Workforce
Development and Work-Life Balance, to make Kaiser Permanente the best place to work
and the best place to receive care. Over the course of several months, the BTGs
developed comprehensive solutions for transforming the work environment. They
reported their solutions to the members of the CIC in late June.
Each of the BTGs gave more definition and specificity to the Partnership path. Each
expressed a high degree of confidence in the Labor Management Partnership and the
potential found within the vision of the Partnership. They identified the need to further
integrate the Labor Management Partnership into the way Kaiser Permanente does
business.
5
The CIC then undertook the challenge of reviewing and synthesizing the comprehensive
and detailed work of the BTGs. Their charge was to determine how best to distill the
work of the groups into the Agreement, and at the same time ensure that the work of the
groups is carried forward into the future.
When the parties came together for bargaining in the spring of 2010, they did so
recognizing that the National Agreement was a mature document and that major elements
of the Labor Management Partnership were effectively deployed. Bargaining subgroups
were utilized to find improvementsin timeoff and attendance, partnership, workforce
planning and development, and performance improvement/unit-based teams. The
subgroups, as the BTGs did in the past,crafted recommendations for review and approval
by the CIC.
This approach continued in the most recent 2012 negotiations.The parties continued with
the perspective that a focused scope of subjects would best servejoint interests. Five
subgroups were formed to find improvementsin partnership, benefits, workforce of the
future, total health and growth.
The Pathways to Partnership was developed in 1998 to provide a road map for making a
transition to an environment characterized by collaboration, inclusion and mutual trust.
Within the framework of the Pathways to Partnership, this Agreement continues to set
forth new ways to work and new ways to provide care. It enables each person to engage
her/his full range of skills, experiences and abilities to continually improve service,
patient care and performance. The Agreement describes an organization in which unions
and employees are integrated into planning and decision-making forums at all levels,
including budget, operations, strategic initiatives, quality processes and staffing. In this
vision, decisions are jointly made by unit-based work teams (Unit-Based Teams)—giving
people who provide the care and service the ability to decide how the work can best be
performed.The parties look forward to a time when all eligible employees participate in
the Partnership and are coveredby this Agreement.
The Labor Management Partnership is supported through the engagement of regional and
local partnership teams. In some instances, this document provides specific timeframes
required to assure progress towardPartnership goals. The Agreement promotes
nationwide consistency by determining wages, benefits and certainother terms and
conditions of employment. It is a blueprint for making Kaiser Permanente the Employer
andcare provider of choice.
Section 1 of this Agreement covers the privileges and obligations, reflects the continued
commitment of theparties and integrates the work of the BTGs into the Partnership.
Specifically, the BTGs provided solutions forimproving Performance, Quality of Service
and Attendance. They identified the systems needed to support highperformance through
Education and Training, Workforce Development and Planning, and Staffing, Backfill
andCapacity Building. Lastly, they captured the work environment elements needed to
provide for Patient Safety,Workplace Safety, balance between work life and personal life
6
and collaborative examination of Scope of Practiceissues. Section 1 provides mechanisms
for spreading partnership, collaboration and organizational transformationthroughout our
organization. It defines how workers and managers engage in all the areas identified by
the BTGs.
Section 1 also covers areas such as union security, Partnership governance and problemsolving processes and elaborates on other privileges and obligations of Partnership.
Section 2 identifies the specific provisions of the Agreement thatpertain to compensation,
benefits anddispute procedures.
Section 3 describes the scope, application and term of the Agreement.
This Agreement was created through an extraordinary collaboration with the input of
hundreds of KaiserPermanente employees at every level. The Agreement embodies the
parties’ collective vision for KaiserPermanente. The language of this Agreement cannot
begin to fully capture the energy and collective insightsof the hundreds of people
working long hours to establish this framework. As work units apply theseprinciples,
their commitment and expertise will make the vision a reality.
7
SECTION 1: PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP
A. COMMITMENT TO PARTNERSHIP
The essence of the Labor Management Partnership is involvement and influence, pursuit
of excellence andaccountability by all. The parties believe people take pride in their
contributions, care about their jobs andeach other, want to be involved in decisions about
their work and want to share in the success of their efforts.Market-leading organizational
performance can only be achieved when everyone places an emphasis onbenefiting all of
Kaiser Permanente. There is an indisputable correlation between business success and
success forpeople. Employees throughout the organization must have the opportunity to
make decisions and take actionsto improve performance and better address patient needs.
This means that employees must have the skills,knowledge, information, opportunity and
authority to make sound decisions and perform effectively.Engaged and involved
employees will be highly committed to their work and contribute fully.
By creating an atmosphere of mutual trust and respect, recognizing each person’s
expertise and knowledge,and providing training and education to expand those
capabilities, the common goals of organizational andindividual success and a secure,
challenging and personally rewarding work environment can be attained.With this
Agreement, the parties will continue to invest in and support a wide array of activities
designed toincrease individual employee skills training, learning opportunities and
growth and development.
The Value Compass sets forth the way in which this National Agreement becomes a key
operating strategy forKaiser Permanente. To improve performance measures by focusing
on the needs of our patients and members requiresinvolvement from everyone. We seek
to move from projects to pilots to whole systems improvement, recognizingthat all four
points of the Value Compass impact the whole value that the organization creates.
The Value Compass is designed to achieve the KP Promise, which ensures our members
always have the best healthcare experience.
The KP Promise is a commitment to our members to provide health care that is:
x quality you can trust;
x convenient and easy access;
x caring with a personal touch; and
x affordable.
Section 1 presents an integrated approach to Service Quality, Performance Improvement,
Workforce Development,Education and Training and creation of an environment
responsive to organizational, employee and union interests.In addition, it provides a
process to solve problems as close to the point at which they arise as possible,
respectingthe interests of all parties. The Partnership Agreement Review Process in
8
Section 1.L.2 applies to disputes arisingout of Section 1, but is meant to be used as a last
resort.
With this Agreement, the Coalition and Kaiser Permanente assume a set of privileges and
obligations. Theseinclude, but are not limited to, employment and income security, union
security, access to information includingthe responsibility to maintain confidentiality
concerning sensitive information, participation in the governancestructure and
participation in performance sharing plans.
There is a joint commitment to identify, and by mutual agreement, incorporate our own
successful practices and those of other high performance organizations into each facility.
The parties will work diligently to increase andenhance flexibility in work scheduling and
work assignments to enhance service, quality and financial performancewhile meeting
the interests of employees and their unions. We share a willingness to work in good faith
to resolvejurisdictional issues in order to increase work team flexibility and performance,
and we share a commitment tomarketing Kaiser Permanente as the Employer and care
provider of choice.
In addition, it is absolutely critical for KP to grow its membership and adapt to a
changing health care market.We believe that much of the new growth opportunities could
come from new government initiatives that emergeout of national health care reform.
The parties commit to the involvement of high-level Union, Permanente and Health Plan
leaders to work together on growth strategies. The parties will work in a proactive
manner on other growth potential, including discussingboth contiguous and noncontiguous opportunities, new geographies and regions, mergers and acquisitions thatbest
position opportunities for KP to grow more quickly and respond to opportunities, and will
explore new healthcare vehicles that could be made available to union trust funds,
multiemployer trust funds and single employers.
The parties shall work together to explore and utilize available growth opportunities. This
requires positioning toensure that we are a major player in current and future debates over
national health care reform. The parties shallemphasize the unique advantages of the
Kaiser Permanente model.
B. PARTNERSHIP GOVERNANCE AND STRUCTURE
The National Labor Management Partnership Agreement describes the vision of a workplace
environment where diversity of opinion is valued and all stakeholders share a voice in decisions
that affect them and their work. The vision of this Partnership is an integrated structure, where the
unions and their members are part of thedecision-making forums. In 2000, it was recognized that
prior to reaching this vision, parallel structures needed tobe implemented in order to organize,
plan and implement the partnership principles. These structures were meantto be steps toward
integration that would change as the Partnership evolved. Indeed, the 2005 National
Agreementtook substantive steps toward this integration.
1. PARTNERSHIP STRUCTURES
9
a. Integration
A variety of Partnership structures exist at the national, regional, service area, facility, department
and/or work-unit levels. In addition, there are various business structures which attempt to solve
the same problem or achieve likegoals. Partnership should become the way business is conducted
at Kaiser Permanente. In order to achieve this goal,these parallel Labor Management Partnership
structures should be integrated into existing operational structuresof the organization at every
level. This would result in dissolution of parallel labor management committees thatare redundant
with ongoing business committees (e.g., department meetings, project teams, planning
committees).Parallel structures may still be required where there is no existing function, where
existing structures are notadequate for a particular function, initiative, or area of focus, or where
they are necessary because of legal orregulatory requirements. New initiatives should include
labor participation from their inception.
Integration of labor into the normal business structures of the organization does not mean comanagement, butrather full participation in the decision-making forums and processes at every
level of the organization as describedon pages 14–16 of the Labor Management Partnership
Vision: Reaffirmation, and subject only to the capacityof the unions to fully engage and
contribute. The parties will work together to ensure that union capacity issuesare adequately
addressed.
b. Unit-Based Teams
Engaging employees in the design and implementation of their work creates a healthy work
environment and builds commitment to superior organizational performance.The Rutgers Study
findings on What Teams Needcan be found in Exhibit 1.B.1.b (3).Successful engagement begins
with appropriate structures andprocesses for Partnership interaction to take place. It requires the
sponsorship, commitment and accountability oflabor, management and medical and dental group
leadership to communicate to stakeholders that engagement inPartnership is not optional, but the
way that Kaiser Permanente does business.
The 2005 Attendance, Performance Improvement, Performance-Based Pay, Service Quality and
WorkforceDevelopment BTGs recommended the establishment of teams based in work units as a
core mechanism foradvancing Partnership as the way business is conducted at Kaiser
Permanente, and for improving organizationalperformance (attached as Exhibit 1.B.1.b (1)). A
Unit-Based Team includes all of the participants within the boundaries of the work unit,including
supervisors, stewards, providers and employees.
Members of a Unit-Based Team participate in:
x planning and designing work processes;
x setting goals and establishing metrics;
x reviewing and evaluating aggregate team performance;
x budgeting, staffing and scheduling decisions; and
x proactively identifying problems and resolving issues.
The teams need information and support, including:
x open sharing of business information;
x timely performance data;
x department-specific training;
x thorough understanding of how unions operate;
x meeting skills and facilitation; and
10
x
release time and backfill.
Senior leadership of KFHP/H, medical and dental groups and unions in each region will
agree on a shared visionof the process for establishing teams, the methods for holding
teams and leaders accountable, and the tools andresources necessary to support the teams.
Unit-Based Team goals will be aligned with national, regional, facilityand unit goals.
Implementation of Unit-Based Teams should be phased, beginning with Labor
Management Partnership readinesseducation and training of targeted work units,
providing supervisors and stewards with the knowledge and tools tobegin the teambuilding work. It is expected that Unit-Based Teams are the operating model for Kaiser
Permanente.
x
x
x
x
x
x
The performance status of a Unit-Based Team is defined by the Path to
Performance(attached as Exhibit1.B.1.b.(2)).
The commitment of the Partnership is that 100 percent of Coalition-represented
employees will be on UBTs to achieve and sustain high performance.
All Unit-Based Teams should be high-performing Unit-Based Teams.
The targets below specify the percentagesof teams that are high performing
(Levels 4–5). All regions have the same targets:
2012 – 40%
2013 – 60%
2014 – 75%
2015 – 80%
2016 – 85%
Percentages expressed are the number of teams at a level of performance as a
percentage of the total number of existing teams as of the second Friday in
January for that calendar year.
UBT Assessment:
o A uniform, national UBT rating system isestablished based on observable
evidence and behavior.
o The rating system is described in the Path to Performance (attached as
Exhibit 1.B.1.b.(2)).
o High-performing UBTsbe recognized and rewarded.
The 2012 LMP Subgroup of the CIC recommended, and the parties agree that:
x Each region will ensure consistent application and assessment of the Path to
Performance consistent with national criteria, standards and interpretation across
teams and sites. Such a plan should address:
o The need to balance internal assessments (e.g., team surveys) with
external validation.
o The need to balance qualitative assessments of behavior with quantitative
process and outcome measures drawn from KP systems (e.g., UBT
Tracker, KP Learn, performance reporting systems, etc.).
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o Specific steps to be taken in cases where UBTs are not progressing as
expected or are losing ground.
Every team is required to refresh annually an active learning and development
plan tied to performance outcomes and supported by regional infrastructure
with sponsors accountable for success.
o A learning and development plan should include, as appropriate, training,
education, engagement, communication, performance improvement and
the application of UBT skills and knowledge in the workplace. A common
list of elements will be developed for all regions by the Executive
Committee of the Strategy Group.
o For representative UBTs, this learning and development plan should
inspire and engage the participation of all members of the
department/work unit—whether they serve on the representative UBT or
not.
Stewards and supervisors play a critical role in high-performance partnership
organizations. Where work is organizedand performed by Unit-Based Teams, the roles
are substantially different from those of traditional work situations.References to
supervisors in this Agreement refer to management representatives.
In Unit-Based Teams, supervisors will continue to play a crucial role in providing
leadership and support to frontlineworkers. The role should evolve from directing the
workforce to coaching, facilitating, supporting, representingmanagement through
interest-based procedures and ensuring that a more involved and engaged workforce
isprovided with the necessary systems, materials and resources. The role of stewards
should evolve into one of work-unit leadership, problem solving, participating in the
organization and design of the work processes and representingco-workers through
interest-based procedures.
UBT sponsors have primary accountability for taking an active role with their teams
to identify resources and remove barriers that impede their teams’ success.Sponsors
will receive more comprehensive support to be effective in their role.Sponsors will
support UBT co-leads to be effective in their roles and hold co-leads accountable for
following the P2P and achieving results on the Value Compass.If local problemsolving attempts to remove barriers and allocate resources are not successful, UBT
sponsors will escalate to senior operational and union leadership. Sponsors should
focus their energy on helping teams achieve and ultimately sustain high performance,
and accomplish line-of-sight performance outcomes.
A description of the roles, as envisioned in the Pathways to Partnership, can be found in
the Work Unit LevelSponsorship and Accountability section of the 2003–2005 Labor
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Management Partnership Implementation Planand the 2004 Think Outside The Box
Toolkit.
Each regional LMP Council will review the various positions established under the
National Agreement as well as positions funded through the National LMP Trust or Local
areas. The review should assess the effectiveness of the roles and leverage them to
support Unit-Based Teams and the work of the Partnership generally.
The regions, medical centers, medical facilities and national functions will assess whether
the caseload for support positions (e.g., Sponsors, UBT Consultants, etc.) is sustainable
and conducive to UBT development. The Regions and Medical Centers will consider
goals for these caseloads, which could vary based on factors such as team Path to
Performance levels, team size and available resources.
c. Joint Accountability
The Strategy Group will appoint a committee of its own members to develop a means to
build direct accountability for improving the Partnership, including a method for frontline
union and management leaders to provide reciprocalfeedback. The committee will
provide these recommendations and a recommendation on implementation to
theExecutive Committee of the Strategy Group by 12/1/2010. The Strategy Group will
act on the recommendationsby 1/1/2011.
2. GOVERNING BODIES
The governing body for the Labor Management Partnership is the Labor Management
Partnership Strategy Group(the Strategy Group), which currently comprises the Regional
Presidents, a subset of the KFHP/H NationalLeadership Team, representatives from the
Permanente Medical Groups, the Permanente Federation, the Office ofLabor
Management Partnership (OLMP) and the Coalition. The parties acknowledge that as
integration progresses,governance structures may need to evolve accordingly.
The OLMP will provide administrative and operational support to the Strategy Group and
support theimplementation of the Partnership at all levels, including:
x management of the Labor Management Partnership Trust (the Partnership Trust)
budget, as determinedby the Strategy Group, including financial reports and fund
transfers;
x establishment and coordination of joint education trusts;
x support to Labor Management Partnership communications;
x support for coordination and development of Workforce Planning and
Development activities; and
x management and/or support for other initiatives and programs as assigned.
3. JOINT PARTNERSHIP TRUST
The Partnership Trust has been established for the purpose of funding labor management
administration andPartnership activities. Changes in the Employer’s overall funding of
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Partnership expenses, including PartnershipTrust contributions, training and education
development, administration and technical and consulting supportexpenses necessary to
implement/advance the Partnership, shall be at least proportional to employee
contributionsas described below. An amountequal to nine cents per hour per employee
will be contributed to the Partnership Trust throughoutthe term of this
Agreement,consistently across the Program. The purpose of theemployee contribution is
employee ownership of the Partnership, sponsorship of increased union capacity and
shared ownership of outcomes and performance gains.
LMP Trust Fund contributions by the Employer will be as follows:
2013
2012
California
$6 million
$4 million
National
$10 million
$11 million
2014
$2 million
$12 million
The Partnership Trust is overseen by the Strategy Group and is jointly administered.
There will be up to six trusteesconsisting of equal numbers of union and management
representatives from the Strategy Group. The trustees serveunder the direction of the
Strategy Group.
C. ORGANIZATIONAL PERFORMANCE
The 2005 BTGs, comprising approximately 400 employees, managers, supervisors,
physicians, dentists and union leaders, worked diligently to propose solutions in a range
of areas of great interest to management, employees and their unions.This section is
based on their vision and solutions in the areas of Attendance, Benefits, HRIS Process
Consistency, Scopeof Practice, Service Quality, Performance-Based Pay, Performance
Improvement, Workforce Development and Work-LifeBalance. While not intended to
represent all of the ideas, goals and direction indicated by these BTGs, it captures
thefundamental elements necessary for making Kaiser Permanente the best place to work
and the best place to receive care.
Similar subgroup processes were used in the subsequent 2010 and 2012 National
Bargaining.
The parties are dedicated to working together to make Kaiser Permanente the recognized
market leader in providingquality health care and service. This can be accomplished
through creating a service culture, achieving performance goals,developing the Kaiser
Permanente workforce, increasing employee satisfaction, promoting patient safety
programs andfocusing attention on employee health and work-life personal-life balance.
The goal is to continually improve performanceby investing in people and infrastructure,
improving communication skills, fostering leadership and supporting involvementin the
community.
1. PERFORMANCE IMPROVEMENT
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Kaiser Permanente and the Coalition are competing in a challenging market that is
characterized by a limitedworkforce, changes in technology, changes in clinical practice,
cultural diversity, changing demographics and highdemand for quality service. The
parties are committed to the enhancement of organizational performance so thatworking
in Partnership is the way Kaiser Permanente does business. Under this Agreement, the
parties willwork together to:
x develop and invest in people, including the development of and investment in
managers, supervisors andunion stewards;
x engage employees at all levels;
x align the systems and processes that support the achievement of organizational
and Partnership goals;
x enhance the ability of Coalition unions to advance their social mission and the
welfare of their members;
x recognize and reduce parallel structures;
x ensure joint management-union accountability for performance;
x grow membership;
x redesign work processes to improve effectiveness, efficiency and work
environment;
x develop and foster Unit-Based Teams;
x share and establish expectations regarding broad adoption of successful practices
in areas such as service,attendance, workplace safety, workforce development,
cost structure reduction, scope of practice andperformance-based pay; and
x communicate with employees on an ongoing basis regarding performance goals
and targets, as well asperformance results at all levels of the organization.
Each regional LMP Council shall develop approaches aimed at reducing variation
between medical centers, facilities and departments in the resources available for
partnership. In particular, such a plan should:
x Ensure at a regional level there is adequate time for teams to review performance,
identify opportunities for improvement, and develop and test changes to drive
improvement.
x Provide regional or facility support to departments as needed to cross-cover or
backfill and jointly determine the most cost-effective manner to provide the
support.
a. Successful Practices
Implementation of a comprehensive, Web-based system for sharing and transferring
successful practices will bea significant contribution to performance improvement.
This system will identify and capture successful practices and toolkits related to regional
and program-wide goals,such as:
x service;
x attendance;
x workplace safety;
x workforce development;
x cost structure reduction;
15
x
x
x
x
x
scope of practice;
performance-based pay;
quality;
patient safety; and
others.
By October 1, 2010, each region will inventory and submit to a designee in the OLMP
the existing systems thatare used to capture and share successful practices.
The OLMP will be responsible to:
x act as the sponsor for the transfer of successful practices;
x coordinate with regional and national function leadership to provide funding,
incentives, education, support and tools; and
x implement and maintain the system to ensure that successful practices are, in fact,
transferred.
The National UBT Tracker, LMP website and other tools throughout the organization
shall be regularly updatedand made available to the organization so as to accelerate
knowledge of and use of best practices, categorized bytype (e.g., quality, patient safety,
service, etc.).
Regions or facilities where business goals are not being met for a specific function will
be accountable to adoptdemonstrated successful practices specifically applicable to that
function, in order to improve performance.
b. Flexibility
Kaiser Permanente and the Coalition are committed to enhancement of organizational
performance by developingand investing in people and aligning the systems and
processes that support the achievement of organizationaland partnership goals. Further,
the parties are committed to Kaiser Permanente becoming a highperformanceorganization and to the KP Promise and the Labor Management Partnership
as a foundation for reaching this goal.
Market-driven change has created a challenging competitive situation that is
characterized by a limited number ofskilled workers and new entrants into the workforce,
changes in technology, changes in clinical practice, culturaldiversity, changing
demographics and high demand for quality service. To become a high-performance
organizationin this environment requires organizational change.
Becoming a high-performance organization also requires a pledge from Partner unions
and Kaiser Permanenteto modify traditional approaches, to work diligently to enhance
flexibility in labor contracts, to willinglyexplore alternative ways to apply seniority and
to address jurisdictional issues in order to achieve organizationalperformance goals. It is
expected that the parties will undertake this in a way that is consistent with the
Partnership,while at the same time preserving the principles of seniority and union
jurisdiction.
16
The following is minimally required to create an environment that balances Kaiser
Permanente’s need for flexibilityin removing barriers to enhanced performance with
Partner unions’ need to honor seniority and jurisdiction.The goal is to create a climate
based on trust that promotes achievement of Partnership outcomes and fosters
anenvironment in which Kaiser Permanente, Partner unions and employees effectively
respond to and address issuesat the local level. It is not the intent of the parties to
undermine the principles of seniority and union jurisdictionor to reduce the overall level
of union membership. Management is not looking for the right to make
changesunilaterally to achieve greater flexibility, but expects the unions to work with
them to address flexibility needs. Theneed for and desirability of joint decision making is
acknowledged.
Management recognizes the unions’ interest in a balanced approach whichwill not
disadvantage one union relativeto another and acknowledges that a broad, long-term
perspective should be adopted.
Commitment to performance improvement through joint, continuing efforts to
redesign business systems andwork processes. This includes simplifying workflow,
eliminating redundant or unnecessary tasks and coordinatingworkflow across boundaries.
It also requires alignment with and implementation of the business strategy and the
principles of the Labor Management Partnership.
Incorporation of labor management partnership principles in redesign efforts.These
include:
x involving affected employees and their unions in the process;
x assessing impact on employees;
x minimizing impact on other units due to bumping and other dislocation;
x providing fair opportunity for current employees to perform new work;
x retraining or redeploying affected employees; and
x applying the principles of employment and income security.
Creation of mutually agreeable local work design processes to address local
conditions while ensuringhigh levels of quality, service and financial performance.
Flexibility will enhance management’s ability to meet itsemployment security
obligations, just as flexibility will be enhanced by joint labor management influence
overworkplace practices. Principles to be observed include:
x respect for seniority and union jurisdiction;
x flexibility for employees’ personal needs; and
x flexibility in work scheduling, work assignments and other workplace practices.
Commitment of local labor management partners to exhibit creativity and trust to
resolve difficult issues, such as:
x contractual and jurisdictional issues that are inconsistent with partnership
principles and/or that arebarriers to achievement of partnership goals;
17
x
x
x
x
x
considering reciprocity of seniority between bargaining units to facilitate
employee development and performance improvement;
enhancing employee mobility across regions and partner unions and into
promotional opportunities;
cross-training staff across job classifications and union jurisdictional lines where
it makes operational or business sense or where union and employee’s interests
are accommodated;
enabling team members to perform operational functions across boundaries (job
classification, department and/or union jurisdiction) within their scope of practice
and licensure to serve members/patients; and
utilizing a joint process to resolve issues of skill mix, classification and the
application of the provisions of the National Employment and Income Security
Agreement.
Mechanisms for flexibility include, but are not limited to:
x expanding skills of staff;
x developing innovative and flexible scheduling and work assignments to balance
staffing and workload;
x alternative work assignments and schedules to accommodate variations in staff
workload;
x shifting tasks to accommodate periods of peak demand;
x temporary assignments to other work;
x using supply-demand management tools to anticipate staffing needs; and
x other innovative employment options such as seasonal employment and job
sharing.
In applying the principles of the Partnership, local labor management partners may create
a variety of jointagreements or practices to enhance organizational performance and to
accommodate employee interests. In orderto encourage creativity and joint risk taking,
such agreements will be non-precedent setting and not apply toother units, departments,
medical centers or service areas. However, sharing and adoption of successful practicesis
highly encouraged.
In 2010 bargaining, the parties agreed to adopt the recommendations of the LMP
Subgroup concerning flexibility,which are attached as Exhibit 1.C.1.b.
2. SERVICE QUALITY
Kaiser Permanente and the Coalition are dedicated to working together to make Kaiser
Permanente the recognizedleader in superior service to each other, to our members and to
purchasers, contracted providers and vendors. In orderto become the recognized leader in
superior service, the parties agree to pursue a Labor Management Partnershipstrategy in
which every region will have a plan to implement the following critical elements of
service quality.
a. Leadership Commitment and Service Behavior
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Labor integration.Labor, management, physician and dental leaders will assume a
leadership role in thedesign and implementation of the service promise or credo. In the
first year of the 2005 Agreement, the StrategyGroup, working with the KPPG subgroup
on service, led the design and implementation of a curriculum anda communication plan
to advance the service promise or credo at all levels of the organization. The
curriculumincluded the key concepts needed to support the development of a service
culture, including the critical elementof service recovery.
Working in partnership, labor and management will be accountable for creating a service
culture at the facility,department and work-unit levels. Partner union representatives will
be integrated into planning, development andimplementation of a service culture. Union
partners will be integrated into any new or ongoing service initiativesor committees that
manage service programs at the national, regional or local levels.
A service culture can best be achieved by utilizing Unit-Based Teams. High member,
employee and providersatisfaction will result from well-trained teams that are
empowered and supported to meet or exceed serviceexpectations. Key components for
achieving high service quality performance by Unit-Based Teams includeemployee
involvement in point-of-service decision making, systems that support the team in the
delivery ofsuperior service, orientation and training, accountability and an organizational
commitment to service quality.
Accountability.Individuals, teams and leaders are accountable for service quality at
Kaiser Permanente.All members of a team own their individual service behavior, as well
as the service provided by their team.Leadership is accountable for supporting individuals
and teams in building and maintaining a service culture,and implementing the critical
elements of the service plan. Accountability will be enhanced by establishing
andmonitoring service quality metrics.
Resources.National and regional leadership will designate funding sources for service
quality improvement,including development of defined service budgets, which are jointly
planned and reviewed by management, labor,physicians and dentists.
b. Systems and Processes
Alignment.To make Kaiser Permanente the recognized leader in superior service,
organizational systems and processes must be aligned with that goal. The parties will
evaluate, develop or improve systems that supportemployees and departments in
delivering superior service.
Recruitment and Hiring.In order to integrate a service focus into the organization’s
recruitment and hiringpractices, the parties agree that all job descriptions, performance
evaluations and job competencies will includea jointly developed service component. All
job postings will include language that emphasizes service skills.
19
Recognition and Reward. Recognition is a critical component in fostering and
reinforcing a culture of serviceexcellence. The parties will work to align service quality
incentives throughout all levels of the organization, withincreased emphasis on service.
Metrics and Measurement.Service quality should be measured and given appropriate
weight to reachand maintain superior service at all levels of the organization. The parties
will develop a “Balanced Scorecard”measurement program, and strengthen customer
satisfaction measurement tools.
Orientation and Training.The service training program will continue to be delivered as
needed at a regional,facility, work-unit or individual level, including the service recovery
section.
Service Recovery.Service recovery is a critical element of a service quality improvement
strategy to preventmember terminations. Medical centers or departments will provide
resources for implementation of consistentservice recovery programs.
c. Environment
The physical and social environment affects service quality. The parties at the national
and regional level will work to strengthen the involvement of union leaders and frontline
staff in the design of existing facility modification,template development and new
construction.
3. ATTENDANCE
a. Philosophy
Optimal attendance is imperative to achieve superior customer service, employee
satisfaction, efficiency and quality of care for health plan members. Appropriate use of
time-off benefits, including sick leave when employees areinjured or ill, is essential to
employee well-being and organizational performance. A healthy work environment and
a committed workforce are critical success factors for achieving optimal attendance. Sick
leave is not an entitlement, but a benefit, like insurance, to be utilized only when needed.
b. Sponsorship and Accountability
The parties share the goal of ensuring that attendance performance at Kaiser Permanente
is in the forefront of high-performing health care organizations. In order to achieve
optimal attendance, sponsorship must occur fromthe highest leadership levels within
Kaiser Permanente and the Coalition. This includes:
x National Leadership Team members;
x regional presidents;
x regional medical and dental directors; and
x local Union leaders.
Accountability for the attendance program will be integrated into the operational
structures of managementand the leadership of Coalition local unions. A chain of
accountability for the attendance recommendationswill be established that is clear at all
20
levels of the respective organizations. Accountability includes clearexpectation of roles
and responsibilities as well as rewards and consequences, as appropriate, for
performanceand non-performance.
c. Time-Off Benefit Enhancement
Labor and management have agreed to establish a new benefit design to improve
attendance by providing economic incentives for appropriate use of sick leave, as well as
flexible Personal Days. This benefit design includes threekey components: flexible
Personal Days; Annual Sick Leave; and Banked Sick Leave. This benefit does not
affectvacation, and does not apply to employees covered by ETO/PTO plans.
Flexible Personal Days.Each local collective bargaining agreement may designate from
two to five flexiblepersonal paid days off (Personal Days) that employees may use for
personal needs in increments of not less thantwo hours.
Currently existing Work-Life Balance days, floating holidays, birthday holidays or
personal days contained inlocal agreements may be designated as Personal Days. In
addition, sick leave days may be converted to PersonalDays by mutual agreement,
provided that the total number of Personal Days, (including floating holidays or
theequivalent) does not exceed five days. The designation/conversion of the above to
Personal Days will only occurin local bargaining.
Requests for a single Personal Day off, or for hours within a single shift, shall be granted
upon receipt of at leasttwo weeks’ notice. Last-minute notice is acceptable for personal
emergencies.
Requests with less than two weeks’ notice, requests for consecutive days off, for days
before or after a holiday, or for other days designated by mutual agreement, will be
reviewed and approved or denied on a case-by-case basisin order to meet core staffing
needs. Denials will be tracked and compiled, by department, on a quarterly basis.
All unused Personal Days will be converted at 50 percent of value to cash at the end of
each year.
Personal Days may not be cashed out upon resignation or termination; however, upon
retirement PersonalDays may be cashed out at 50 percent of value. For the purposes of
this Section 1.C.3, retirement means that theemployee has retired from the organization
pursuant to the terms of a qualified Kaiser Permanente retirement plan.
These provisions will not supersede local collective bargaining agreements with superior
conditions regarding noticerequirements, granting of requests or cash-out provisions.
Sick Leave Benefit.There are two types of sick leave benefits. Annual Sick Leave is the
sick leave days creditedeach year to each employee in accordance with the provisions of
the local collective bargaining agreements.Banked Sick Leave is previously accumulated
21
unused sick leave to which unused Annual Sick Leave may be addedat the end of each
anniversary year.
Annual Sick Leave.Employees will be credited with their entire annual allotment of sick
leave days provided inthe local collective bargaining agreements at the beginning of the
pay period in which each employee’s anniversarydate of hire falls. For purposes of
Annual Sick Leave days, in cases where an employee’s anniversary date of hire hasbeen
adjusted, the “leave accrual service date” will be used.
Transition year:
Special Note for Part-time Employees. Part-time employees’ Annual Sick Leave will
be credited proportionately,based on scheduled hours. Throughout the year (no more
frequently than quarterly) the credited Annual Sick Leavewill be adjusted based on actual
compensated hours. This will ensure that employees who work, on average, more
hours than they are scheduled will receive proper Annual Sick Leave credit.
Banked Sick Leave. At the end of each anniversary year, 100 percent of unused Annual
Sick Leave days may be credited to Banked Sick Leave at 100 percent of value. Banked
Sick Leave is made up of accumulatedunused sick leave with no limit on the amount that
may be accumulated, regardless of limitations onaccumulation that may be contained in
local collective bargaining agreements. Existing accumulated sick leavebalances for all
employees will be credited to Banked Sick Leave upon implementation of this program.
Banked Sick Leave may only be used following exhaustion of Annual Sick Leave, or for
statutory leaves(e.g., CESLA, FMLA, OFLA, workers’compensation, etc.), or when the
employee is hospitalized. Medicalverification may be required for use of Banked Sick
Leave. Banked Sick Leave accrued after December 31,2005, will be used following
exhaustion of any Banked Sick Leave accrued prior to January 1, 2006.
Options for Unused Annual Sick Leave. At the end of each calendar year, employees
who meet theeligibility requirements set forth below may elect to:
x convert up to 10 days of unused Annual Sick Leave days to cash as set forth
below; or
x credit unused days to Banked Sick Leave at 100 percent of value.
Employees may select either a conversion option or the credit option, or a combination of
a conversion option and the credit option.
This election will take place at the end of the calendar year. However, conversion and/or
credit will occur at the endof the employee’s anniversary year and will be based on
available balances of unused Annual Sick Leave at the endof the employee’s anniversary
year.
Conversion of Unused Annual Sick Leave. Employees will be eligible to cash out
unused Annual Sick Leaveas described in either Option 1 or Option 2 below.
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Option 1:
At the end of each year, employees with at least 10 days of Banked Sick Leave (or the
proportional equivalent for part-time employees) may elect to cash out up to 10 days of
unused Annual Sick Leave at 50 percent ofvalue. Employees with fewer than 10 days of
Banked Sick Leave must first apply unused Annual Sick Leavetoward reaching a
minimum balance of 10 days (or the proportional equivalent) of Banked Sick Leave.
Once thatminimum balance is reached, additional unused Annual Sick Leave may be
cashed out, up to a maximum of10 days, at 50 percent of value.
Example 1: An employee has no Banked Sick Leave and 12 days’ unused Annual Sick
Leave at the end of the year. Ten days must be credited to Banked Sick Leave and two
days may be cashed out at 50 percent of value.
Example 2: An employee has five days’ Banked Sick Leave, and 12 days’ unused
Annual Sick Leave at the end of theyear. Five (5) days must be credited to Banked Sick
Leave and seven days may be cashed out at 50 percent of value.
Option 2:
At the end of each year, employees with at least one year’s worth of annual accrued sick
leave in their post-January 1, 2006, bank may elect to cash out up to 10 days of unused
annual sick leave at 75 percent of value.
Example 1: An employee has 20 days’ Banked Sick Leave and 12 days’ unused Annual
Sick Leave at the end of theyear. This employee’s annual sick day allotment is 12 days.
Ten days may be cashed out at 75 percent value and twodays will be credited to Banked
Sick Leave; or, all 12 days’ unused Annual Sick Leave may be credited to Banked
Sick Leave.
All unused Annual Sick Leave days that are not converted to cash under Option 1 or
Option 2 above will beautomatically credited to Banked Sick Leave at 100 percent of
value.
Retirement Conversion.Upon retirement, Banked Sick Leave accrued prior to January
1, 2006, will berecognized as credited service for pension purposes (excluding TaftHartley plans).
Healthcare Reimbursement Account (HRA ). Effective January 1, 2010, the parties
agreed to establish a Healthcare Reimbursement Account (HRA) for bargaining unit
employees covered by the National Agreement.An HRA will be set up for eligible
employees who become plan participants when they retire in accordance with the
Plan Document. However, UFCW Pharmacy Clerks in Southern California covered under
the UFCW Pharmacy Health & Welfare Trust (“Trust”) are also eligible for
reimbursement of the following health care expenses incurredunder any plan of benefits
offered by the Trust.
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The HRA may be used to reimburse participants for medical, dental, vision and hearing
care expenses that qualifyas federal income tax deductions under Section 213 of the
Internal Revenue Code. Eligible employees shall convert80 percent of unused sick leave
accrued during or after 2006 to fund the HRA.
For further information or clarification, please refer to the HRA Plan Document.
d. Implementation
The 2005 Agreement required that Southern California implement the Attendance
Program, including the Time-Off Benefit Enhancement, no later than January 1, 2006,
with other regions implementing throughout thecourse of 2006 in accordance with a
schedule developed under the direction of the Strategy Group. The partiesagree that the
benefit structure which became effective as of January 1, 2006, continues for the term of
thisAgreement. Accordingly, eligible employees who retire after that date, but before
implementation is completed intheir region, will be entitled to the entire annual allotment
of Annual Sick Leave/Personal Days and the retirementconversion, as described above.
The National Attendance Committee develops detailed timelines for initial and long-term
implementation of the attendance program with identified goals and performance
expectations. The Committee defines the kinds of dataneeded and the methods to be used,
collects the necessary data and provides reporting that is consistent acrossRegions. The
committee establishes a framework that defines the level of attendance performance at
which an attendance review is triggered. The 2005 Attendance BTG report guides the
work of the committee.
e. Integrated Disability Management
A comprehensive integrated disability management program for long-term leave that
provides a rapid return to work for employees will be jointly developed. This program
will include the current focus on disabilities andworkers’ compensation and extend to
chronic and recurrent sick leave and non-occupational injuries, illnessesor disabilities,
whether or not they are covered under FMLA or other protected leave. This program is
furtherdescribed in Section 1.J., Workplace Safety.
f. Attendance Intervention Model
The intervention model developed by the OLMP will be utilized to provide expertise and
tools that can assist departments or units with poor attendance to discover and understand
root causes and develop solutions inpartnership that will improve attendance.
The National Attendance Committee will:
x modify the intervention model based on experience to date and successful
practices;
x develop a toolkit for use by the regions or national functions;
x develop and offer training to regional or national personnel for intervention skills
and use of the toolkit; and
x provide consulting and back-up services to the regions or national functions.
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Each region or national function will:
x fund and develop resources for intervening in units with attendance issues;
x establish intervention teams with administrative support; and
x determine the number of teams needed based on the number of units requiring
intervention.
g. Staffing and Backfill (Planned Replacement)
The success of the Attendance program depends on a number of key elements, all of
which are essential. This includes adequate staffing, planned replacement and
commitment to providing appropriate time off whenrequested. Section 1.F., Staffing,
Backfill (Planned Replacement), Budgeting and Capacity Building, provides thedetails
regarding these obligations.
4. SCOPE OF PRACTICE
The people of Kaiser Permanente will work collaboratively in the Labor Management
Partnership to address scope of practice issues in a way that ensures compliance with
laws and regulations while valuing the strengths, contributions and employment
experience of all members of the health care team. The parties agree to work
inPartnership to promote knowledge and understanding of scope of practice issues,
proactively influence scope of practice laws and regulations as appropriate, create a safe
environment to address scope of practice issues in a non-punitive manner, and provide
opportunities and resources for all employees to advance personally and professionally in
order to take advantage of full scope of practice in accordance with certification and/or
licensure.
To the extent possible, to achieve these objectives, union representatives should be fully
integrated into national, regional and local scope of practice decision-making structures
within Kaiser Permanente as outlined in the 2005Scope of Practice BTG report, pages
14–17 (attached as Exhibit 1.C.4.(1)). Where disagreements arise regardingthe legal
scope of practice of employees covered under this Agreement, the Issue Resolution
process in Section1 may be utilized on an expedited basis. If such a disagreement is not
fully resolved through an expedited IssueResolution process, management, acting in good
faith, will apply relevant law and regulatory requirements andreserves the right to make a
final determination to ensure compliance with laws and regulations.
Scope of practice education and training programs will be developed and communicated
broadly throughout theorganization. The Strategy Group, working together with the
National Compliance, Ethics & Integrity Office,will be accountable for the
implementation of these provisions. Guidance for education and training programsand
timelines for implementation are provided on pages 9, 10 and 11 of the 2005 Scope of
Practice BTG report (attached as Exhibit 1.C.4.(2)).
5. JOINT MARKETINGAND GROWTH
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The Coalition unions and Kaiser Permanente acknowledge the untapped opportunities for
membership growth among union-affiliated workers. In the 1997 Labor Management
Partnership agreement, the unions and management committed to work together to
“expand Kaiser Permanente’s membership in current and new markets, including
designation as a provider of choice for all labor organizations in the areas we serve.”
The parties reaffirm their commitment to market Kaiser Permanente to new and existing
union groups andto establish the necessary strategic and policy oversight, as well as
appropriate funding, to ensure the jointLabor Management Partnership marketing effort
becomes a successful sustainable model, resulting in increasedenrollment in the Kaiser
Foundation Health Plan. The Coalition and its affiliated unions, acting in the interest
ofand in support of the Partnership, will use their influence to the greatest extent possible
to assure that unionizedEmployers, union health and welfare trusts and Taft-Hartley trusts
operating in, or providing benefits to unionmembers in areas served by Kaiser
Permanente, offer the Kaiser Foundation Health Plan. National oversight andsponsorship
of the joint marketing effort will be provided by the Strategy Groupwith the input and
involvement of Regional and Local Labor Representatives in the evaluation of marketing
options. The foundation of the jointmarketing efforts will require organizational
alignment, integration (e.g., participating in the regional rate-settingprocess) and
coordination between the Coalition and departments engaged in promoting Kaiser
Permanente atthe regional level.
The parties have developed Joint Labor Management Partnership Marketing Program
recommendations.These recommendations identify the need for:
x consistent data collection;
x education programs;
x communication strategies and tools;
x mechanisms to measure outcomes and progress “at the regional and local level”;
and
x a joint structure, including the long-term vision of integration, to accomplish
these goals.
A Joint Labor Management Partnership Marketing Action Plan will be submitted
annually to the StrategyGroup for approval and implementation. The Action Plan should
be based on the Labor Management Partnership Joint Marketing Program
recommendations, and should identify the annual goals and objectives,
resources,responsibilities, accountabilities and outcomes for the following year.The
Action Plan will focus member growth activities throughout the year on:
x Programs that support the visibility of the Kaiser Permanente brand to
employers—both through marketing materials and onsite activities.
x Those segments of the market that provide the greatest potential for new growth.
Regional Partnership teams will utilize existing forums where possible (e.g.,
Regional/Local LMP councils, Regional Marketing Councils, etc.) to replicate the Senior
Work Group on Growth. This may include extending the charter, the organizational
structure and the growth and retention strategy to local markets.
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a. CKPU Growth
Kaiser Permanente and the Coalition unions agree to leverage the LMP as part of our
joint interests in making sure that we deliver high-quality patient care and service,
createthe best place to work and receive affordable quality care. In doing so, the parties
agree to ingrain a culture of growth of the Coalition unions by all throughout the
organization and in Partnership.
D. WORKFORCE DEVELOPMENT
1. TAFT-HARTLEY TRUSTS
a. Funding
Two Taft-Hartley trusts, one for Coalition SEIU unions (the SEIU Multi-Employer Trust)
and another for all other Coalition unions representing employees of KFHP, KFH and the
affected Permanente Medical Groups(the Coalition Trust), will be funded to provide for
base services as well as comprehensive training and educationprograms and services for
theirrespective membershipsin such areas as:
x Hard to Fill/critical need, market-challenged positions;
x Qualified bilingual skills training;
x Preparation for new technology,new workflows; and
x Health care reform impacts.
For the duration of this agreement, the parties agree that Joint Educational Trusts will
befunded annually. The funding calculation will be determined by a 0.30percentage of
the gross annual payroll of Coalition-represented employees participating in each Trust as
of December 31 of the preceding year. Funds willbe transferred to each Trust annually
according to the Trust agreements. The Employer will additionally contribute$3,000,000
annually to the Ben Hudnall Trust.
b. Governance
Each Taft-Hartley trust will be governed by an equal number of labor and management
trustees. Labor trustees are selected by labor; management trustees by management.
x SEIU unions will join the SEIU United Healthcare Workers-West and Joint
Employer Education Fund.
x All other Coalition unions will join the Ben Hudnall Trust.
Each trust will establish the most appropriate staffing structure and levels to meet its
goals.
2. STRUCTURE
a. Workforce Development Coordination and Implementation Structure
Workforce planning and development activity will be coordinated across the regions and
the two trust funds through an integrated national, regional (and if appropriate, facility)
workforce development team structure.This structure and supporting activity will be
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funded from the 15 percent allocation to the Partnership Trust.Funded activity will
include:
x workforce forecasting, analysis and strategies;
x development of systems to support forecasting, tracking and data collection at all
levels;
x Workforce Development Team set-up, orientation and support;
x filling workforce development positions;
x facilitation of the sharing of successful practices across regions;
x updating the Workforce Development communication plan to include information
about the education trusts, existing career paths and new opportunities for
training and education; and
x leveraging UBTs, LMP councils and joint management/steward trainings to
communicate training and education opportunities.
b. National Workforce Development Team (National Team)
The National Team will include co-leads, one from management and one from the
Coalition, and will be accountable to the Strategy Group. The team will also include
representatives from HR functions, includingRecruitment, Compensation and Learning
Services, as well as Workforce for Tomorrow, operations and theco-leads from each
Regional Workforce Development Team, and other representatives as appropriate. The
National Team will align, integrate and coordinate all workforce development and
training efforts. The team will identify grants, federal, state and private money to
leverage additional funding for education and training. The team will communicateusing
Trust plan documents, including an annual report with financial and participant data,
about the process and criteria of Trust benefits and programs to broader labor and
management groups.The team will be charged with the oversight and training of
workforce development teams and will work directly with trusteesof the Taft-Hartley and
Partnership Trusts and the regional and facility (as appropriate) teams to develop
andcoordinate policies to support workforce development. The National Team will be
staffed sufficiently to ensuretimely implementation.
c. Regional Workforce Development Teams (Regional Teams)
The Regional Teams will be chaired by labor and management co-leads, and will be
accountable to regional Labor Management Partnership Councils/Steering
Committees/Strategy Groups (or their equivalent). Participants willinclude
representatives from HR functions, including: Recruitment, Compensation and Learning
Services,as well as Workforce for Tomorrow, operations and other representatives as
appropriate. Regional Teams will createand maintain a program to meet the goals set out
in this Agreement and the 2005 Workforce Development BTGrecommendations. They
will also align, integrate and coordinate all workforce planning and development efforts
on a regional level. Regional Teams will work directly with the National Team to:
x assess needs;
x deliver and implement programs;
x create policies to support workforce development;
x coordinate the delivery of programs to ensure that barriers to job placement and
training opportunities are eliminated; and
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x
provide guidance and oversight in order to effectively coordinate with Facility
Teams (as appropriate).
d. Facility Workforce Development Teams (Facility Teams)
Facility Teams will be established, where appropriate. These teams will assess needs and
barriers to training and report findings to the Regional Teams.
3. JOINT WORKFORCE DEVELOPMENT
Workforce development is one of the highest priorities of Kaiser Permanente and the
Coalition. The success of theorganization and the Partner unions is attributed to the work,
skill and education of Kaiser Permanente employees.In order to adapt to the rapidly
changing health care environment, there is a need to invest even more fully in
partnerships, people and new technologies, while continuing to provide the highest
quality of care and service tohealth plan members.
The Coalition and management agree that a comprehensive workforce development
program will be jointly developed and implemented. The goal is to create a culture that
values and invests in lifelong learning and enhancedcareer opportunities. Once the local
union has been notified of the need for redeployment or position elimination,
Workforce Planning and Development will be engaged. The joint efforts will also result
in the development of infrastructure and tools to realize the full intent of the Employment
and Income Security Agreement. By achievingthese goals, employee retention and
satisfaction will be increased, hard-to-fill vacancies filled, quality and serviceimproved
and the Labor Management Partnership strengthened.
Significant investments are being made in workforce development programs and
activities. In order to be successful, these programs and activities require organizational
alignment, integration, coordination and efficient use ofresources. The parties will assess
the effectiveness of these activities and determine how to improve the overallprogram,
including determining the appropriate yearly level of resources and investments.
The four key components to this work are Workforce Planning, Career Development,
Education and Training andRetention and Recruitment.
As a result of the 2010 Workforce Planning and Development subgroup, the 2010
Workforce PlanningImplementation Exhibit is attached as Exhibit 1.D.3.In 2012 National
Bargaining, the Workforce of the Future subgroup created new Hard-to-Fill
implementation agreements. The Hard-to-Fill section of Exhibit 1.D.3.is modified to
reflect these new agreements.
a. Workforce Planning
As Kaiser Permanente and the Coalition plan for the workforce of today and tomorrow, it
is necessary to develop a set of ongoing processes that determine current workforce skill
levels, current and future workforce needs andformulate a strategy to assure alignment.
The parties agree that Workforce Planning and Workforce Development must be
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integrated processes and that successful Workforce Planning must include acommitment
to internal promotions in the filling of vacancies. Therefore, existing policies, practices
and contractlanguage will be jointly reviewed and new policies developed to support
internal promotions, including: theharvesting of vacancies, development of redeployment
processes, studies to determine the feasibility of in-sourcingcareer counseling
services/functions that are currently performed by external providers and new incentives
formanagers to promote from within. Further, Labor will be provided with access to their
job postings and engaged to build new jobs for future health care models. The Regional
Workforce Planning and Development Teams will need to share direction changes
brought on by federal and state regulations that affect labor positions so that Labor can be
engaged in the development of future workforce strategies.
b. Career Development
In order to provide employees with opportunities for personal and professional
development and provide the necessary resources to achieve their career goals, the
Coalition and management agree that Career Counseling services willbe made available
in each region or national function to offer skills and interest assessments, individual and
groupcareer counseling and the development of individual employee development plans.
In addition, a comprehensiveinfrastructure, including career ladders, career pathways
mapping, occupational index tools, a career website, pipelinetracking database system
and project management support will be established. The National Team will be
accountablefor oversight and coordination with the regional and functional teams to
ensure that the Career Counselinginfrastructure is developed and deployed.
Further, the National Workforce Planning and Development team will continue the work
on career paths on a jointly agreed-upon schedule. The schedule will identify the next
group of career paths to be achieved and the timelines for this work. The Regional
Workforce Planning and Development teams will explore ways to connect and coordinate
career counseling resources with employees in transition. Specifically, these teams may
jointly develop a job shadowing process that will afford employees an on-the-job
experience of a new job choice prior to the employee entering into education
programs.Also, Regional Workforce Planning and Development teams will establish a
joint group to examine, set goals and develop criteria regarding Preceptorships and
Mentorships (discussions may include program funding and timeframes).Employees
interested in career development will need to develop individual career development
plans with the support of organization resources and systems, in collaboration with
management.
c. Education and Training
The workforce development education and training objectives are to:
x prepare individuals to engage in learning processes and skills training;
x support employees in meeting their professional and continuing educational
needs;
x train professional and technical employees for specialty classifications;
x provide education and training in new careers and career upgrades;
x support employees in adapting to technological changes; and
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x
ensure alignment with the needs of the organization.
To achieve these objectives, the parties will jointly develop criteria to determine which
training is a priority. The parties will also solicithigher learning institutions and maximize
Kaiser Permanente’s leverage with outside learning organizations. Education and training
programs should be able to accommodate multiple styles of learning, and both
Educational Trusts should work toward offering consistent, online prerequisite
curriculum. Following the completion of a training program, labor and management will
work jointly to remove hiring barriers for employees.
The parties recognize the need to raise awareness of the availability of tuition
reimbursement opportunities.Each Regional Team is responsible for determining the
current utilization of tuition reimbursement, educationleave (including Continuing
Education Units) and other allocated budgeted resources. The teams should
thendetermine how to remove barriers to access (e.g., degree requirements) and increase
participation in theseprograms. This may require amendment of local collective
bargaining agreements and/or policies. The NationalTeam, working with the Regional
Teams, will develop a communications strategy to raise the awareness levelsin each
region.
Tuition reimbursement may be used in conjunction with education leave by employees
for courses to obtainor maintain licensure, degrees and certification. Tuition
reimbursement dollars may also be used for basic skillsprograms (e.g., computer, basic
math, second language and medical terminology courses).
d. Retention and Recruitment
A major priority is to reduce turnover by implementing appropriate solutions throughout
the organization.The implementation of the following programs is expected to produce
significant savings for the organization overthe life of the Agreement through reduction
in employee turnover.
Exit Interview. The National Team, working with Regional Teams, will develop an exit
interview templatethat will be utilized to determine the reasons employees leave Kaiser
Permanente or transfer from a particular workunit. The exit interview process will be
analyzed by the designated steward(s) and supervisor(s) and reported tothe National and
Regional Teams on a quarterly basis.
Ambassador Program. The 2005 Agreement provided: Each Regional Team will
develop an AmbassadorProgram where current employees volunteer to serve as
ambassadors for recruitment activities and outreach events.The work plan should be
completed by September 30, 2006, and implemented by March 31, 2007.
E. EDUCATION AND TRAINING
1. PRINCIPLES
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In order to achieve the KP Promise, the vision of the Pathways to Partnership and
enhanced organizationalperformance, a significant commitment must be made to the
training and education of the workforce.Furthermore, most of the policies, commitments
and plans described in this Agreement cannot be successfullyaccomplished without the
committed efforts of Kaiser Permanente employees. Meaningful participationrequires a
high level of knowledge and understanding of the business of health care, the operations
of KaiserPermanente and the principles of the Labor Management Partnership. Therefore,
the goal is a comprehensive,jointly administered, integrated approach to education and
training. There will be a joint design andoversight team that provides new and ongoing
training programs to all appropriate staff, including evaluationof training effectiveness.
2. TYPES OF TRAINING
The 2005 BTGs identified a variety of educational requirements necessary to advance the
Partnership, supportthe development of high-performing, committed work teams and
enhance the growth, advancement and retentionof employees, as described in the 2005
Workforce Development BTG report. Types and categories of training,grouped by
funding source, include:
x Career Development (supported by national funding), for example, training
current employees to:
o acquire basic skills and prerequisites for advancement;
o fill new or hard-to-fill positions/technology changes; and
o advance lifelong learning.
x General Partnership and National Agreement training (funded through the
Partnership Trust), for example:
o implementation of the National Agreement;
o program development for Unit-Based Teams;
o application of the Flexibility provisions of this Agreement;
o Partnership orientation and other Labor Management Partnership
training; and
o performance-sharing programs.
x It is intended that all newly hired Partner union and management employees
should be scheduled within four months (120 days) of being hired to receive
Labor Management Partnership Training, as defined by each region. As
sponsors, the appropriate local and regional LMP leadership will be accountable
to ensure this takes place.
x Key business strategies and initiatives (funded through operating budgets or local
or national businessinitiatives), for example:
o attendance;,
o service;
o business education;
o Kaiser Foundation Health Plan product offerings;
o KP HealthConnect;
o employee health and wellness;
o scope of practice;
o benefits;
32
o regulatory compliance; and
o diversity.
3. STEWARD EDUCATION, TRAINING AND DEVELOPMENT
The CIC agreed to support union steward training and education and recommended that
stewards have timeavailable each month to participate in training and development
activities. The parties agree to support stewards intraining and development such as:
x education and training programs;
x Stewards Council;
x Labor Management Partnership Council;
x Partnership-sponsored activities; and
x Partnership environment.
Training programs for stewards may be developed in the following areas:
x foundations of Unit-Based Teams;
x improvement in Partnership principles;
x contract training on the National Agreement;
x fundamentals of Just Cause;
x leadership skills;
x effective problem solving; and
x consistency and practice.
Labor and management will work jointly on steward development. Accountability will
rest with senior operationaland union leaders on the Labor Management Partnership
Council (or equivalent) in each region.
4. INTEGRATED APPROACH TO EDUCATION AND TRAINING
There are common themes and elements of training that should become consistent across
Kaiser Permanente.Sufficient resources will be committed, as specified in this Agreement
and by the regions, to create and delivertraining programs and to enable employees to
take advantage of those programs, supported by PlannedReplacement where necessary.
Integrated development of program-wide training programs should provide
efficiency,cost effectiveness, higher-quality training and more consistent experience for
employees across Kaiser Permanente.
The Strategy Group will be responsible for ensuring an integrated approach to education
and training, which willjointly address initiatives and topics identified as priorities for the
Program. Criteria for prioritization will be:
x National Agreement implementation plans;
x organizational strategic objectives; and
x Partnership priorities.
The 2005 Agreement provided: The parties will work jointly to develop an integrated
education work plan andguidelines no later than May 30, 2006. Guidance for this work
33
can be found in the education and trainingrecommendations from the various 2005 BTG
reports.
F. STAFFING, BACKFILL (PLANNED REPLACEMENT), BUDGETING AND
CAPACITY BUILDING
1. PLANNED REPLACEMENT AND BUDGETING
Providing a work-unit environment where quality of care and employee satisfaction are
not compromised byfluctuations in staff is a crucial concern. The parties commit to
resolving the complex issue of Staffing andPlanned Replacement in a comprehensive
manner. Planned Replacement means budgeted replacement timefor employees’ time
away from their work unit (e.g., to participate in training, Partnership activities,
approvedunion work, or to take contractual time off, including unpaid leaves of absence).
In addressing the issue ofPlanned Replacement, the objectives are to jointly define the
circumstances in which Planned Replacementwill occur, using the following criteria:
x plan for and schedule replacement activities wherever possible, so that Planned
Replacement objectives can be successfully achieved;
x provide Planned Replacement so employees are able to use leave benefits
appropriately and take time off related to activities listed above;
x provide adequate staffing within the budget to cover the work operations and
other work-related requirements by creating a Planned Replacement line item at
all budgeting levels;
x ensure forward-looking and realistic planning to anticipate and provide for future
staffing needs;
x support the Attendance provisions of this Agreement;
x budget and plan realistically to provide for all components of legitimate time off
from work and apply those budget components as intended; and
x accurately track time off requests and responses to provide managers and
employees with transparent data on time off.
The parties will conduct and complete a gap analysis (i.e., the difference between needed
average amount of time off and current budget practice) for Planned Replacement in each
region prior to the 2007 rate-setting process. Planned Replacement will be incorporated
into rate setting and budgeting processes for all departments beginning with the 2007
cycle. The parties will mutually agree on the phasing in of additional resources for
Planned Replacement in 2006, and regional market conditions will be a factor in those
considerations.
In departments where management and the unions agree that the budgetary process meets
the objectives as outlinedabove, the process does not need to be modified. Those
departments without an effective joint staffing, budgetingand planning process in place
will observe the Joint Staffing provision below and incorporate the
recommendationstaken substantially from the 2005 Attendance BTG Report, Concept
No. 3, pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the
regional level.
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2. A JOINT STAFFING PROCESS
As unions and management continue to integrate Labor Management Partnership
structures into existingoperational structures, Partner unions will become more involved
in business planning and resource allocationdecisions. These decisions are intricately tied
to the shaping of staffing plans and decisions to adjust resourceallocations during budget
cycles.
Therefore, the parties agree that throughout this integration process, they will implement
joint staffing processes.This work will include jointly developed staffing plans that
consider the following factors:
x mutually acceptable numbers, mix and qualifications of staff in each work unit;
x planning for replacement needs;
x patient needs and acuity;
x technology;
x inpatient and outpatient volume;
x department/unit size;
x geography;
x standards of professional practice;
x experience and qualification of staff;
x staff mix;
x regulatory requirements;
x nature of services provided;
x availability of support resources;
x model of care;
x needs and acuity of the entire medical facility as well as specific department/unit;
x consideration and support for meals and breaks; and
x departmental/area budgets.
Adherence to any and all guidelines promulgated by any reviewing or regulatory agency
and any other applicablelaws or regulations is mandatory. A staffing and budgeting
model appears in the 2005 Attendance BTG Report,Concept No. 3, pages 20–23;
(attached as Exhibit 1.F). The joint staffing language in this Agreement, togetherwith the
model in the BTG report, should provide the framework for staffing discussions and
decision making.
3. CONTRACT SPECIALISTS
The ability to fully engage frontline workers in Partnership activities has been limited by
a lack of unioncapacity. Stewards have had the difficult task of balancing their traditional
representational duties related to theadministration of collective bargaining agreements
and engaging in Partnership activities. To empower stewardsto fully assume their
leadership roles in Partnership activities, the parties agree to the establishment of a
35
newrole, Employer-paid Contract Specialists. It is anticipated that this role will advance
the Partnership by:
x allowing stewards more time to focus on Partnership implementation at the
facility and work-unit level;
x building expertise and promoting consistency in contract interpretation and
implementation through Contract Specialists who partner with local HR
Consultants; and
x building capacity through the development of many contract experts.
Each Coalition bargaining unit will be allocated a minimum of one full-time equivalent
(FTE) Contract Specialist,or portion thereof, for every 1,500 bargaining unit employees.
In each region, each International Union will applythe 1:1,500 ratio to its total
membership to determine the number of Contract Specialists. The Contract
Specialistswill be appointed by the union, with Employer input, and will be directed by
and accountable to the local union.Their duties will include, but not be limited to,
contract interpretation and administration, contract education,guidance in grievance and
problem resolution, improvement in shop steward capacity and consistent
contractapplication. The Contract Specialist will partner with the Human Resources
Consultant or equivalent. Normally,it is expected that Contract Specialists will serve a
single, one-year, non-renewable term. The pay, benefits andconditions of the Contract
Specialists will be in accordance with the standard Labor Management PartnershipLost
Time Agreement.
Many unions currently have Employer-paid liaison positions. Management and the local
union will collaborate andattempt to reach a consensus decision on converting current
liaison positions into Contract Specialist positions. It ispossible that a union may elect to
maintain the current number of liaison positions in lieu of a Contract Specialist,or choose
a combination of Contract Specialist and liaisons, or eliminate all liaison positions and
replace them withContract Specialists. In the event that a local union does not have a
liaison, it may choose to select a liaison(s),instead of a Contract Specialist, at the ratio
described above. Local unions will set policies for liaison and ContractSpecialist
positions such as term length (e.g., single one-year, non-renewable term, etc.). Local
unions that currentlyhave liaison positions exceeding the 1:1,500 ratio cited above will
maintain their current FTE ratio.
Southern California will provide 13 FTE Contract Specialist/liaison positions, prorated
by International Union,over and above the current liaison level, in the first year of the
Agreement. All regions will achieve the 1:1,500 ratio bythe end of the second year of the
Agreement.
G. HUMAN RESOURCE INFORMATION SYSTEM (HRIS) PROCESS
CONSISTENCY
The 2005 HRIS Process Consistency BTG was formed from the Labor Relations
subgroup of the Strategy Group.The BTG developed recommendations from the work of
the HRIS Process Consistency Project Team (PCP Team)for reducing the current
36
complexity of HRIS processes and policies across the organization in support of
theimplementation of the new PeopleSoft HRIS, and to increase the consistency of the
employment experience.
The CIC adopted HRIS provisions regarding benefit eligibility and effective dates for
Across-the-Board (ATB)increases and special adjustments, which are incorporated in
Section 2 of this Agreement. The parties furtheragreed that longevity steps that are
converted to differentials will be included in base pay for purposes of finalaverage pay
calculations when determining defined-benefit pension benefits, and will be included
whendetermining defined-contribution percentages.
In addition, certain provisions were adopted that are to be incorporated into each local
collective bargainingagreement, including consistency provisions relating to:
x bereavement leave;
x jury duty;
x effective dates of step increases;
x longevity pay; and
x alternative compensation program terms.
The Labor Relations Sub-Group will continue to work with the PCP Team during the
term of the Agreement as issuesare identified that the parties agree require changes to
collective bargaining agreements.
H. WORK-LIFE BALANCEAND TOTAL HEALTH
Kaiser Permanente and the Coalition are committed to the total health and well-being of
employees and to work-life practices, programs and services that balance work and life
cycle challenges. Employees who are supported inbalancing their work and personal lives
and reducing their health risks are more effective in their work, more productive as team
members,and better able to deliver quality health care and service to members/patients.
The organization’s responsiveness toindividuals’ needs, both on and off the job, is a
powerful predictor of productivity, job satisfaction, commitmentand retention.
Accordingly, Kaiser Permanente and the Coalition will work in Partnership to establish
aninfrastructure to support and manage total health and work-life balance services.
1. STRUCTURE
a. Work-Life Balance (WLB)
The parties agree to create a Work-Life Balance (WLB) division of Human Resources,
resulting from realignmentof the current Employee Assistance Program (EAP) at all
levels. This infrastructure will help ensure that the work-lifebalance services offered are
consistent program-wide while fostering better communication about the availability of
theservices. The WLB division will include health promotion, employee assistance and
referral services, and will enable theorganization to offer more robust work-life balance
services to employees that lead to cost savings, employee retentionand increased
employee satisfaction.
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b. Total Health
The parties share the goal of creating the healthiest workforce in the health care industry
by improving the quality and length of employees’ lives and enhancing the effectiveness
and productivity of the organization. To achieve this vision, the LMP strategy group shall
empower a program-wide leadership group, the Total Health Leadership Committee, of
appropriate representatives of the Coalition and KP to oversee and implement all of the
work associated with creating a comprehensive Total Health program for KP employees.
This committee shall endeavor to jointly develop policies and practices as outlined in
Exhibit 1.H.1.b., Total Health Agreement. Utilizing existing Partnership structures and
initiatives will assist the parties to achieve their Total Health goals.
Resources for the WLB division at the national level will include a director of WLB, a
dedicated labor partner, a projectmanager, analytical staff and existing EAP resources.
Additional resources will be identified at the regional and local levelas needed to
effectively support the WLB division and should be integrated with Unit-Based Team
infrastructure to theextent practical.
The Strategy Group will provide program-wide oversight for the WLB division. Regional
and local WLB Committeeswith management, union, physician, dentist and EAP
representation will provide support to the division.
2. PROGRAMS AND SERVICES
Employee Health Care Management.Kaiser Permanente will offer an Employee Health
Care ManagementProgram to help employees manage their chronic diseases and other
existing health issues. This program is furtherdescribed in Section 2.B.3., Other Benefits.
Health promotion focuses on keeping people healthy. Kaiser Permanente will offer
services to enable its employees tofocus on prevention and Thrive by actively promoting
a healthy and balanced lifestyle. To achieve this, local facilities willimplement and
coordinate health and wellness services aimed at improving the quality of work and
personal life for allemployees. Health promotion services and programs may include, but
are not limited to, self-help classes, support groups,stress management, conflict
management and cultural sensitivity/awareness training.
Employee assistance services are intended to maximize employees’ ability to cope and
remain productive duringstressful events and life crises. Such services should be
sponsored nationally and implemented locally. They include work-lifeproblem assistance,
such as drug and alcohol assistance assessment and referral, short-term family counseling
andmanager/union consultation services. Life crisis services include emergency financial
aid and grief counseling.
Referral services provide a caring environment that is sensitive to the variety of
employee needs. Company sponsored, arranged or subsidized services may be provided,
including discounts for goods and services. This shouldbenefit employees with minimal
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added cost. Examples include mass transit incentives, financial counseling
services,concierge services and computer discounts. Some of these services are provided
currently through regional employeeactivity programs. Expansion of these services
nationally may be evaluated by the Strategy Group during futureyears of the contract.
Donating days.The Partnership should create a mechanism for employees to voluntarily
donate some earnedtime off, vacation or life-balance days to employees in need.
In addition, Kaiser Permanente will establish a recognition week celebrating the founders
of Kaiser Permanente and a Memorial Day tribute to recognize and honor deceased
employees on the Friday before Memorial Day.
3. MANDATORY OVERTIME AND ASSIGNMENTS
The parties’ vision is to make Kaiser Permanente the best place to work, as well as the
best place to receive care.Through the Partnership, unions, management and employees
share responsibility, information and decisionmaking, to improve the quality of care and
service and enrich the work environment. The ability to rely on a stableschedule is
fundamental not only to this equation, but to achieving balance between work life and
personal life aswell. As a result, the parties have committed to discontinue mandatory
overtime practices, with the overall goal ofavoiding the mandatory assignment of any
unwanted work time. The “Mandatory Overtime—Principles and Tools”document agreed
to by the parties is attached as Exhibit 1.H.3.
I. PATIENT SAFETY
Improving the quality of care delivered to members and patients requires significantly
increasing the reportingof actual errors and “near misses.” It is recognized that the
reporting of such errors can only improve if employeesare assured that punitive discipline
is not seen as the appropriate choice to handle most errors. We must jointlycreate a
learning environment which views errors as an opportunity for continued, systematic
improvement. Thisenvironment must encourage all employees to openly report errors or
near misses and participate in analyzing thereason for the error and the determination of
the resolution and corrective action needed to prevent reoccurrence.
The reporting system will include the following components:
x reporting of errors, with systematic, standardized analysis of errors and near
misses;
x communication of learning to help make needed policy and procedure changes;
x confidentiality of involved employees unless prohibited by statute or law;
x involvement of staff in error analysis and/or resolution;
x positive reinforcement for reporting;
x training and education programs that enhance skills and competency to help
prevent future errors;
x maintenance of the integrity of privileged information; and
x ability to collect and trend data across the organization.
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Information regarding errors reported through this system will be handled through the
Issue Resolution/CorrectiveAction process of this Agreement and will not be used as the
basis for discipline except in rare cases when punitivediscipline is indicated, such as the
employee:
x was under the influence of drugs or alcohol;
x deliberately violated rules or regulations;
x specifically intended to cause harm; or
x engaged in particularly egregious negligence.
Reporting through this system does not relieve the employee of the responsibility to
complete an incident reportwhen indicated by policy.
J. WORKPLACE SAFETY
Kaiser Permanente and the Coalition believe that an injury-free workplace should be the
goal and responsibility of every physician, dentist, manager, union leader and employee,
and an essential ingredient of high-quality, affordablepatient care. Working in
Partnership, we are establishing the health care industry standard by setting the goal of
eliminating all causes of work-related injuries and illnesses, so as to create a workplace
free of the risk of injury and illness,where people feel free and safe to report work-related
injuries and illnesses.
1. CREATING A CULTURE OF SAFETY
In recognition of our goal of an injury-free workplace for all Kaiser Permanente
employees, physicians and dentists,the leaders of Kaiser Permanente and the Coalition
have committed to continuing support for cultural change andthe implementation of
systems which are necessary to reach our goal.
Over the term of this Agreement, the parties agree to provide sponsorship and resources
necessary for a broadand sustainable approach to Workplace Safety (WPS). The
Principles of Partnership will be used to engage frontlinestaff and supervisors in
implementing the remedies that will eliminate hazards that cause injuries. It is
recognizedthat in creating an effective culture of safety, alignment among all contributing
Kaiser Permanente departmentsmust be achieved.
Kaiser Permanente’s goal is zero injuries. In order to be successful, a culture of safety
must be created in whichsafety is a core business, a personal value and prevention is
more effective than injury management.
2. COMPREHENSIVE APPROACH TO SAFETY
Successful WPS efforts are comprehensive and require strong leadership from the health
plans, hospitals, dentalgroup, medical groups and unions. To that end, the parties commit
to implement a comprehensive plan for eachregion that sets challenging goals, defines
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accountabilities and creates a supportive environment with active work-unitengagement.
The plan should includesustainable implementation goals and a timeline with milestones
for progress. The program requires that accountability for WPS be integrated into health
plan, hospital andmedical or dental group operations, business plans, performance
metrics, budgets and strategic planning efforts,and emphasizes the collective
responsibility for WPS in each work unit.
In order to ensure successful implementation of the WPS program, the Employer and the
unions agree to support training, partnership activities and work team engagement related
to WPS, in accordance with the PlannedReplacement provisions of Section 1.F.1.
3. NATIONAL DATA SYSTEM
The parties will continue to develop and enhance the utilization of a national data system
and structure thatsupports the needs of WPS teams, leadership and operations.
4. BLOODBORNE PATHOGENS
The parties will continue support of the National Sharps Safety Committee (NSSC),
chartered by the LaborManagement Partnership to pursue the goal of selecting and
recommending the provision of the safest sharpssafety devices. In the event of an issue or
disagreement arising out of National Product Council actions regardinga recommendation
from the NSSC, the appropriate Problem-Solving Processes under Section 1.L. of
theAgreement may be utilized.
5. INTEGRATED DISABILITY MANAGEMENT
As part of a comprehensive approach to WPS, an Integrated Disability Management
(IDM) program, appropriatefor each region, will be implemented during the term of this
agreement. IDM is defined as a comprehensiveprogram that provides a rapid return-towork for employees with occupational and non-occupational injuries,illnesses or
disabilities to best meet the needs of employees by improving and supporting overall
workforce health,productivity and satisfaction while reducing costs for the Employer in
lost time and productivity.
An integral part of a successful IDM program involves removing barriers for employees
who are able to return totemporary, alternative or modified work after an injury, illness or
disability. To that end, the Employer agrees tofacilitate an employee’s return to work by
making every effort to liberalize work requirements, and the unions willwork
collaboratively with the Employer to identify temporary, available and appropriate work
assignments forthe affected employees. While in the IDM program, the affected
employees may be placed into temporary workthat may include assignments in another
bargaining unit, as long as the assignment does not affect the processfor filling vacancies
and the work available for current employees in the workgroup. When assigning work
toaffected employees, the Employer will attempt to assign them to duties in their own
bargaining unit before placing employees temporarily into another bargaining unit.
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Temporary assignments into different bargaining units shouldoccur infrequently, and will
require collaboration and coordination. In the event it is not possible to assign
theemployee duties within his/her own bargaining unit, the parties will jointly determine
if temporary assignmentwithin another bargaining unit is possible.
The affected employee may remain in a temporary assignment for up to 90 days. During
this time, the employee’sbargaining unit status will be maintained with all rights and
responsibilities. After 90 days, the parties will meet andmust mutually agree to the
extension of any such temporary work assignment as appropriate.
6. UNION INDEMNIFICATION
In consideration of full and active participation by the member organizations of the
Coalition in the WPS program,and in recognition of the potential liability which might
result solely from that participation, Kaiser FoundationHospitals and Kaiser Foundation
Health Plan, Inc. agree that they, or one of the subsidiary health plan organizationsof
Kaiser Foundation Health Plan, Inc., will indemnify Coalition unions and their officers
and employees, and holdthem harmless against any and all suits, claims, demands and
liabilities arising from or relating to their participationin WPS with Kaiser Permanente.
K. UNION SECURITY
1. UNION LEAVES OF ABSENCE
In support of the Partnership relationship, upon request, the Employer will grant time off
to employees for officialunion business as long as the number of employees absent for
union business does not impose an unreasonableburden on the Employer and the
Employer receives reasonable notice.
Union leaves will be defined according to the following:
Short-Term Leaves are defined as leaves up to 30 days. Employees will continue to
accrue seniority, service creditand benefits during the time of the absence, at the expense
of the Employer. The impact of multiple short-termleaves on the operations must be
considered.
Long-Term Leaves are defined as leaves of absence for more than 30 days and up to a
maximum of one year.Such leaves will be granted by the Employer in increments of three
months and shall be jointly reviewed, on aperiodic basis, at the regional level. Seniority,
service credit, credited service and health, dental and life insurancebenefits will continue
during the leave as long as the union reimburses Kaiser Permanente for the associated
costs.
Elected Official Leave.Any employee elected to a union office will be automatically
granted a leave of absencefor the duration of the term or three years, whichever is less.
Employees must return to work after the completionof one term. Seniority, health, dental
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and life insurance benefits will continue during this time, as long as theunion reimburses
Kaiser Permanente for the associated cost. Service credit and credited service will be
appliedfor a maximum of two years, as long as the union reimburses the Employer for
such costs. As provided in localagreements, leaves beyond one term may be granted, but
will not include service credit.
Kaiser Permanente will pay employees for absences in order to participate in grievances,
issue resolutionmeetings, Kaiser Permanente work committees and interest-based
negotiations under Section 3.E. of thisAgreement. Paying employees for participation in
panel arbitrations will be the decision of senior union andmanagement leaders in the
region.
The Employer and the leaders of the Partner unions will work together to ensure
reasonable notice and to minimizeimpact on service and care delivery associated with this
provision.
2. CORPORATE TRANSACTIONS
The parties recognize that unions and Employers do not stand still. Unions merge with
each other, or in some cases, split intosmaller parts. Employers buy and sell operations,
spin off business units, merge with other entities or otherwise restructuretheir operations.
Through implementation of the Partnership principles embedded in this Agreement, the
parties expect to establish opencommunication concerning business and organizational
issues affecting their respective operations. The parties anticipatethat in most instances
through such communication and the Partner unions’ ongoing involvement in Kaiser
Permanente’sbusiness matters, the unions will be aware of business issues that may cause
Kaiser Permanente to consider transactions suchas those described above. In such
circumstances, the parties contemplate that they will move to more formal
discussionsconcerning such contemplated transactions as Kaiser Permanente’s
consideration of options proceeds. The parties intend that the Coalition and the affected
Partner unions will be involved in such consideration in a manner consistent with
Partnershipprinciples and that the legal and contractual rights of the affected employees
will be honored in any resultant transaction.
3. VOLUNTARY COPE CHECK-OFF
The Employer agrees to administer a voluntary check-off of employee contributions to
Partner union politicaleducation and action funds, consistent with the Private Letter
Ruling received from the IRS in 2001. The programincludes the following provisions:
x contributions to the political education and action funds are voluntary for
employees;
x the union is responsible for obtaining check-off authorization from each employee
who wishes to have a voluntary payroll deduction; and
x the union will reimburse Kaiser Permanente for the costs of administering the
payroll deductions.
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4. SUBCONTRACTING
Consistent with current practice, management reserves the right to meet immediate dayto-day operational needs bycontracting for services, for example, through registries,
temporary services, etc.
The Parties reaffirm a Partnership presumption against the future subcontracting of
bargaining unit work.
This section has been supplemented by the Memorandum of Understanding Regarding
Sub-Contracting betweenKaiser Foundation Health Plan/Hospitals, The Permanente
Medical Groups and The Coalition of Kaiser PermanenteUnions, AFL-CIO, dated July
15, 2005 (attached as Exhibit 1.K.4.).
5. UNION REPRESENTATION OF NEW POSITIONS
Principles.The parties agree that Partner unions maintain strong fundamental interests in
preserving theintegrity of the bargaining units. The parties also agree that achieving the
Labor Management Partnership’s goalsof making Kaiser Permanente the health care
employer of choice in all of its markets and maximizing workforceengagement as a
principle means of achieving success requires that all parties commit to maintaining and
enhancingbargaining unit integrity. The parties further agree that it is not in the interest of
either Kaiser Permanente orthe Partner unions for jobs to be created or restructured for
the purpose of removing work from a bargainingunit. Furthermore, the parties agree that
it is essential for them to work together to assure that newly created andrestructured jobs
that are appropriately included within bargaining units are not improperly excluded from
them.
For these reasons, the parties have adopted the following procedures for reviewing and
determining the status ofnewly created and restructured jobs with duties and
responsibilities similar to those of positions included in LaborManagement Partnership
bargaining units.
While this process is intended for newly created jobs, this process may be used to
determine the bargaining unitstatus of current positions that are in dispute, provided the
parties mutually agree, at a local and national level,that it would be beneficial to use this
process for that purpose.
If the local parties have an agreed-upon process for reviewing newly created positions
that provide for anexpedited and timely resolution to the issue, that local process should
prevail or they may mutually agree to usethe process below.
Process.When the Employer creates a new position or restructures, including
replacement of a union positionwith a non-union position with duties similar to those of
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employees in a Labor Management Partnership bargainingunit, the Employer will notify
the appropriate union at least five working days before posting.
The Employer and the union will meet to review the position jointly within five working
days of notification.The Employer and the union will present their reasons and
recommendations concerning the bargaining unitstatus of the position. The parties will
jointly discuss the position, the reasons for the Employer’s determination,and attempt to
reach agreement on the status of the new or revised job.
If the Employer and the union agree that the job is a bargaining unit position, it will be
evaluated and postedunder the contractual process for bargaining unit positions. When a
position is determined to be a bargaining unitposition, any identical positions which
subsequently become available in the region will be posted as bargainingunit positions.
If the parties agree that the job is not a bargaining unit position, it will be evaluated and
posted under the applicable regional process for such positions.
If the parties are unable to agree whether the job is a bargaining unit position, then the
matter may be submitted asa dispute to an expedited Issue Resolution process. The
parties will appoint a standing panel with the responsibilityof expeditiously reviewing the
facts with each party’s perspectives and issuing a timely determination. Optimally,the
standing panel would include several neutral parties with an inherent understanding of the
complex issues involved in such determinations, and sufficient flexibility in their
schedules to expeditiously hear pending issues.The panel will be accountable to the
Strategy Group, who will ultimately determine the composition of the paneland who may
elect to appoint one or more Strategy Group members, or their designees, to the standing
panel.The panel will be appointed by January 1, 2006.
The expedited process may be initiated by notification to the OLMP. The OLMP will
notify the members andconvene the panel. The panel will be available for a meeting, in
person or by teleconference, within two weeksof notification with the purpose of
reaching a decision in the matter. If a decision cannot be made in the initialmeeting,
another meeting will be scheduled as soon as possible. If the decision has not been made
within thetwo-week period following the notification to the OLMP, the position may be
posted and the posting willclearly indicate:
x the position is under review;
x whether or not the position is a union or non–union position is undetermined at
this time; and
x if it is determined that the position is appropriately within the bargaining unit, the
incumbent will be required to be part of the bargaining unit.
If it is ultimately determined that the position is a bargaining unit position, and a job offer
has not been made toa candidate before that determination, the position will be re-posted
as a bargaining unit position.
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The Labor Relations Sub-Committee of the Strategy Group will review activity and
provide reports to the StrategyGroup as necessary.
L. PROBLEM-SOLVING PROCESSES
This Agreement contains three different problem solving processes, each with a different
purpose. The first is the Issue Resolution process. Issue Resolution is used in conjunction
with Corrective Action, and to problem solveany department issue in an interest-based,
rather than in a more traditional, adversarial manner. For most practicalpurposes, this is
the problem-solving process that will be used most by the parties on a local level.
The second problem-solving process is a Partnership Review Process. This is a specific
process designed to problemsolve only disputes or differences of interpretation of Section
1 of the Agreement and certain designated provisionsof Sections 2 and 3. The third
process was designed specifically to address disputes or differences of interpretationof all
other provisions of Sections 2 and 3 of the Agreement. This process is found at the end of
Section 2.
1. ISSUE RESOLUTION AND CORRECTIVE ACTION PROCEDURES
An effective procedure for resolving issues is fundamental to the long-term success of the
Labor ManagementPartnership. Solving workplace concerns quickly and by those most
directly involved is essential to reducingconflicts, grievances and patient/member
complaints. It will also contribute to better relations and a moreconstructive work
environment. Issue Resolution and Corrective Action work in tandem to achieve these
outcomes.To that end, the procedure has two components:
x a system for raising and quickly resolving workplace issues using interest-based
problem solving by thosedirectly involved with the issue; and
x a method of resolving performance and behavior issues in a non-punitive fashion
in which employee, supervisor and union representatives work together to identify
the problem and craft the solution.
a. Issue Resolution and Corrective Action
Summary of Issue Resolution.Issues are raised at the work-unit level and the
stakeholders within the work unit will meet to attempt to resolve the concern. Issues
unresolved at the work-unit level are reviewed by thelocal Partnership team. If the
concern remains unresolved, the issue may be referred to the senior union
andmanagement regional strategy group, council or equivalent for resolution. Issue
Resolution is an alternative to,but does not replace, the Grievance Procedure.
Summary of Corrective Action.Corrective Action is designed to be a non-punitive
process. It is divided intotwo phases. The first phase, problem solving, follows a joint
discovery process. Problem solving consists of levelsone and two, which are neither
adversarial nor disciplinary in nature. The goal of this phase is to determine theroot cause
of the problem by identifying all of the issues affecting performance and to
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collaboratively developoptions to resolve them. The first phase is informal, with no
documentation in the personnel file.
The second phase, containing levels three through five, constitutes discipline. While there
is no punishment, such as suspension without pay, the consequences of failure to resolve
the issues may ultimately result intermination of employment. An employee who disputes
any action at any level under this procedure shall havethe right to file a grievance.
An Issue Resolution/Corrective Action User’s Guide is available through the OLMP to
provide a thoroughorientation on successful utilization of the procedures for all covered
employees.
2. PARTNERSHIP AGREEMENT REVIEW PROCESS
After sharing information and fully discussing and exchanging ideas and fully
considering all views about issues ofinterest and concern to the parties, decisions should
be reached that are satisfactory to all.
It is understood that the parties may not always agree. Disagreement at the facility level
which arises out of theinterpretation and/or implementation of Section 1 should be
referred to the local level Partnership team fordiscussion in an attempt to reach a
consensus decision. If it cannot be resolved at the local level, the senior union
andmanagement regional strategy group, council or equivalent must address and attempt
to resolve the issue no later than30 calendar days following its referral. That group, after
careful review of all facts and interests, will craft a consensusdecision designed to resolve
the issue.
If consensus proves impossible, the matter may then be referred to a national panel
comprised of two union and two management members of the Strategy Group, along with
a predetermined neutral designee selected by the StrategyGroup. The panel will be
designated immediately upon receiving a request. The panel will meet, confer and
ultimatelycraft a solution within 30 days, unless the time is extended by mutual
agreement. It is the responsibility of the neutraldesignee to ensure a final resolution to the
issue is crafted. The resolution will be final and binding on all parties.The Strategy Group
members selected should be from among those least vested in the substance of the
disagreement.Questions involving interpretation of the National Agreement may also be
submitted to this Review Process bynational parties.
M. TERM OF THE PARTNERSHIP
In recognition that the substance, as well as the spirit and intent, of this Agreement is
largely dependent upon the existence of the Labor Management Partnership, the labor
and management signatories commit to continue participation in and support of the
Partnership throughout the term of this Agreement.
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The Labor Management Partnership Agreement, inclusive of clarifying addenda of
Employment and Income Security and Recognition and Campaign Rules, provides for a
60-day notification period for either of the parties todisengage from the Partnership
relationship; however, the Review Process in Section 1 of this Agreement substitutesfor
that notification an alternative process of reviewing and resolving issues that could
otherwise individually or collectively result in the dissolution of this Partnership.
Notwithstanding the parties’ commitment to this ongoing relationship, there may be
instances where either side mayengage in such egregious non-partnering behavior that the
corresponding partner takes unilateral action and may alsowithdraw some or all of the
Partnership privileges extended to the other party. Such behavior, unilateral action
orwithdrawal of privileges should likewise be submitted to the Review Process for
determination and resolution.
As the Partnership matures, the parties recognize that, on occasion, either party may
engage in behavior thatconflicts with Partnership principles and elicits corresponding
behavior from the other party. It is expected that thisReview Process will also be
instrumental in providing guidance to the parties for those occurrences.
Although the commitment to use the Review Process as the alternative to serving a 60day notice of terminationof the partnership agreement runs concurrently with the
National Agreement, the Labor Management PartnershipAgreement continues in effect
and does not terminate with the expiration of this Agreement.
SECTION 2: WAGES AND BENEFITS
Wages, performance sharing opportunities and benefits as identified in this Section 2 are
considered to beongoing obligations and will terminate at the extended expiration of local
agreements, rather than at theexpiration of this Agreement.
A. COMPENSATION
To promote Partnership principles and support the guiding principle that Kaiser
Permanente will be the employerof choice in the health care industry, Partnership
employees should receive excellent wages. The parties recognize,however, that wages
alone will not support an “employer of choice” strategy. In addition to wages, the parties
arecommitted to investing in benefits, workforce engagement, training and development
opportunities and leadershipdevelopment as critical elements in pursuing this goal.
In valuing and rewarding employees for length of service with Kaiser Permanente, the
parties agree that wagesshould be tenure based. In addition to length of service, the
parties agree to consider these factors in developing andadjusting compensation levels:
labor market conditions, changes in cost of living, internal alignment, recognition of
the value of the Labor Management Partnership and ability to recruit new employees.
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Compensation changes agreed to under the terms of this Agreement include three
components:
x annual Across-the-Board (ATB) wage increases;
x special adjustments; and
x potential for performance sharing bonuses in each year of the contract.
1. ACROSS-THE-BOARD WAGE INCREASES (ATBs) AND SPECIAL
ADJUSTMENTS
ATBs will be effective on the first day of the pay period closest to October 1 in each year
of the Agreement. Special adjustments made pursuant to this Agreement, or made during
its term, will be effective on the first dayof the pay period closest to the implementation
date.
ATB (Across-the-Board) Wage Increases
Region or Area
Year and ATB Increase
2012
2013
2014
Northern & Southern California
3%
3%
3%
Regions Outside California
2%
2%
2%
2. PERFORMANCE SHARING
Performance Sharing is intended to recognize that, through the Labor Management
Partnership, employees andtheir unions have a greater opportunity to impact
organizational performance, and employees, therefore, shouldhave a greater opportunity
to share in performance gains. The parties support the Labor Management Partnership
Performance Sharing Program (LMP PSP) as a way to continue the transformation of the
organization, through Partnership, to a high-performing organization and to share the
success of the organization with employees coveredby this Agreement.
The Strategy Group will be accountable for the LMP PSP. The Strategy Group may, but
is not required to, establishnational factors each year that will be included in all regional
and local programs, together with regional and localfactors. The PSP goals will be
aligned with national, regional, facility and unit goals. The PSP goals will be based onthe
principle of “Line of Sight” as much as possible. As in the 2008 Reopener Settlement, the
regions may continueto pilot PSP demonstration projects during the life of this agreement
with the emphasis on achieving simplicity,ease of administration and alignment with
organizational and Partnership goals. Relevant sections of the 2008
Reopener Settlement are found in Exhibit 2.A.3. The Strategy Group appointed a PSP
Design Team charged with reviewing the 2005 Performance-Based Pay BTG
recommendations and making improvements to the LMP PSP.The PSP National Design
Team produced and submitted recommendations to the LMP Strategy Group in April
2010. The document informed the 2010 national bargaining Common Issues Committee
(CIC) PSP Subgroup and resulted in new language. The PSP National Design Team
recommendations are retained and available through theNational Office of the LMP. This
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will provide employees a “line of sight” between their performance and the successof
Kaiser Permanente through development of local programs under the LMP PSP.
Performance Sharing is over and above base wage rates and will be based on
mutuallyagreed-to performance factors and targets. The LMP PSP is self-funded through
operating margin. Performance targets will be set by region or national function and may
be based on quality, service, financial performance or other mutuallyacceptable factors. If
targets are met, Performance Sharing opportunities will be as shown below for each year
theAgreement is in effect. All amounts will be based on total payroll for employees
covered by the Partnership in eachregion or national function. The 3 percent payout is a
calculation based on total represented payroll by region ornational function. A full
explanation is contained later in this section.
Year 1—3 percent payout at target to be paid out in First Quarter 2013, based on
2012performance.
Year 2—3 percent payout at target to be paid out in First Quarter 2014, based on
2013performance.
Year 3—3 percent payout at target to be paid out in First Quarter 2015, based on 2014
performance.
The LMP PSP depends on Partnership structures and processes that empower employees
to have an impact on theprogram’s targeted factors. To afford employees a reasonable
opportunity to earn the annual payouts, Partnershipstructures and processes must achieve
critical thresholds to support the PSP. Further, jointly determined factorsmust be
measurable against mutually agreed upon predetermined targets with progress reported to
employeesquarterly throughout each year, where possible.
As the Labor Management Partnership continues to grow and evolve, an important
element is to ensure thatemployees share in the success of the organization as enhanced
performance is achieved through the Partnership.Specifically, all Partnership employees
will participate in the LMP PSP, which provides an annual cash bonusopportunity based
upon regional or functional area performance in the areas of quality, service, financial
healthand/or other mutually acceptable factors. The jointly designed program will reward
partnership employees forreaching mutually agreed upon national, regional and/or local
targets.
The following agreements are currently reflected in the LMP PSP:
x All Kaiser Permanente employees covered under this Agreement shall participate
in the LMP PSP. This includes full-time, part-time, short-hour, casual, on-call
and per diem employees.
x Other incentive, gain-sharing or reward programs may currently cover some
Labor Management Partnership employees. In such cases, employees may not
receive a payment from the LMP PSP in addition to a payment from a current
50
x
x
x
x
x
x
x
x
program. Instead, employees shall receive the higher of either the LMP PSP or
their current program.
At any time during the term of this Agreement additional subregional (local)
plans may be mutually developed. In these instances, the covered employees will
not receive a payment from both programs, but will receive a payment from the
program that provides the highest payment.
The program year shall be the calendar year, with a maximum of five mutually
agreed-upon factors set by no later than year-end for the following year and
communicated in January. The LMP PSP shall run for the calendar year with
final results determined and payments issued during the first quarter of the year
following the end of the program year.
The LMP PSP will establish mutually agreed upon regional or functional annual
targets with a bottom threshold (minimum payment) and an upper limit stretch
target (maximum payment) in the areas of quality, service, financial health and/or
other mutually acceptable factors. Regional or functional factors should be
aligned with, and to the extent appropriate and mutually agreeable may be
similar or identical to, physician and/or managerial incentive programs. The
percentage payouts listed above will be paid for achieving performance at
targeted levels. Proportional payouts (i.e., higher or lower than listed above at
target level) will be made for performance achieved that is either above or below
targeted levels.
While the factors (i.e., quality, service, finance, etc.) may be different from region
to region, the opportunity for reaching the selected targets shall be consistent
across all regions.
Targets should be set to stimulate and reward improvement; however, from
region to region there must be a reasonable and relatively equal opportunity to
reach each of the targets.
Employees must be in job classifications covered by this Agreement during the
program year and be active on December 31 to receive a payment under the LMP
PSP for that year; however, employees who retire during the program year or
prior to the payment date or transfer to another Kaiser Permanente job
classification not covered under this Agreement shall receive a pro-rated payment
based upon compensated hours attainedduring the program year in a job
classification covered under the Partnership.
Distribution of the Performance Sharing pool will be calculated as a percentage
of the regional or functional total payroll, defined as total compensated hours
times the established Weighted Average Rate (WAR) for all employees
represented by local unions who are party to this Agreement.
Payouts will be made in the form of lump-sum bonuses proportional to the
compensated hours of each employee; however, employees with 1,800
compensated hours or more in the program year shall be considered full-time
employees for the purposes of the LMP PSP and have their hours capped at 1,800
hours. Employees with compensated hours less than 1,800 hours shall receive a
bonus pro-rated for compensated hours.
B. HEALTH AND WELFARE BENEFITS
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1. MEDICAL BENEFITS
a. Eligibility
x All employees who are regularly scheduled to work 20 or more hours per week
are eligible for medical benefit coverage.
x Medical benefit coverage is effective the first day of the month following
eligibility (e.g., date of hire, benefit eligible status, etc.). Initial coverage under
flexible benefit plans is temporary, basic medical coverage. The selected medical
coverage and other benefits in the flexible benefit plan will be effective the first
day of the month following three months of benefit-eligible service.
b. Basic Comprehensive Plan
Kaiser Foundation Health Plan, Inc. (KFHP) has established a national account to enable
the Employers to act asa national purchaser of health care benefits. The parties agree that
discussions concerning any changes in benefits orbenefit coverage contemplated by
KFHP, Inc. should be joint and should be initiated no less than six months prior tothe
effective date of any proposed changes, and that such discussions should be concluded no
less than three monthsprior to the effective date.
The parties agree that eligible employees covered by this Agreement shall be covered by
the Basic Plan. The Basic Planshall be based on a “Kaiser Foundation Health Plan
Traditional HMO Plan.” While the parties understand that somevariation in benefits may
be necessary, the intent is to achieve national uniformity where possible. The Basic Plan
shallinclude outpatient and hospital and other services in addition to the following
features:
x
x
x
x
dispensed prescription drugs for up to 100 days/three months for maintenance
medications, barring state statutory or other legal or technical barriers;
100 percent allocation for Colorado mid-level option of the Flexible Benefits
Plan;
dependents (spouse, domestic partner, unmarried children up to 25, special
dependents); and
Durable Medical Equipment (DME).
On or after January 1, 2006, the Plan covering employees in the Northern California
region will include a $5 officevisit co-pay.
Flexible benefit programs in local labor agreements, amended to reflect the features
above, will remain unless another plan is implemented by mutual agreement.
c. Parent Coverage
Parents and parents-in-law of eligible employees residing in the same service area will be
able to purchase Health Plan coverage, in accordance with the Letter of Agreement
between the parties made effective May 1, 2002,and modified by a subsequent agreement
between the parties dated May 22, 2003 (attached as Exhibit 2.B.1.c.).
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d. Health Care Spending Account
A Health Care Spending Account (HCSA) option will be provided to employees eligible
for benefits. This account is a voluntary plan that allows the employee to set aside pre-tax
dollars to pay for eligible health care expenses.The maximum HCSA annual contribution
will be $3,000. HCSA may be used to pay for certain expenses for theemployee and
eligible family members as permitted under Internal Revenue Code.
e. Healthcare Reimbursement Account
Effective January 1, 2010, the parties agreed to establish a Healthcare Reimbursement
Account (HRA) for bargaining unit employees covered by the National Agreement. The
details of the HRA benefits are contained in Section 1.C.3.c. ofthis Agreement. For
further information or clarification, please refer to the HRA Plan Document.
Education of Workforce on HRA Benefit: Within 60 days of settlement, a full education
and communication planshould be implemented. Part of the work of the National
Attendance Committee is to determine the method forgathering data as to the impact of
the HRA on absenteeism.
2. RETIREMENT BENEFITS
a. Defined-Contribution Plan
The Employer will establish the following Employer Contribution Programs in the
existing salary deferral plans:
x Beginning in 2006 and continuing throughout the term of the Agreement, a
performance-based contribution of 1 percent of each represented employee’s
annual payroll earnings will be made if the region’s performance equals or
exceeds the budgeted margin plus 0.25. For example, if budgeted margin is 2
percent, actual margin of 2.25 percent is required for payment of the
performance-based contribution, and if budgeted margin is 4 percent, actual
margin of 4.25 percent is required for payment.
x Beginning in 2008, and continuing throughout the term of this Agreement, a
match program will be established in addition to the performance-based
opportunity described above. This program matches 100 percent of the
employee’s contribution, up to 1.25 percent of the employee’s salary.
New hires will be automatically enrolled in the 401(k)/403(b) TSA at 2 percent of
eligible pay with an opt-out provision available. All employees with one or more years of
employment will be eligible for the Employer Contribution Programsdescribed above.
The Employer contributions will vest in increments of 20 percent per year, with
participantsbecoming fully vested five years after their participation begins. Employees
covered by defined-contribution plansestablished under local collective bargaining
agreements will receive the higher of the benefit provided under thelocal agreement, or
the benefit provided under this plan.
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After the first year of the match program, the parties agree to meet and review factors and
participation trendsunder the match program, in order to determine if any adjustments in
enrollment practices or the Employercontribution rate are appropriate.
The parties recognize that some employees were not receiving a full 1.25 percent
employer match, even though they contributed 2 percent of their annual eligible pay into
the 401(k)/403(b), because of the variable rate at which employees contribute during the
course of the year. The employer shall, as soon as administratively possible but no later
than December 31, 2013, optimize its 1.25 percent match, to ensure that so long as the
employee remains employed by Kaiser Permanente on December 31 of the applicable
year and contributes 2 percent of his or her annual eligible pay from KP into the DC Plan
throughout the course of the year, the employer will match 1.25 percent into the Plan.The
employer will reconcile the year-end match for the applicable DC plan year for each
affected employee no later than the deadline to make contributions to a DC plan as set
forth in applicable tax guidance.
In 2009 and 2010, the Ohio, Georgia and Mid-Atlantic States regions will each make a
supplemental annualcontribution (Contribution) to their respective Defined-Contribution
Plans if the region achieved its three-yearcumulative budgeted margin for the 2006, 2007
and 2008 calendar years. The total amount of each Contributionwill be equal to the
additional annual pension expense the region would have incurred in that year had
theregion increased its Defined-Benefit Plan multiplier to 1.45 at the beginning of that
plan year. The assumptionsused to calculate this value will be those in effect for the
calculation of pension expense in the year in which theContribution is to be made. No
amounts will be contributed under this provision for any year in which the regionhas
actually applied a 1.45 multiplier under its Defined-Benefit Plan. No past service credit
will be included indetermining employer Contribution amounts. The design of the
participant allocation of the Contribution will bedetermined prior to the date of the first
Contribution, by agreement between the Coalition and management.
b. Defined-Benefit Retirement Plan
Employees represented by Coalition unions are covered by the defined-benefit retirement
plans listed in Exhibit 2.B.2.b. The benefits will be governed by the Plan Documents in
effect for each plan, as well as the Letter ofAgreement between the parties regarding
pension multipliers made effective January 7, 2002, and modified bya subsequent
agreement between the parties dated May 22, 2003, as well as the Letter of Agreement
regardingEarly Reduction Factors made effective August 19, 2002 (all attached as
Exhibit 2.B.2.b.). Those bargaining unitswith higher multipliers currently provided under
local collective bargaining agreements will maintain the highermultipliers in accordance
with those agreements.Effective October 1, 2012,the Š‹‘—”•‡•••‘…‹ƒ–‹‘’‡•‹‘
—Ž–‹’Ž‹‡”™‹ŽŽ‹…”‡ƒ•‡ˆ”‘ͳǤʹ’‡”…‡––‘ͳǤͶ’‡”…‡–Ǥ
Employees who are represented by the UFCW and participants in Taft-Hartley trusts will
have an increase in the Employer contribution of7.9 cents per hour in each year of the
agreement to address Pension Protection Act “red zone” issues.
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c. Pension Protection Act (PPA) Compliance
The parties agree to change the methodology for calculating lump sums by adopting the
Pension Protection Act required corporate bond rates and mortality tables effective
January 1, 2010.
In addition, effective January 1, 2010, the parties agree to a new 100 percent joint and
survivor (J & S) annuitywith a 15-year certain period, and a pop-up feature wherein upon
the death of the joint annuitant prior to thedeath of the retiree, the retiree’s monthly
benefit will revert from the 100 percent J & S to the life-only benefit.In the event both the
retiree and the joint annuitant die within the 15-year certain period and the retiree
wasreceiving the pop-up benefit, the life-only benefit will revert to the prior 100 percent
joint and survivor monthlybenefit for the remainder of the certain period.
d. Continuation of Certain Retirement Programs
During the 2000–2005 term of the National Agreement, a number of unrepresented
employee groups chose to become represented and form new bargaining units. At that
time, the Coalition and Kaiser Permanente agreedthat where a new bargaining unit was
formed of employees who were participants in the Kaiser PermanenteSalaried Retirement
Plans A and B, or Permanente Medical Group Plans 1 and 2, those benefit formulas
wouldbe temporarily maintained, despite the employees’ transition into a new bargaining
unit, in order to explorethe possibility of developing a joint, consistent recommendation
on how to handle retirement benefits in thesecircumstances. The parties agree that the
bargaining units that retained these benefits under that side letter willcontinue to keep
those benefits for the duration of this Agreement, unless the parties mutually agree to
convertthem to another plan.
The parties remain committed to working on a joint vision and strategy for retirement
programs. To that end, the joint Labor Relations SubCommittee of the Strategy Group
will be commissioned to explore the feasibility of a joint vision. Within that, the Labor
Relations SubGroup will submit to the Strategy Group a recommendationon how to
handle future employee groups who choose to become newly represented groups, and
how to handlenon-union employees who are accreted into existing bargaining units.
e. Pension Service Credits
Members of the RN, Dental Hygienist and Technical bargaining units in the Northwest
region who converted from a Defined-Contribution plan to a Defined-Benefit plan in
2003–2004 will be eligible for pension servicecredits in accordance with the September
2005 Letter of Agreement between the Health Plan and OFNHP andONA at the local
level.
f. Investment Committee Representative
A representative of the Coalition will be designated to serve on the Investment
Committee of the Kaiser Permanente Pension Plans.
g. Pre-Retirement Survivor Benefits
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Under the pension plans, a pre-retirement survivor benefit is payable to the spouse of a
deceased employee. The survivor benefit will be expanded to include domestic partners
and/or qualified dependents of employees.
Domestic Partner Benefits Under the Pension Plan. Under the pension plans, a
survivor benefit willbe payable to an employee’s designated domestic partner upon the
employee’s death, provided that an affidavitcertifying the partnership has been completed
by the domestic partner and employee. This is not applicable toTaft-Hartley plans.
Non-Spouse Survivor Qualified Dependent. Under the pension plans, survivor benefits
will be payable toa qualified dependent. A qualified dependent is one or more individuals
who, at the time of the employee’s death,meet the definition for a dependent as defined
by the Plan. The amount of the monthly benefit will be based on the employee’s accrued
benefit as of the date of death and will be determined as if the employee had retired on
the day before death, and had elected the Guaranteed Years of Payment method for 120
months with the qualifieddependent as beneficiary.
If a spouse or domestic partner and a qualified dependent survive the employee, the
spouse or domestic partner willreceive the survivor benefit. If the employee is survived
by a spouse or domestic partner and a qualified dependentand the employee’s surviving
spouse or domestic partner dies before the tenth anniversary of the employee’s death,the
qualified dependent will receive a monthly benefit effective the month following spouse
or domestic partner’sdeath and ending on the tenth anniversary of the employee’s death.
h. Retiree Medical Benefits
Effective January 1, 2006, for SEIU Local 105 employees in the Colorado region, the
maximum monthly Employer-paid contribution toward retiree health care coverage for
retirees with 25 years of service willincrease to $150 per person per month. The
Employer-paid contribution for retirees with less than 25 yearsof service, but with 15 or
more years of service, will be reduced by 4 percent for each year of service under
25 years, with a minimum benefit of $90 per person, per month.
For eligible retirees who move from one Kaiser Permanente service area to another
Kaiser Permanente service area, a KFHP plan will be offered with a $5 office visit co-pay
and a $5 prescription drug co-pay. This planwill be integrated with Medicare, when
applicable.
For eligible retirees who move outside of any Kaiser Permanente service area, an Out-ofArea plan will beoffered and will provide comprehensive inpatient and prescription drug
coverage. This plan will be integratedwith Medicare when applicable.
During the term of this National Agreement, and the related local collective bargaining
agreements, the existing retiree medical plans, including but not limited to plan benefits,
cost-sharing arrangements, contribution rates and eligibility requirements, shall remain
the same and shall not be changed.
56
The employers’ cost-share shall be capped at a fixed dollar amount effective January 1,
2017 (the “Fixed Amount”). The Fixed Amount for each region shall be determined by
using the 2011 net cost indexed to 2015 as described below, and the Fixed Amount is
intended to modify any Local Agreement provisions.
This Section shall not apply to those individuals who terminate employment with retiree
medical eligibility by the date that either this Agreement expires or by the expiration date
of any Local Agreement extended by this Agreement, whichever expiration date occurs
later (the “Transition Date”). The Fixed Amount will apply to all other eligible retirees
and their adult eligible dependents, and previously grandfathered employees with pre-65
coverage when they reach age 65. Those retirees are referred to as “Applicable Retirees.”
Where an Applicable Retiree’s spouse or domestic partner is covered under the postretirement medical plan, the Fixed Amount will apply to that eligible dependent in the
same manner as it applies to the retiree if that eligible dependent is age 65 or above
The Fixed Amounts will be computed using a 2 percent annual reimbursement increase
and a 6 percent annual expense increase, or actual net cost for 2015, if lower. “Net Cost”
is the amount determined for actuarial valuation purposes for the Kaiser Foundation
Health Plan.
In addition, upon the expiration of this Agreement, the Fixed Amount for Northwest will
become a dollar amount equal to the employers’ cost-share amount for the 2015 plan
year, and the service-based schedule for Kaiser’s Fixed Amount contribution for
Applicable Retirees from Colorado UFCW Local 7 will be based on the amount of
Kaiser’s 2015 premium contribution. This Agreement shall not affect the regions that
have previously established a $185-per-month premium allowance.
The Retiree Medical Plans will be amended in 2012 to reflect the agreement on the Fixed
Amount and the Applicable Retirees to take effect January 1, 2017.
3. OTHER BENEFITS
All employees will be offered the following:
a. Dependent Care Spending Account
A Dependent Care Spending Account (DCSA) option will be provided to employees
eligible for benefits. This account is a voluntary plan that allows the employee to set
aside pre-tax dollars to pay for eligible dependentcare expenses. The maximum DCSA
annual contribution will be $5,000. DCSA may be used to pay for certainexpenses for
eligible family members as permitted under the Internal Revenue Code.
b. Survivor Assistance Benefit
The Survivor Assistance Benefit will cover employees who are eligible for benefits. This
benefit will provide the employee’s chosen beneficiary(ies) with financial assistance
upon the employee’s death. The amount payable is equalto one times the employee’s
monthly base salary (pro-rated for part-time employees based on regularly scheduled
57
hours). Should death occur while the employee is on a leave of absence of less than one
year, the beneficiary(ies) will continue to be covered by this benefit.
c. Workers’ Compensation Leaves of Absence
Effective with workers’ compensation leaves of absence commencing on or after October
1, 2000, up to 1,000 hours of workers’ compensation leave(s) may be used toward
determining years of service for purposes of meetingthe minimum eligibility
requirements for retirement or post-retirement benefits.
d. Disability Insurance
Beginning in the first year of the 2005 Agreement the eligible employees of the Northern
and Southern California regions, and beginning January 1, 2007, the eligible employees
of the Northwest region, shall receive long-term disability insurance coverage with the
same benefit levels as those contained in the SEIU-UHW long-term disability plan in
Southern California. (A general description of SEIU-UHW long and short-term disability
plan benefit levels for Southern California is attached as Exhibit 2.B.3.d.).
Beginning in the first year of the 2005 Agreement the eligible employees of the Northern
and Southern California regions and beginning January 1, 2007, the eligible employees of
the Northwest region, shall receive short-term disability coverage with the same benefit
levels as those contained in the SEIU-UHW short-term disability plan in Southern
California.
Employees in the above-mentioned regions with superior long-term and/or short-term
disability coverage providedunder local collective bargaining agreements shall maintain
that coverage.
e. Employee Health Care Management Program
Kaiser Permanente will offer a comprehensive Employee Health Care Management
Program to help employees manage their chronic diseases and other existing health
issues. The goal of the program will be to reduce theincidence of these chronic diseases
among employees. The Employee Health Care Management Program willbe integrated
with existing care management and employee health programs at the local level. The
parties willjointly design an Employee Health Care Management Program, and prepare
an implementation plan to includea staffing plan, in the first year of the Agreement. The
program will include metrics that measure the success ofand gaps in the program and
identify successful practices.
f. Revised Dental Benefit
Effective January 1, 2013, the annual maximum for adults will be increased to $1,200
and the lifetime maximum for child orthodontia shall be $1,200. APreferred Provider
Network (PPO) shall be offered in Southern California.
g. Benefit Standardization and Simplification
The Mid-Atlantic States Region will jointly charter a small group to reach agreement to
standardize and/or simplify active health care benefits, plan rules and the existing cost58
sharing model without increasing overall cost or reducing benefits. Other KP regions may
jointly adopt a similar process.
4. MAINTENANCE OF BENEFITS
KP and the Coalition Unions agree that there will be no benefit changes during the term
of this Agreement.All employee health and welfare benefit programs provided under
local collective bargaining agreements, includingthe co-pays and premium shares paid by
the employee, will be maintained for the term of this Agreement.
Exceptions will be made for:
x changes that are legally required or mandated by regulators;
x minor changes in formularies;
x changes that result in a reduction in benefit level, but have a minimal or no
impact on members(de minimus changes);
x treatment modality changes;
x changes in technology; or
x benefit reductions affecting the low option offered under a flexible benefits
program, provided the benefit is available under a higher level option.
The parties will meet prior to February 1, 2006, to agree upon a more detailed definition
of de minimus changes.If no agreement is reached by March 1, 2006, the issues and areas
of disagreement will be summarized andsubmitted to the Strategy Group for resolution.
A joint committee will be established at the national level to perform an annual review of
the regional benefitprograms which are subject to this provision, including traditional and
flexible benefit plans. The committee willbe provided timely annual summaries of such
benefit programs and, where appropriate, will agree to changes.
Disputes arising under this provision will be submitted for review and resolution under
Section 1.L.2.ofthe Agreement.
5. REFERRALS TO THE STRATEGY GROUP
In order to maximize the value of retirement and other benefits, employees should be
educated periodically throughouttheir careers to better understand and utilize the benefits
provided and to assist in effective retirement planning.The Strategy Group will appoint a
committee to develop the content and materials for an education program for allKaiser
Permanente employees to fully understand:
x The cost of their benefits;
x How to better utilize services;
x How to access their care in the most efficient and effective ways; and
x How they can contribute to holding down the cost of care.
C. DISPUTES
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Mutual Review and Resolution Processes [For Sections 2 and 3]
The parties agree that any dispute concerning interpretation or application of Section 2 or
3 of this Agreementfirst should be addressed at the local level by the parties directly
involved in the dispute. Such disputes shouldbe initially handled in accordance with the
grievance procedure set forth in the applicable local agreement.Any resolution of the
dispute at the local level shall be non-precedent setting.
If no resolution is achieved at the regional step of the applicable local agreement’s
grievance procedure, within15 days after receiving the regional response the moving
party may submit the dispute to a National ReviewCouncil (NRC). The National Review
Council will be composed of one permanent representative designated bythe Coalition
and one permanent representative designated by Kaiser Permanente. The NRC will meet
within10 days after receiving the dispute in an effort to achieve a satisfactory resolution.
The NRC will notify theparties, in writing, of any proposed resolution. Unless otherwise
mutually agreed by the parties, any resolutionshall be non-precedent setting. If no
proposed resolution is achieved, or if the moving party does not accept theresolution
proposed by the NRC, then the moving party may submit the issue to arbitration within
15 days afterreceiving notice of the proposed resolution. Arbitration shall be conducted in
accord with the procedures setforth below.
Arbitrations shall be conducted before panels consisting of two union representatives,
two Employer representativesand one neutral, third-party arbitrator who will serve as the
panel chair.
Within 30 days after ratification of this Agreement, the parties will designate a list of
seven arbitrators (one fromthe East, one from the Rocky Mountain area, two from the
Northwest and three from California) to serve aspanel chairs in their respective
geographic areas. The parties will reach mutual agreement on arbitrators based
on their common experience with arbitrators in each geographic area. Arbitrators selected
shall be provided anorientation to the Labor Management Partnership and the principles
and philosophy of this Agreement.
Each arbitrator shall provide at least three days in a calendar year for panel hearings, so
that the panels chaired byeach arbitrator shall be scheduled to convene at least once every
four months. A panel date may be canceled no more than four weeks in advance if there
are no cases to be heard by that panel on the scheduled date. Additionaldates may be
added based on the need for timely resolution; in such circumstances, the parties will give
strongconsideration to assigning the case to a panel for a particular geographic area
whose arbitrator is able to providethe earliest available date.
Cases will be assigned to each arbitration panel by mutual agreement of the parties at the
national level. Morethan one case may be presented to a panel at each session, and the
parties will use their best efforts to assure thatcases are presented within the same
calendar quarter; preferably within 30 days after the referral to arbitration.
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The order and manner of case presentation shall be consistent with the expedited
procedures currently used bylocal parties pursuant to their local agreements. Decisions
shall be rendered by a panel majority, and writtenOpinions and Awards shall be prepared
by the neutral arbitrator. The panel decisions shall be final and binding,and written
decisions shall be issued within 30 days after the hearing is closed. The panel decision
shall beprecedent-setting, unless otherwise mutually agreed by the parties prior to the
hearing.
Time limits may be extended by mutual agreement. At any time prior to issuance of a
panel Opinion and Award, the parties at the national level may agree to remand a dispute
to an earlier step of the process.
The arbitrator and arbitration panel shall not be authorized to add to, detract from, or in
any way alter theprovisions of the National Agreement, the Labor Management
Partnership Agreement, or any local agreement.
The arbitrator’s fee and all incidental expenses of the arbitration shall be borne equally by
the parties; however, eachparty shall bear the expense of presenting its own case and
expenses associated with its party panel member(s).
SECTION 3: SCOPE OF AGREEMENT
A. COVERAGE
This Agreement is negotiated and entered into by the parties as a result of voluntary
national bargaining conducted pursuant to the national Labor Management Partnership.
This Agreement applies only to bargaining unitsrepresented by local unions that Kaiser
Permanente and the Coalition mutually agreed would participate in thenational common
issues bargaining process and who, prior to the effective date, agreed to include this
Agreementas an addendum to their respective local collective bargaining agreements.
Application to any other bargaining unit,other than newly organized bargaining units as
described below, will be subject to mutual agreement of the parties.
The parties agree that when a local union signatory to this Agreement is recognized to
represent a new bargainingunit of an Employer pursuant to the provisions of the Labor
Management Partnership Agreement and theRecognition and Campaign Rules, the local
parties shall use an interest-based process to negotiate the terms ofa local collective
bargaining agreement and the appropriate transition to this Agreement.
B. THE NATIONAL AGREEMENT AND LOCAL AGREEMENTS
The provisions of Local Agreements between the Coalition and Kaiser Permanente
establish terms and conditions of employment applicable to the recognized or certified
bargaining units. The provisions of this National Agreementonly apply as an addendum
to such Local Agreements if employees in these bargaining units are represented by a
61
Coalition Union. If a bargaining unit is not represented by a Coalition Union, then the
provisions of this National Agreement will not apply or establish additional terms and
conditions of employment for that bargaining unitbeyond those contained in its Local
Agreement.
Provisions of local collective bargaining agreements and this Agreement should be
interpreted and applied in themanner most consistent with each other and the principles
of the Labor Management Partnership. If a conflictexists between specific provisions of a
local collective bargaining agreement and this Agreement, the dispute shallbe resolved
pursuant to the Partnership Agreement Review Process in Section 1.L.2.
If there is a conflict, unless expressly stated otherwise, this Agreement shall supersede
the local collective bargainingagreements; however, in cases where local collective
bargaining agreements contain explicit terms which providea superior wage, benefit or
condition, or where it is clear that the parties did not intend to eliminate and/ormodify the
superior wage, benefit or condition of the local collective bargaining agreement, this
Agreement shallnot be interpreted to deprive the employees of such wage, benefit or
condition. It is understood that it is not theintent of the parties to inadvertently enrich or
compound wages, fringe benefits or other conditions or to createopportunities for “cherry
picking,” “double dipping,” etc.
C. NATIONAL AGREEMENT IMPLEMENTATION
The Partnership Strategy Group oversees and will hold their respective leaders
accountable for implementation of the National Agreement, including:
x coordinating an implementation plan;
x developing and enforcing accountability;
x sponsoring and chartering continued work;
x identifying needed support; and
x establishing metrics for implementation.
D.DURATION AND RENEWAL
1. The effective date of this National Agreement shall be October 1, 2012, and it shall
continue in effect through September 30, 2015.
2. The expiration date of each Local Agreement that adopts this National Agreement as
an addendum shall be extended by three years. The extended expiration date for each
Local Agreement is attached as Exhibit 3.D.
3. The durational provisions of each Local Agreement that adopts this National
Agreement as an addendum shall incorporate the extended expiration date for that
agreement shown in Exhibit 3.D.
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4. The following shall apply if the National Agreement is not renewed or there is no
successor National Agreement:
x Local Agreements identified in Exhibit 3.D. that expire on or before September
30, 2015 (Group 1), will be open for contract negotiations immediately.
x
Employees covered by Local Agreements in the Northern and Southern California
regions identified in Exhibit 3.D. that expire between October 1, 2015, and
January 31, 2017 (Group 2), will receive a 3 percent wage increase on October 1,
2015. Employees covered by Local Agreements in the regions outside of
California identified in Exhibit 3.D. that expire between October 1, 2015, and
January 31, 2017 (Group 2), will receive a 2 percent wage increase on October 1,
2015. Local Agreements in this Group will be open for contract negotiations
based upon their expiration date identified in Exhibit 3.D.
x
Employees covered by Local Agreements identified in Exhibit 3.D. that expire
after January 31, 2017 (Group 3), will receive wage increases to be determined
pursuant to agreement of the local parties. The process for determining these
increases will be conducted on a staggered basis between October 1, 2015, and
April 1, 2016. The schedule for determining these increases will be established on
a national basis no later than April 1, 2014. Local Agreements in this Group will
be open for contract negotiations based on their expiration dates.
All provisions of this Agreement shall expire at midnight on September 30, 2015, except
for the wages, performance sharing opportunities, benefits as identified in Section 2, and
the provisions of Section 3.D. of this Agreement. Those excepted provisions shall
continue in effect until the expiration dates of the relevant Local Agreements.
E. LIVING AGREEMENT
The parties acknowledge that during the term of this Agreement, a party at the national
level may wish to enter intodiscussions concerning subjects covered by this Agreement or
to modify specific provisions of this Agreement or aparty at the local level may wish to
enter discussions concerning subjects covered by the local collective
bargainingagreement or to modify its specific provisions. The parties agree that neither a
union nor any Kaiser Permanenteentity shall refuse to engage in such discussions. The
parties further agree that, consistent with the Partnershipprinciples set forth above, they
will engage in such discussions with the intent to reach mutual agreement;
however,during the term of this Agreement, no party shall be required to agree to any
modifications of either this Agreementor the local collective bargaining agreement.
Kaiser Permanente and the Coalition of Kaiser Permanente Unions
2012National Agreement
63
In witness whereof, this _____ day of ___________, 2012, the respective parties hereto
have executed thisagreement effective October 1, 2012.
For the Employer:
DENNIS L. DABNEY – CHIEF NEGOTIATOR
Senior Vice President, National LaborRelations
and Office of Labor ManagementPartnership
Kaiser Foundation Hospitals and Health Plan, Inc.
GREGORY A. ADAMS
Group President, Kaiser FoundationHospitals and Health Plan, Inc.
Regional President, Northern California
RAY BAXTER
Senior Vice President, CommunityBenefit, Research and Health Policy
Kaiser Foundation Hospitals and Health Plan, Inc.
BENJAMIN K. CHU, MD
Group President, Kaiser FoundationHospitals and Health Plan, Inc.
Regional President, Southern California
JACK COCHRAN, MD
Executive Director
The Permanente Federation
CHARLES E. COLUMBUS
Senior Vice President and Chief HumanResources Officer
Kaiser Foundation Hospitals and Health Plan, Inc.
RON COPELAND, MD
President and Executive MedicalDirector
Ohio Permanente Medical Group
DEANNA DUDLEY
Director, National Labor Relations Strategy
Kaiser Foundation Hospitals and Health Plan, Inc.
EDWARD M. ELLISON, MD
Executive Medical Director andChairman of the Board
Southern California Permanente Medical Group
PHIL FASANO
Executive Vice President andChief Information Officer
Kaiser Foundation Hospitals and Health Plan, Inc.
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PATRICIA KENNEDY-SCOTT
Regional President, Ohio
Kaiser Foundation Health Plan, Inc.
KERRY KOHNEN
Regional President, Georgia
Kaiser Foundation Health Plan, Inc.
KATHY LANCASTER
Chief Financial Officer and ExecutiveVice President, Strategy
Kaiser Foundation Hospitals and Health Plan, Inc.
JANET LIANG
Regional President, Hawaii
Kaiser Foundation Health Plan, Inc.
DONNA LYNNE
Group President, Kaiser FoundationHospitals and Health Plan, Inc.
Regional President, Colorado
ANDREW McCULLOCH
Regional President, Northwest
Kaiser Foundation Health Plan, Inc.
ROBBIE PEARL, MD
Executive Director and CEO
The Permanente Medical Group, Northern California
President and CEO
Mid-Atlantic Permanente Medical Group
JIM PRUITT
Vice President, Labor ManagementPartnership and Labor Relations
The Permanente Federation
ROB SCHREINER, MD
Executive Medical Director and Chairman of the Board
Southeast Permanente Medical Group
GEOFFREY SEWELL, MD
President and Executive MedicalDirector
Hawaii Permanente Medical Group
ARTHUR SOUTHAM, MD
Executive Vice President,Health Plan Operations
Kaiser Foundation Hospitals and Health Plan, Inc.
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BERNARD J. TYSON
President and Chief Operating Officer
Kaiser Foundation Hospitals and Health Plan, Inc.
JEFFREY WEISZ, MD
President and Executive MedicalDirector
Northwest Permanente Medical Group
BILL WRIGHT, MD
Executive Medical Director and President
Colorado Permanente Medical Group
For the Unions:
JOHN AUGUST – CHIEF NEGOTIATOR
Executive Director
Coalition of Kaiser Permanente Unions
MICHAEL AIDAN
Senior Union Representative/Assistant Executive Director
IFPTE Local 20
WALTER ALLEN
Executive Director, Chief Financial Officer
OPEIU Local 30
RICK BROWN
Executive Assistant to the President
UFCW Local 1996
MICHAEL COWAN
Secretary-Treasurer
OPEIU Local 2
KEN DEITZ
President
UNAC/UHCP
ROSIE GONZALEZ
Staff Representative
USW Local 7600
KATHLEEN MELTON
Executive Director
KPNAA
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MEG NIEMI
President
SEIU Local 49
TAMARA RUBYN
President, Business Manager
OPEIU Local 29
JOE SIMOES
Kaiser Division Director
SEIU-UHW
ELEX TENNEY
Executive President
OFNHP/AFT Healthcare Local 5017
TANYA WALLACE-GOBERN
Coalition Field Director
Coalition of Kaiser Permanente Unions
SANDY WOHLER
Business Representative
IBT Local 166
SECTION 4: NATIONAL AGREEMENT EXHIBITS
Exhibit 1.B.1.b.(1)
2005 Performance Improvement BTG Report, Page 7
By centering Partnership on DBTs, we also expect to eliminate parallel, duplicative
structures in the organization. There will be fewer meetings, and more will be
accomplished because all of the stakeholders are at the table fromthe beginning. This
should help increase union capacity to partner, as well as reduce backfill issues.
We will know how well DBTs have performed by reviewing their performance on the
metrics they have chosen,which will be aligned with the goals developed at the higher
levels of the accountability structure inRecommendation 1. We would also expect to see
improvements on People Pulse scores regarding influenceover decisions, involvement in
decisions, knowledge of department goals, and use of employees’ good ideas.
Developing and implementing DBTs will incur costs, particularly for readiness training,
described in more detailin our Recommendation 4, as well as release time and backfill.
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Implementation Issues
A key enabler of this recommendation should be the growing sense of urgency, even
crisis, among many of us that unless we make Partnership real to frontline employees,
supervisors and stewards in the very near future,we will lose the opportunity forever.
There is an equally motivating sense of crisis in the health care market—make significant
performance improvement now, or lose market share. At the same time, we are well
positioned toimplement DBTs at this juncture: we have a shared vision of a high
performing Partnership, we are committed toengaging employees, and we have the
resources in place to support the development of DBTs.
We will have to overcome some barriers, including competing priorities and difficulty in
measuring results acrossthe program.
We will have to work hard to overcome the project mentality that has taken hold of
Partnership—it’s a separate,parallel, off-line activity, rather than the way we do business
every day. There may also be some concern over theidea that partnering in the business
means shifting supervisor work to the DBT members.
Timeline
We envisioned a phased approach to implementation, with the first year focused on
readiness training and education and developing a plan to enable employees, supervisors
and stewards to operate differently. Again, some parts of the organization already do use
DBTs; this plan will provide support for those that do not. The remaining years of the
2005 contract would be spent implementing DBTs, and measuring success based on the
jointly developed metrics.
2006: Plan for and agree on a plan to prepare employees, supervisors and stewards to
partner in Department Based Teams. Plan will cover needs for business education,
training, facilitation, etc.
2007: Jointlydeveloped budget and regional performance objectives in place.
2008: Organization begins to see significant performance improvement attributable to
DBTs.
2010: 100 percent of the organization operating in DBTs.
Exhibit 1.B.1.b.(2)
The Path to Performance
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1.B.1.b.(3)
The Rutgers Study: What Teams Need
Rutgers, Johns Hopkins and KP researchers identified five key success factors for unitbased teams:
1.Leadership: Develop strong joint leadership, shift to coaching style of leadership and
share information, including financial data.
2.Line of sight: Make ongoing use of meaningful metrics, encourage systems thinking
and show how the work of the team connects to regional goals.
3.Team cohesion: Make time for face-to-face communication, create a safe learning
environment and focus on the work—with the member and patient in the middle.
4.Processes and methods: Be proficient in the Rapid Improvement Model and use daily
huddles to discuss problems and build solutions.
5.Infrastructure and support: Develop and recognize strong sponsors and provide
ongoing training.
Exhibit 1.C.1.b.
2010 LMP Subgroup Recommendation: Flexibility
69
1. Labor andmanagement should address issues regarding flexibility using IBPS.
2. Agreements reached are non-precedent setting.
3. The Executive Committee of the LMP Strategy Group shall appoint a group to assist
with the enhancementof best practices in implementation of flexibility as it exists in the
NA. Some guidelines for this enhancementinclude:
a. That management will engage labor in a discussion beginning in the initial
stages of the development ofan initiative or program; and
b. The committee shall review andproblem solve issues where disputes develop.
Exhibit 1.C.4.(1)
2005 Scope of Practice BTG Report, Pages 14 –17
SECTION X: REFERENCES
Reference 1: National Compliance Plan
Reference 2: Regional Scope of Practice Committee Structure and Process
Region
COLORADO
PURPOSE
SOP Committee Structure and Process Summary
The purpose of the Scope of Practice Oversight Committee is to
provide region-widemonitoring, leadership and oversight for
compliance with legal, accreditation andorganizational scope of
practice requirements. To achieve this purpose, the committee will:
x Assure alignment of Health Plan, CPMG and union
leadership to address scope of practice risks,
x Identify and prioritize clinical areas at risk for Scope of
Practice violations,
x Assure clear delineation of accountabilities between
practitioners (physicians and allied health professionals) in
job descriptions, care delivery documentation, and
information systems,
x Assure that a process to identify and stay current on scope
of practice and related billing laws, regulations, and
accreditation standards for all practitioners is in place,
x Communicate physician responsibility for assuring the
quality of medical services found in care delivery models,
clinical guidelines, clinical policies, and quality standards,
x Assure that reviews of existing and new care delivery
models are conducted, in consultation with Compliance,
Risk Management and Legal as appropriate, for scope of
practice consideration, and
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Assure scope of practice corrective action plans are
developed and implemented as appropriate.
CHAIR AND MEMBERSHIP
The Regional Compliance Officer and Director of Business and
Clinical Risk Management co-chair this committee. The
membership shall consist of representatives from Behavioral
Health, Pharmacy, Nursing, Operations, CPMG, Local 7, Local
105, HR and Coding.
At least annually, representatives of the SOP Oversight Committee
shall meet with and report to the Colorado Compliance Executive
Committee. The report shall include:
x Assessment of current SOP risk areas, and
recommendations to mitigate risk,
x Information on monitoring and internal controls present in
operational areas, and
x A summary of significant SOP activities undertaken since
the last report.
x
MEMBERSHIP
REPORTING
GEORGIA
PURPOSE
MEMBERSHIP
REPORTING
MAS
PURPOSE
Assure scope of practice review is completed for all
applicable clinical staff in health plan and medical group.
x Identify and clarify all scope of practice issues identified.
x Report findings of scope of practice review to Regional
President and Medical Director.
x Develop a process and identify accountabilities to assure
corrective action plans are developed, implemented,
evaluated for effectiveness and monitored over time to
assure required practice changes have occurred.
Membership consists of representatives from health plan, medical
group, risk management,labor and HR functions for Health Plan
and Medical Group. Sponsors are Dr. DebraCarlton and Leslie
Litton as leaders of the HealthConnect Implementation Project.
x Regional President
x TSPMG Medical Director
x Chief Compliance Officer
x
The Committee Will:
x Develop and maintain an inventory of scope of practice
requirements by position type;
x Review and approve protocols, policies and procedures
created by the Committee to meet scope of practice
regulations and requirements for unlicensed and licensed
clinical and support staff;
x Develop and oversee implementation of annual scope of
practice work plan and action items;
x Establish a mechanism for recurring review of clinical
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MEMBERSHIP
position descriptions;
x Evaluate existing and proposed clinical practices for scope
of practice risks and/or violations and the impact on scope
of practice;
x Develop and oversee scope of practice training and
education throughout the region;
x Coordinate with re-existing committees and work groups to
ensure that scope of practice issues are addressed
effectively;
x Provide recommendations to Committee sponsors and
senior leadership regarding identified opportunities for
change; and
x Monitor corrective actions to ensure continued compliance
with prescribed scope of practice requirements and
regulations.
x Collaborate with appropriate departments to ensure that
changes are integrated into existing systems, policies and
processes
x Maintain a reporting relationship with the Regional Quality
Improvement Committee and the Compliance Department.
Reporting to occur not less than quarterly.
Subcommittees may be created as needed to facilitate completion of
specialized tasks.
MEMBERSHIP, LENGTH OF TERM AND VOTING:
The Scope of Practice Committee shall consist of the following
people or their designees:
x Clinical Compliance Coordinator (Co-Chair)
x Regional Nurse Executive (Co-Chair)
x Regional Compliance Officer
x Vice President for Strategic Services/Compliance, MAPMG
x Director, Quality Management Operations
x Regional Manager, Nursing Practice and Education
x Assistant Medical Director, Information Management &
Research, MAPMG
x Labor Management Partnership representative(s)
x Medicare Compliance Manager
x Senior Compensation Consultant
x Director, Human Resources (ad hoc)
x Director, Professional Staff Office and Delegation
Oversight
x Primary Care Physician (Service Chief or Physician
Director)
x Specialty Physician
x Clinic Coordinator
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REPORTING
NCAL
PURPOSE
Mid-Atlantic Scope of Practice Committee reports quarterly to the
Regional Quality Improvement Committee (RQIC)
Purpose of our Regional Non-Physician Practitioner Scope of
Practice Advisory Committee:
The Non-Physician Practitioner Scope of Practice Advisory
Committee is established to evaluate non-physician practitioner
scope of practice issues that exist at Kaiser Permanente and to
advise on implementation plans to address these issues.
MEMBERSHIP
REPORTING
SCAL
PURPOSE
The work of the committee and workgroups includes identifying
sources of SoP issues, prioritizing risk of each issue, identifying
system gaps, proposing action plans when needed, recommending
implementation plans that encompass KP’s 7 Element Compliance
Template, assigning accountabilities for actions to be taken and
advising on the development of an infrastructure for ongoing
identification and resolution of SoP issues.
Membership includes representation from:
x Patient Care Services locally and regionally
x Medical Group Administration locally and regionally
x Regional Compliance
x Program Office Legal Department
x Accreditation, Regulation & Licensing
x Regional Credentialing & Privileging
x Local Assistant Administrator for Quality
x APIC for Risk
x Pharmacy Operations
x Patient Business Services
Ad hoc members
x TPMG Legal
x TPMG Human Resources
x Continuing Care Leader
x Human Resources Compliance
x Program Office Legal
x Work group: Includes labor representation of roles being
addressed (2–3)
This group reports regularly to the Executive Compliance
Committee and will report any quality of care issues to the Quality
Oversight Committee
SCOPE AND AUTHORITY:
x Identify areas of risk, facilitate resolution and
implementation of actions and monitor Scope of Practice
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MEMBERSHIP
REPORTING
NORTHWEST
PURPOSE
MEMBERSHIP
across all care venues
CO-CHAIRS [names deleted]:
x AMD, SCPMG
x SVP & SAM, KFH/HP
MEMBERSHIP:
x Vice President, Quality and Risk Management, KFH/KFHP
x Executive Consultant, Quality and Risk Management,
KFHP/KFHP
x Executive Director, Patient Care Services, Operations,
KFHP
x Manager, SCPMG Nursing Administration, SCPMG
x Medical Group Administrator, Bellflower, SCPMG
x Medical Group Administrator, South Bay, SCPMG
x Counsel, KFHP
x Senior Consultant, AR&L
x Labor Coalition Representative
x Ann Sparkman, Director of Health Care Compliance, NCO
x Project Support: Management Consulting
x Southern California Regional Compliance Leadership
Committee
x Southern California Quality Committee SCQC
x Southern California President and Regional SCPMG
Medical Director
To address regional scope of practice issues for both licensed and
unlicensed clinical andsupport staff in order to identify and address
areas for improvement in compliance,patient safety and operational
efficiencies.
REPRESENTATION
The committee shall consist of:
Management Representatives:
x Integrity, Compliance and Ethics Manager(s) (stakeholder)
x NW Permanente Physician (stakeholder)
x Health Plan Legal Counsel (consultant)
x Human Resource Manager (consultant)
x Director, Ambulatory Nursing (stakeholder)
x Pharmacy Manager (consultant)
x KP Health Connect Representative (consultant)
x Medical Office Managers (stakeholder)
x NW Perm & PDA General Counsel & Compliance
(consultant)
x Laboratory Services (consultant)
74
Labor Representatives:
x OFN Health Professional (stakeholder)
x OFN – RN (stakeholder)
x SEIU – LPN (stakeholder)
x SEIU – MA (stakeholder)
REPORTING
OHIO
PURPOSE
MEMBERSHIP
REPORTING
Staff Support
This committee will have a reporting relationship to ROG and
Compliance Departmentand also have access to MOLT (when
decisions need to be worked out). Specific seniorleaders who have
been identified are: [names deleted].
To review and address SOP issues as they arrive. Charter is in the
process of development.
Expended Medical Operations Team with representatives from the
Union as the scopeof practice team.
To Executive Team.
Exhibit 1.C.4.(2)
2005 Scope of Practice BTG Report, Pages 9–11
SECTION VI: EDUCATION PLAN
I. Basis for Recommendation
By providing SOP education, we can increase staff awareness and enhance the quality of
patient care. Currently, little frontline education is provided to KP employees about SOP
issues, and the consequences of non-compliance.
II. Accountabilities for SOP Education for Patient Care Staff, Management and
Physicians
National
x Create SOP Education “Toolkit”
o developed by content experts in LMP context
x Create annual updates on SOP development
Facility/Service Area/Region
x Provide a 2- to 4-hour basic SOP training for all staff, managers and physicians
x Provide release time for training and backfill needs
x Provide skills training related to SOP to encourage working toward full scope.
This includes new and remedial skills training as a result of advances in
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x
x
technology (i.e., KP HealthConnect), changes in regulations and changesin
assignments.
Provide ongoing in-service education on SOP
Provide new employee orientation on SOP
Individual
x Participate in mandatory KP SOP Training
x Attend CEUs as required
x Know own SOP; be aware of SOP of other team members
III. SOP Education Toolkit Content
Model after LMP “Think out of the Box” toolkit. (Toolkit should be developed with input
from content expertsand in LMP)
Part A (Initial Basic Training Toolkit)
1. What is SOP?
x Why is it important?
x History of KP SOP issues
2. Individual SOP/licensure requirements
x Laws and regulations impacting SOP
o State specific
x KP SOP policies
3. What is the process to get SOP issues or concerns addressed?
How to elevate a concern for resolution:
x tree
x FAQs
x decision ADO form
x Compliance hotline
4. Scope of Practice Limitations:
x What are the legal risks and consequences of exceeding SOP?
Part B (Additional/Ongoing Training Materials)
1. Video presentation
x Legal, NCO, Labor, NLT representatives speaking on importance of SOP
x Case studies/dramatizations of SOP situations
IV. Implementation of SOP Education
A. Phase I
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x
x
x
Identify National LMP task group to develop SOP tool kit by 12/31/2005
Produce Part A SOP tool kit by 3/31/2006
Design, test, and conduct 2- to 4-hour mandatory basic training for SOP, to
include Part A toolkit, by 6/30/2006
B. Phase II (Timing to be determined by CIC)
x Develop Part B of SOP toolkit
x Provide ongoing, updated SOP training utilizing department staff meetings, and
Part B toolkit
x Develop and provide skills training programs
x Develop SOP module for New Employee Orientation Program
x SOP competency to be part of job descriptions and annual evaluation process
C. Additional Consideration
x CEUs should be available for participation
x Labor and management accountability for ensuring participation
x Integrate concepts in KP HealthConnect training
x Pre- and post-testing for evaluation and CEUs
x Fun, creative and engaging training (i.e., Scope of Practice week, Jeopardy
Game, etc.)
V. Costs Associated with Recommendation
x
x
x
x
High initial cost for broad-based employee training and toolkit
Preventive expenditure; should prevent fines and penalties for noncompliance;
costs of litigation;reputation damage
Return on investment will be significant
Look at existing internal structures to help support training and toolkit (i.e.,
KPHC CBA, Department meeting)
VII. Implementation
1. Within 90 days of ratification, across the program, leadership will:
x Assess standing committees that may impact SOP;
x Determine which committee at each level is best positioned to coordinate and
integrate SOP issues; and
x Assure that committees are operating within LMP process, structure and
following the SOP Vision and Principles
2. Resource and implement education plan, with initial phase completed by mid-year
2006.
3. Establish reporting systems/metrics
x Annual regional SOP report to National Strategy Group
x Tracking system of SOP issues for regional sharing of successful practices
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4. Develop and implement a communication plan
Exhibit 1.D.3.
Workforce Planning and Development Implementation Exhibit
Workforce Planning and Development Communications Strategy
The parties intend for the National Workforce Development Team (Section 1.D.2.b.) to
develop and implement aWorkforce Planning and Development Communications
Strategy for the entire organization, not later than March31, 2011. The communications
should be targeted to appropriate stakeholders, across all levels and locations,including
national and regional stakeholders, and local labor organizations. A Communications
Strategy willpromote an understanding of Workforce Planning and Development
resources, program and opportunities,such as but not limited to:
x Cataloguing, including Best Practices
x Managing impacts/expectations
x Leveraging existing communications channels
x Leveraging Unit-Based Teams
Hard-to-Fill Positions – 2012 Update
Each Regional Workforce Planning and Development Committee will develop a regional
plan by June 2013 to implement recommendations contained in the September 1, 2011,
Hard to Fill report and/or subsequent reports. These plans will be submitted to the
Regional LMP Councils and the National Workforce Planning and Development
team.Critical factors to consider in each plan include: cost and ease of implementation,
risk of not implementing, funding sources, endorsements and timelines. When
considering additional funding sources, regions shall submit budget requests for 2014
according to their budget cycle.
Each region will begin executing its Hard to Fill implementation plan by the end of 2013.
Each region will work collaboratively with labor to develop a process to create
alternatives to the minimum experience requirements for Hard to Fill positions in the
region.
Explore utilization of the KP School of Allied Health Sciences (KPSAHS) as a training
resource (including as a distance learning option) for Hard to Fill positions. Develop
options to make the KPSAHS training programs available to all KP regions, as
appropriate, and seek alliances with regional academic partners to support training.
Education Trusts Base Services
Education Trust Base Services currently include:
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1. Cohort training
a. Professional development
b. Basic skills
c. Hard-to-fill/critical needs
2. Individual Stipend Program
3. Forgivable Loan Program
4. Career Counseling Program
5. Trust Administration Costs
6. Educational Staff (e.g., Nurse Educator Position)
7. Program Development
8. Program Evaluation and Metrics
Exhibit 1.F.
2005 Attendance BTG Report, Concept No. 3, Pages 20–23
BUDGETING, STAFFING AND SCHEDULING
Concept #3: Provide budgeting, staffing and scheduling at the unit level to ensure
adequate backfill for timeoff.
Interests/Objectives
x Provide backfill so employees are able to use leave benefits appropriately and
take time off when requested.
x Provide adequate staffing within the budget to cover the work operations and
other work-related requirements.
x Ensure forward-looking planning to anticipate and provide for future staffing
needs.
x Budget realistically to provide for all components of legitimate time off from work
and apply those budget components as intended.
x Accurately track requests for timeoff to provide managers and employees with
transparent data on time off.
N. Approach:
Staffing Model
1. Each unit develops a unit-level staffing model (core staffing) that specifies the staffing
needed to cover operations (refer to joint staffing language in the National Agreement).
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The model will include assumptions aboutproductivity and performance that reflect both
historical experience and expectations of process improvements.
2. The model will include workload factors such as seasonal fluctuations.
3. The model will also include all time away from work and work-related assignments.
4. The staffing model identifies core staffing levels for various operating levels and
identifies triggers for backfillbased in part on service level metrics (e.g., if service levels
fall below a certain defined point).
5. The model must account for specialized skills and hard-to-fill occupations.
6. There will be no automatic backfills: it will be based on the staffing model, which may
specify different staffingcoverage in different operating circumstances.
7. The staffing model will be reviewed on an annual basis and adjusted as needed.
Workforce Planning
1. Each unit will jointly develop an annual workforce plan to cover the staffing
requirements defined in the staffing model.
2. The workforce plan will be reflected in the unit staff and backfill budget.
3. The plan will project staffing availability based on the current employees, contractual
time off, actuarially-basedillness and injury, and workforce demographics.
4. The plan will identify ways to cover short-term staffing needs such as full time, part
time, on-call, overtime,float pool, cross-training, flexible assignments, etc., in a way that
allows a relatively stable permanent workforcewhile striving for full workforce
utilization.
5. The plan will also identify the need to recruit, train and develop employees to fill
operational requirements inthe future.
Budgeting Process
1. At a regional level, the budgetary process will include a line item for
backfill/replacement in each unit budget.
2. The process for developing the regional budget for backfill will include meaningful
labor input and participation.
3. A replacement factor will be established as a multiple of the payroll budget that will be
based on contractualtime off (vacations, holidays, etc.), an actuarially-based projection of
illness and injury, including FMLAprojections based on previous years, and provision for
other activities such as training, meetings andLMP projects.
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4. The replacement factor may be adjusted by operating needs as reflected in the staffing
model (i.e., replacementstaff may not be needed in certain situations).
Budgeting Illustration
Time-off Budget (per employee)
Vacation (average)
Holidays
Personal days
Sick leave (average)
FMLA
Workers’ Comp
Education/Training
Meetings (1 hour/week)
Projects/improvements (average)
TOTAL:
Days
20.0
6.0
3.0
7.3
1.8
0.9
5.0
6.0
2.0
52.0
Total time off: 52 days / (52 weeks x 5 days = 260 days) = .20 or 20percent
Discount (assuming replacement does not occur in 40percent of cases due to workload,
scheduling and flexibility): .20 x .40 = .08 or 8percent
Net time-off factor for budget (.20 - .08 = .12) or 12percent replacement factor
May need to adjust the factor if the unit chooses to backfill a significant percent of time
off with higher-cost sources (overtime or temp agency) instead of permanent staff.
Budget Line Items
Personnel
Benefits @ 42 percent
Backfill @ 12 percent
Total Personnel budget
$ 1,000,000
$ 420,000
$ 120,000
$1,540,000
Innovative Work Schedules and Scheduling
1. Local units should consider flexible work schedules to enhance the ability of the unit to
provide scheduled time off. Examples of flexible work schedules include: flex
scheduling, telecommuting, job sharing, etc. (See p.11of the National Agreement. This
states “Respect for seniority and union jurisdiction, flexibility for employees’personal
needs… Flexibility in work scheduling, work assignments and other workplace
practices.”).
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2. Local units should consider self-scheduling concepts, including self-directed teams
where work groups wouldhave responsibilities and be allowed to schedule themselves to
accomplish them within defined parameters.
3. Facilities should consider services, vouchers or referral services to help employees
address family issues(e.g., childcare or eldercare).
Tracking TimeOff Requests
Short Term
1. Develop a basic system to capture data on requests for timeoff, approvals, denials and
reasons for denials. The system may be a manual tracking sheet or a standalone computer
application.
2. Use collected time-off data to set targets for time-off requests and to support
scheduling.
3. Establish reporting of time-off data.
4. Complete and file time-off request reports at business-unit level.
5. Create monthly summaries of timeoff requested, taken and denied, and submit to
Region to establish a region-wide view.
6. Consider limiting requests for denial data to those areas identified as high-absenteeism
areas, as part of aspecific intervention process.
Timeframe: Implement time-off reports by June 30, 2006
Long Term
1. Integrate and automate time-off requests and approval/denial into scheduling and/or
timekeeping systems.
2. Integrated systems will include reporting at a unit level to facilitate administration of
time-off requests as wellas roll-up reporting to regional and national levels.
3. Each employee will have access to their own time-off request and status tracking via a
self-service system suchas a website.
Administering Time Off
1. Within the staffing plan, management and employees will work together to provide the
flexibility, including flexible work schedules, to allow time off. Time off will not be
allowed to compromise operating goals such asquality, service levels or safety.
2. Management and labor will jointly develop a system for requesting and approving or
denying time off that is prompt, fair and transparent.
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3. Frontline management and labor will jointly develop targets for percentage of
requested time off granted.
4. Using data from the tracking system, the unit will jointly monitor requests for time off
and worktogether to correct shortfalls.
Exhibit 1.H.1.b.
Total Health Agreement
Kaiser Permanente (“KP”) and the Coalition of Kaiser Permanente Unions (“Coalition”)
share the goal of creating the healthiest workforce in the health care industry by
improving the quality and length of employees’ lives and enhancing the effectiveness and
productivity of the organization.
The parties, through the Labor Management Partnership (“LMP”), commit to creating a
workplace environment and culture that helps employees to collectively stay healthy and
helps them to collectively reduce their health risks, including their risk of occupational
injury and illness.
The cornerstone of this commitment is to attain industry-leading results in the areas of
BMI, smoking rates, cholesterol and blood pressure levels, and the incidence of
workplace injury. The parties share a commitment to measure and regularly report
aggregate data for the employee population with respect to these foundational indicators
of the health and wellness of all employees in keeping with our joint tradition of being
acontinuallyimproving, learning organization that responds to data and evidence.
The parties agree that in order to achieve this vision, the LMP Strategy Group shall
empower a program-wide leadership group, the Total Health Leadership Committee, of
appropriate representatives of the Coalition and KP to oversee and implement all of the
work associated with creating a comprehensive Total Health program for KP employees.
This committee shall endeavor to jointly develop policies and practices that show:
(1) a commitment by senior KP and Coalition Union leaders to make employee
health a core business strategy and reinforce it through visible sponsorship and
communication;
(2) a commitment by operation leaders to create a supportive, safe, healthy
workplace environment;
(3) a commitment to create dedicated workplace leaders so that work teams can
take ownership of employee health and wellness and integrate healthy practices
into the work unit;
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(4) a commitment to reward and encourage healthy choices by the workforce; and
(5) a commitment to establish consistent outcome measures to track results.
I.
Creating a Healthy Workplace Culture and Environment
The parties agree, through the Total Health Leadership Committee, to jointly create and
promote a healthy workplace environment. The parties shall address, but are not limited
to, the following issues: a healthy physical workplace environment, healthy and
affordable food options at the workplace and opportunities for employees to engage in
healthy activities at the workplace on non-work time.
The parties agree that in order to create the healthiest workforce in the health care
industry, there must be a tool to track health, wellness and workplace safety. To this end,
the parties agree to jointly create a “dashboard” that reports and makes available to
employees measurements in the areas of BMI, smoking rates, cholesterol and blood
pressure levels, and the incidence of workplace injury.
II.
Educating and Engaging Employees as Active Leaders in TheirHealth
In order to achieve our vision of the healthiest workforce in the health care industry, the
parties agree that employees be educated about their health and wellness so they can
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make knowledgeable, healthy choices. To reach our Total Health goals, the parties shall
conduct a joint assessment, including an inventory of current capacity to support
employee health, wellness and safety; set a timeline to complete the joint assessment; and
evaluate successful practices that allow the parties to provide consistent education for
employees across Kaiser Permanente. Such education shall utilize existing structures and
forums insofar as possible.
III.
Rewarding and Reinforcing the Culture of Health
The Total Health Program is a long-term business strategy for KP. KP’s ability to offer a
fully integrated and high-quality model of care is an imperative that needs to be
reinforced at all levels of the organization. To the extent that employees can model Total
Health, such personal leadership creates a competitive advantage for KP. As such, it is
critical to educate all employees about the business case for Total Health, including the
costs associated with health risks, and the benefits associated with limiting such risks.
The committee shall endeavor to create a Total Health Program Incentive (“THPI”)
separate and apart from the Performance Sharing Program, which shall seek to encourage
employees to collectively: (1) Update biometric risk screenings; (2) Complete the Total
Health Assessment; (3) Maintain or make steady improvements on key biometric risks
(weight, smoking, blood pressure and cholesterol).
The THPI shall be developed in accordance with the principles of the Partnership, and
shall be premised on the proposition that an incentive is only paid out if there are
mutually agreed-upon savings in health care costs as the result of measureable
improvements of the biometric risk indicators; or if the parties mutually agree that
significant progress has been made toward desired outcomes.
The goal of the committee shall be to develop a THPI framework by the end of calendar
year 2012. The initial implementation shall take place in calendar year 2013, and an
initial incentive may be paid at the end of the first quarter of calendar year 2014 based on
the results achieved in the previous year.
The goal of the parties shall be to achieve a 5 percent improvement in the key biometric
risk indicators for Coalition-represented employees by December 31, 2016.
IV.
Coalition Union and Management Leadership
In order to achieve the goal of creating the healthiest workforce in the health care
industry, the parties acknowledge the necessity of thousands of rank-and-file union
leaders and their management counterparts playing an active and ongoing leadership role
in creating a transformative culture of health at Kaiser Permanente. As such, the parties
commit to jointly develop principles and recommendations regarding new leadership
roles and structures across the organization.
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Exhibit 1.H.3.
2005 Mandatory Overtime Documents May 22, 2005
(Relevant section only)
Applicable to all classifications.
It is the intent to discontinue the practice of scheduling/requiring mandatory overtime.
Effective August 15, 2003, mandatory overtime will not be used except in a government
declared state of emergency. Even in a state ofemergency, the facility/facilities will take
all reasonable steps to utilize volunteers and to obtain coverage fromother sources prior
to mandating overtime. The pre-implementation time will be used to assess practices
anddevelop new scheduling processes to make the discontinuance of mandatory overtime
possible.
Specifically, the parties will jointly review where the practice of mandatory overtime
exists and work withdepartment staff to develop procedures, processes and solutions to
avoid this need in the future. At the end of thepre-implementation period, it is expected
that joint processes/procedures will be in place to assure successfulimplementation of the
elimination of mandatory overtime after August 15.
MANDATORY OVERTIME—PRINCIPLES AND TOOLS
We have a mutual vision to make Kaiser Permanente the best place to work, as well as
the best place to receive care. Through the Partnership, unions, management and
employees are sharing responsibility, information and decisionmaking to improve the
quality of care and service and enrich the work environment. The ability to rely on a
stableschedule is fundamental to this equation and the parties have therefore committed
to discontinue mandatoryovertime practices. Our overall goal is to avoid the mandatory
assignment of unwanted work time outside ofschedule requirements of the posted
position.
A recent review indicated that there are very few departments or units where the
problems resulting in the need formandatory assignments remain. As a result, the parties
have jointly prepared the following principles and tools toassist those areas in problem
solving the issues and achieving the goal.
Principles
x There is value in achieving the goal.
x Patient care is of utmost importance.
x Stability in work schedules is of utmost importance.
x Respecting personal responsibilities and lives contributes to overall morale and
commitment.
x Management, Union and Employees should work collaboratively to identify the
underlying issues and seek solutions.
x Problems should be approached in an interest-based manner.
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x
x
If the problems creating the situation or solutions are beyond the control of the
concerned department, the employees, union and management will prepare a joint
summary of the problem(s) and potentialtemporary and long-term solutions.
For situations that are not resolved at the work-unit level, every region will
establish a joint review and appropriate problem-solving (i.e., issue resolution)
process that provides for escalation to the highest jointpartnership body for the
Region. Ultimate solutions will be crafted in conjunction with Senior Regionaland
Union Leadership.
Tools
Departments/units needing assistance in achieving the goal are encouraged to use the
following tools inproblem solving:
x Interest-Based Problem Solving
x Mandatory Work Prevention Process developed by joint team in NCAL (attached)
x Joint Staffing Processes
x Root Cause Analyses
Exhibit 1.K.4
MEMORANDUM OF UNDERSTANDING REGARDING SUB-CONTRACTING
Between
KAISER FOUNDATION HEALTHPLAN/HOSPITALS,
THE PERMANENTE MEDICAL GROUPS
And
THE COALITION OF KAISERPERMANENTE UNIONS, AFL-CIO
Preamble
This MOU is entered into by the parties pursuant to the National Agreement, as a
supplement to the provisions of:
Section 1: Privileges and Obligations of Partnership
K: Union Security
4: Sub-Contracting
Kaiser Permanente and the Coalition of Kaiser Permanente Unions have agreed that the
achievement of the LaborManagement Partnership vision is critical to the success of the
organization. The parties are committed as partnersto the advancement of each other’s
institutional interests. This includes an understanding that no party will seekto advance its
interests at the expense of the other party. The parties have also agreed to a joint
decision-makingprocess in which they will attempt to reach consensus on a broad range
of business issues. It is within thisframework that the National Agreement reaffirmed a
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partnership presumption against future subcontracting ofbargaining unit work because it
does not support the fundamental relationship between the parties.
A core interest of the Unions is to improve the quality, service and performance of Kaiser
Permanente and furtherto improve the lives of their members through effective
representation, and their ability to achieve that objective isenhanced by growth and
reduced by erosion of their bargaining units; however, the parties agree that there could
beextraordinary circumstances under which they might agree that bargaining unit work
could be subcontracted.They also wish to consider the possibility of insourcing work that
has previously been outsourced.
In order to assure that future subcontracting and insourcing of subcontracted work is
aligned with the vision ofthe Labor Management Partnership, the following provisions
have been adopted:
I. Definitions
Extraordinary Circumstances
The Partnership recognizes these interests through a presumption against subcontracting;
however, the Partnership also recognizes subcontracting is appropriate in meeting day-today business needs, temporary peak workloads andhard-to-fill vacancies. In addition,
subcontracting could be appropriate in extraordinary circumstances, definedas significant
quality, service, patient safety, workplace safety or cost savings opportunities that are of
sufficientmagnitude as to override the presumption against subcontracting.
Bargaining Unit Work
Work currently performed by bargaining unit employees anywhere in the Region.
Future Subcontracting
Any new or additional contracting of bargaining unit work.
Insourcing
Internalizing work that was previously performed in the bargaining unit, or which is
Union eligible, that has been outsourced, to be performed by bargaining unit employees.
Feasibility Analyses
A joint process used by labor and management representatives to evaluate the feasibility
and necessity of outsourcing or insourcing specific work, considering cost, quality,
service, safety and efficiency by consensus decisionmaking.
Costs
Capital expenditures, equipment, supplies and FTE efficiencies, but excluding the cost of
wages and benefits.
II. Guidelines
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Notification
Partnership bargaining unit work will not be subcontracted except as described in
extraordinary circumstances above. When Kaiser Permanente believes that current or
future partnership bargaining unit work should besubcontracted and further believes that
there are reasons to subcontract, such as extraordinary circumstance, Kaiser
Permanente will notify the appropriate union and the Coalition of Kaiser Permanente
Unions, in writing, of the desire to meet and discuss subcontracting of specific work. A
Union wishing to initiate consideration of insourcingcertain contracted work will likewise
notify Kaiser Permanente of its desire to meet and discuss the issue.
Process
An initial meeting will occur as soon as possible following the date of written notification
to the Union or to Kaiser Permanente. Kaiser Permanente management will be
responsible for coordinating the meeting. A Committee of atleast two union and two
management representatives, with knowledge of the specific work under
consideration,will be appointed to establish timelines for completion of the analysis,
conduct the analysis, and develop a writtenreport that summarizes the results of the
analysis and states the subcontracting or insourcing recommendation toManagement and
Union Leadership.
Interest-based Problem Solving will be used to define the work done by the Committee.
The Key Principles forSubcontracting (see Part 3) should guide the decision-making
process.
The feasibility analysis should result in the development of one or more options from
which the Committee will recommendone to the parties. One option to consider is the
feasibility of implementing a rapid cycle improvement process that couldachieve similar
or better results when compared to the subcontracting option. The involved Union or
Management maysubmit an alternative option, which will be considered by the
Committee before making its final decision.
Once the analysis has been completed, the Committee will reach consensus on a
recommendation on whetheror not to subcontract or insource the work or consider an
alternative course of action. If the committee is unableto reach consensus, either party
may submit the issue(s) to the next level for resolution in accordance with theNational
Agreement.
III. Key Principles
Key Principles will guide the approach to subcontracting and insourcing, leading to
consistency and standardizationacross the organization. Regional outcomes should be
consistent with the national guidelines in the following areas:
Category
OPERATIONAL
FEASIBILITY
Subcontracting Principle
There has been consistent
demonstration of the
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Insourcing Principle
The potential workforce must
have the expertise, capability,
organization’s inability to acquire
or develop the expertise or
capability required to effectively
provide needed services. Quality,
service, cost, workplace and
patient safety will be considered
in the study.
STAFFING
The labor pool from which
positions are filled is insufficient
to meet demand. A business
analysis illustrates the cost
prohibitive nature of recruitment/
retention of staff, excluding labor
rates and benefits costs.
COST
A business analysis shows that
retaining the services would be
significantly more costly than
comparable competitor
operations, excluding labor rates
andbenefit costs, and puts the
organization ata significant
competitive disadvantage.
QUALITY
It has been demonstrated that the
organization does not have the
core competencies required to
provide the desired quality of
service or to provide them
efficiently. There has been a
demonstrated inability to acquire
the core competencies for
success.
LABOR
The union should receive
RELATIONS
adequate notificationof the desire
to subcontract services. All
applicable provisions of the
NationalAgreement will be
adhered to, by theCoalition and
Management.
CONTRACTING The subcontracting solution does
AND
not create or result in liability
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flexibility and knowledge base to
enter and provide the needed
service(s) with reasonable
startup time or training.
It is understood that any decision
to insource work will require an
adequate transition period for
implementation.
Quality, service, cost, workplace
and patient safety will be
considered in the study.
The potential workforce is
available in the labor market to
allow KP to recruit for positions
required by the proposed
insourcing project.
A business analysis has been
completed for the insourcing
option. The business
analysisindicates that the
insourcing option is
significantlyless costly than the
contracted vendor,excluding
labor rates and benefit costs.
The insourcing solution complies
with and ensures the quality
standard that is acceptable and
efficient to the organization.
Wages and job
duties/descriptions arecreated,
confirmed and negotiated,
as necessary. Jurisdictional
issues are clarified.
The insourcing solution does not
create orresult in liability with
COMPLIANCE
EMPLOYER OF
CHOICE
ONGOING
REVIEW
with anyexisting contracts or
other unions/bargaining units
performing the work. Compliance
with requirements ofJCAHO,
EEOC, HCFA, Title 22 and
SMWBE (Small, Minority,
Women-ownedBusiness
Enterprise) are ensured.
The subcontracting solution
should be in keeping with the
vision of KP becoming the
Employer of Choice. The
subcontracting solution supports
KP’sinvolvement in community
service.
If a decision results in keeping
the function/service in KP, results
will be periodically reviewed to
determine if efficiencieswere
achieved. In the event the
goals/efficiencies are not
achieved, subcontractingwill
become an option.
any existing vendorcontracts or
other unions/bargaining units
performing the work.
Compliance withrequirements of
JCAHO, EEOC, HCFA,
Title 22 and SMWBE (Small,
Minority,Women-owned
Business Enterprise)are ensured.
The insourcing solution will
support KP’s involvement in
community service and
contribute to KP being the
employer of choice.
If a decision results in bringing
work into KP,the service or
function will be
periodicallyreviewed to
determine if efficiencies/goals
were achieved. In the event the
goals/efficiencies arenot
achieved, subcontracting will
becomean option.
Exhibit 2.A.3
Relevant Performance Sharing Program Sections of the 2008 Reopener
RECOMMENDATION #3:
Each region shall implement a demonstration project for 2009 and 2010 that translates
PSP goals that cascadeup and down the organization into line-of-sight efforts and
actionable behaviors by frontline employees.These demonstrations shall apply to Year 4
and Year 5 as defined in Section 2: A. (3) of the 2005 NationalAgreement. Each region
shall demonstrate a comprehensive and disciplined approach that conveys a sense
ofurgency to meet the agreed-upon goals of the demonstration. The purpose of these
demonstrations is to test thefeasibility of new approaches to performance sharing that
would be:
a. Based upon measures that are more closely linked to the day-to-day work of
employees;
b. Better understood by employees as to what improving these measures means to
the lives of our members/patients and keeping KP affordable for all working
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families, i.e., so that it is part of a visionary campaign thatfocuses efforts in a
meaningful way;
c. Bettercommunicated so it is easy for employees to understand what is being
measured and what employees cando to improve that measurement;
d. Implemented with a sense of urgency and clarity as to what constitutes success,
utilizing labor’s experience withsuccessful campaign methodologies in which
frontline workers make a disciplined and focused effort to drive outcomes toward
agreed-upon goals and deadlines;
e. More timely, with less of a lag between what is measured, employee actions to
improve those measures, and any payouts made for meeting those measures;
f. Be as easy to administer as possible so that the improved approach is effective;
and
g. Better celebrated and acknowledged when we meet our goals, reinforcing the
linkage between effort and payout.
To meet this demonstration requirement, each region shall have the flexibility to utilize
existing goals, initiativesor team structures that can best demonstrate the overall elements
of an improved PSP, or utilize new goals andinitiatives as necessary, and each region
shall, in partnership:
A. Identify:
i. a key organizational performance improvement goal(s);
ii.
the key drivers to improve the goal(s);
iii.
the lives and/or dollars saved as a result of meeting the goal(s), providing a
unifying and motivating focus for improvement and also means to track progress
in a rigorous way;
iv.
the level closest to the frontline’s natural work setting at which data can be
provided and validated to measuresuccess in meeting the goal(s) and upon which
payout will be based if the goal(s) is/are met; and
v.
the most frequent means by which progress on the goal(s) can be tracked and
provided to the employeesworking on the goal(s) at the smallest natural work unit
possible.
B. Engage:
i. Frontline employees at the smallest possible natural work unit to identify, in
partnership with their managers, what they can do to improve the metric at their
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work setting such that their efforts drive results at the metric level upon which
performance payout will be based;
ii.
Participating employees in a continuum of knowledge about the business context
in which KP operates, including understanding what’s at stake for KP to be the
model for high-quality, affordable health care forAmerica’s families; and
iii.
Frontline employees, through a campaign approach in which they own their role
in meeting agreed-upon goals and deadlines, are disciplined in tracking progress
and reporting back the status of meeting goals so allparticipating can understand
their contribution to success.
C. Communicate:
i. The goal(s) is easy to understand terms as part of a campaign that moves not just
metrics but the hearts and minds of employees working to meet that goal, building
off of existing LMP communication efforts that reach and motivate the frontline;
ii.
The progress on meeting the goal(s) on a regular and ongoing basis to employees
so the value and benefit ormeeting the goal is reinforced;
iii.
And celebrate success in meeting the goals with an explicit link to the pay-out for
efforts made to reachthe goals;
iv.
The value of this reward and performance improvement program as part of
broader efforts to define KaiserPermanente as a best place to work for recruiting
and retaining employees.
D. Payout:
i. Will be provided to employees based upon successfully meeting the goal at the
level closest to the frontline’s natural work environment that was identified when
setting the goal for payout under this demonstration, provided other provisions are
met and procedures followed in Section 2. A (3) of the 2005 National Agreement.
Attachment
ELEMENTS OF AN EFFECTIVE PERFORMANCE IMPROVEMENT REWARD
PROGRAM
The 2008 Bargaining Subgroup on Performance found that an effective performance
improvement reward programshould meet these criteria, and charges the PSP Design
Team with providing greater definition as to each element.In general, an effective reward
program should be:
Based on aCompelling Case for Improvement
x Be based on engaging employees in a continuum of knowledge about the business
context in which KP operates
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x
Be linked to a visionary and motivating reason to achieve the improvements; i.e.,
impact on improving members’/patients’ lives and keeping KP affordable to
working families
Simple/Be Easy for All to Understand
Well Communicated
Goals can be Cascaded “Up and Down”
x so all understand the role their efforts play in meeting regional/national goals
Based on Line-Of-Sight Improvements
x Connected to the day-to-day work at the lowest possible (ideally unit) level
x Be linked to day-to-day behaviors that are in the power of the employees to affect
Based on Metrics that are:
x tied to strategic goals and focused on the key drivers of results
x objective
x outcome based, or, if process measures, they should be linked to achieving
outcomes
x captured and reported at the lowest possible (ideally unit) level
x as uniform across regions as possible so can compare and benchmark
Easy to Administer
Timely
x In terms of when the goals are set and communicated
x When progress is reported
x In how payouts are linked to efforts made by employees
Stable
x Don’t change it mid-stream unless prove it can be made more effective
x Part of Overall Recruitment/Retention Strategy
x As a reason we are a best place to work: employees engaged in performance
improvement and rewarded for their efforts
Self-funded
Exhibit 2.B.1.c.
LETTER OF AGREEMENT PARENT MEDICAL COVERAGE
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In accordance with Section 2. B.1. (b) of the 2000 National Agreement, effective May 1,
2002, Kaiser Permanentewill offer federally non-qualified group medical coverage to
parents of employees represented by a NationalPartnership Union.
In order for an employee’s parents to qualify for this coverage, the employee must be an
active employee and beeligible for medical benefits, whether or not he or she actually
enrolls in Health Plan coverage.
Benefits included in Parent Medical coverage are:
x $5 doctor’s office visits
x $5 prescription drug coverage
x Uncapped prescription drug benefit
x $5 hearing and vision exams
x No charge for inpatient hospital care
x No charge for lab tests and x-rays
x No charge for allergy testing and treatment
x $25 emergency department copayment
x No charge for approved ambulance services
Individuals who enroll in Parent Medical Coverage will be responsible for the entire
amount of the premium fortheir coverage, as well as for any applicable copayments and
any Third Party Administrative fees. Kaiser Permanentewill not subsidize any portion of
the premiums.
BILL ROUSE
Benefits Task Force Labor Co-Chair
UNAC/UHCP, AFSCME
Date:________________
ELLEN CANTER
Benefits Task Force Management Co-Chair
VP, Benefits and HR Administration
Kaiser Permanente
Date:________________
INTENT PARENT MEDICAL COVERAGE
In accordance with the 2000 National Agreement, effective May 1, 2002, Kaiser
Permanente will offer federallynon-qualified group medical coverage to parents of
employees represented by a National Partnership Union.
Eligibility
Eligible Employees
In order for an employee’s parents to qualify for this coverage, the employee must be an
active employee represented by a Kaiser Permanente National Partnership Union and be
eligible for medical benefits, whether or not he orshe actually enrolls in Health Plan
95
coverage. An employee is also considered eligible if he or she retired fromKaiser
Permanente as a member of a National Partnership Union between October 1, 2000, and
March 1, 2002,in accordance with the provisions of his or her retirement plan.
Eligible Parents
The following are considered eligible parents and may enroll in Parent Medical Coverage
as long as the employee through whom they claim coverage meets the eligibility
requirements above:
x Employee’s natural parents.
x Employee’s stepparents, if still married to or widowed from employee’s natural
parent. Widowed stepparents who remarry will not be eligible for coverage.
x A domestic partner of employee’s parent. The domestic partner will be required
to complete an Affidavit of Domestic Partnership.
x Employee’s spouse’s or domestic partner’s natural parents.
x Employee’s spouse’s or domestic partner’s stepparents, if still married to or
widowed from spouse’s or domestic partner’s natural parent. Widowed
stepparents who remarry will not be eligible for coverage.
x A domestic partner of spouse’s parent. The domestic partner will be required to
complete an Affidavit of Domestic Partnership.
To be eligible, parents and parents-in-law must reside in the same region as the
Partnership Union employeethrough whom coverage is being offered. For the purposes of
this plan, Northern California and SouthernCalifornia will be considered separate regions.
Dependents of parents are not eligible for this coverage.
Enrollment in Parent Medical Coverage
Enrollment for Parent Medical Coverage will only be allowed only during designated
enrollment periods:
There will be an annual open enrollment period.
x New employees will have 31 days from their date of hire to enroll their eligible
parents. Coverage will be effective on the 1st of the month following enrollment.
x Employees who have a change in eligibility status (e.g., change from a nonbenefited to a benefited status, or a marriage or divorce) will have 31 days to
enroll or disenroll parents from coverage. Coverage will be effective on the 1st of
the month following enrollment.
x Employees and their eligible parents are required to fill out and return all
necessary forms and provide any requested documentation prior to enrollment.
x Each eligible parent must enroll separately. In addition, enrollees who are
eligible for Medicare Parts A& B must submit a Senior Advantage enrollment
form.
x Parents may enroll outside of the open enrollment period if they move into the
region, or become newly eligible for Medicare, within 31 days of the qualifying
event.
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x
Parents who disenroll from this coverage for any reason must wait until the next
open enrollment period to re-enroll.
Coverage Premiums
x Coverage premiums are age-rated for all non-Medicare eligible parents.
Premiums are subject to change annually.
x Age-rated premiums will be charged based on subscriber’s age on the date of
enrollment. After the initial enrollment, age-related premium increases for
subsequent years will be determined based on subscriber’s age as of January 1 of
that year.
x Medicare-eligible enrollees in this plan will be pooled with other Medicareeligible members in their region to determine premium rates.
x Individuals who enroll in Parent Medical Coverage will be responsible for the
entire amount of the premium for their coverage, as well as for any applicable
copayments and any Third Party Administrative fees.
x Kaiser Permanente will not subsidize any portion of the premiums for this
coverage.
x Premium payments for coverage are made directly through the Third Party
Administrator of the plan, currently Ceridian.
Coverage
Parent Medical Coverage is essentially the same in all regions in which Kaiser
Foundation Health Plan medicalservices are available. However, there will be certain
regional differences in how the Health Plan is administered,including differences in some
copayments, exclusions and limitations. Benefits included in Parent Medical Coverage
are:
x $5 doctor’s office visits
x $5 prescription drug coverage
x Uncapped prescription drug benefit
x $5 hearing and vision exams
x No charge for inpatient hospital care
x No charge for lab tests and x-rays
x No charge for allergy testing and treatment
x $25 emergency department copayment
x No charge for approved ambulance services
There will be no exclusions for pre-existing conditions, and no medical review will be
required.
Copayments in the plan will be maintained at the current level to the extent that such
copayments are available ineach region, as long as the plan maintains its ‘large group’
status.
Medicare-eligible parents who are enrolled in Medicare Parts A and B and assign their
benefits to KaiserPermanente will be offered Senior Advantage or a similar Medicare
97
Risk plan where available. In regions wherethere is no Medicare Risk plan, a Medicare
Cost plan will be substituted. Parents who are enrolled in Medicare PartA only will
receive the non-Medicare benefits, but may be eligible for reduced premiums.
In areas where Kaiser Permanente does not offer any Medicare plan, eligible parents may
still enroll in thenon-Medicare plan, and will pay the non-Medicare premiums, regardless
of their participation in Medicare.
Coverage will be available in all regions in which Kaiser Foundation Health Plan medical
services are offered andin which there are active National Partnership Union employees,
including the Northern California and SouthernCalifornia, Colorado, Ohio and MidAtlantic States Regions. The Northwest Region will continue to offer itsexisting parent
coverage plan, under the rules already established for that plan. National Partnership
Unionemployees in Texas will not be eligible to enroll their parents in this plan, as there
is no Kaiser Foundation HealthPlan coverage available in that region.
When Parents Lose Coverage
Coverage will end at the end of the month in which:
x The employee through whom a parent claims benefits terminates prior to
retirement, is no longer represented by a National Partnership Union, or is no
longer eligible per the eligibility requirements above.
x The parent no longer meets the eligibility requirements as stated in the ‘Eligible
Parents’ section above.
x The employee and covered parent no longer reside in the same region. For the
purposes of this plan, Northern California and Southern California are
considered two separate regions.
x Premiums for medical coverage are not paid.
Parents who are disenrolled from Parent Medical Coverage will be offered conversion to
an individual plan.
May 22, 2003(Relevant section only)
SPONSORED PARENT/PARENT-IN-LAW GROUP
Applicable to parents and parents-in-law of all classifications.
Effective 1-1-03, parents and parents-in-law of Regular employees will be offered the
opportunity to purchase theenhanced Senior Advantage health plan coverage at their own
expense provided they are enrolled in Parts A andB of Medicare and meet the eligibility
rules of the Senior Advantage health plan. For those regions without a Sr.Advantage
product, the Medicare product available in that Region will be offered.
The enrollment rules, eligibility and plan design (benefits and co-pays) will be consistent
although not identical,(regional variation may apply) and will be reviewed by the
Benefits Task Force (regional variation may apply).The Employer shall not be required to
98
bargain over such changes. However, the Employer shall provide the unionswith fortyfive days’ notice of the nature and date of such changes.
Participants enrolled prior to 1-1-03 will be grandfathered under their current eligibility
rules.
In the Northwest, the parties will resolve the issue as follows:
1. No new non-Medicare eligible will be admitted.
2. Rates for grandfathered group will be raised by the same percent the market increases
annually plus an additional 25percent annually toward closing the gap to market, with
intent to reach market rates at year four.
3. New enrollees will be charged market rates.
Exhibit 2.B.2.b.
LIST OF LMP DEFINED-BENEFIT PLANS SPONSORED BY KAISER
PERMANENTE
Plan Name
Kaiser Permanente Employees Pension Plan Supplement to the KPRP
Kaiser Permanente Southern California Employees Pension Plan Supplement to KPRP
Kaiser Permanente Southern California Social Services Pension Plan Supplement to
KPRP
Kaiser Permanente Fontana Pension Plan Supplement to KPRP
Kaiser Permanente Northwest Pension Plan Supplement to KPRP
Kaiser Permanente Colorado Pension Plan Supplement to KPRP
Kaiser Permanente Colorado Professional Employees Pension Plan Supplement to KPRP
Kaiser Permanente Ohio Employees Pension Plan Supplement to KPRP
Kaiser Permanente Mid-Atlantic Employees Pension Plan Supplement to KPRP
Kaiser Permanente Physicians and Employees Retirement Plan Supplement to KPRP
Kaiser Permanente Represented Employees Pension Plan Supplement to KPRP
Kaiser Permanente Fontana Pension Plan Supplement to KPRP for SCPMG
Kaiser Permanente Southern California Employees Pension Plan Supplement to KPRP
for SCPMG
Kaiser Permanente Southern California Social Services Pension Plan Supplement to
KPRP for SCPMG
Kaiser Permanente Nurse Anesthetists Pension Plan Supplement to the KPRP for
SCPMG
Kaiser Permanente Represented Employees Pension Plan Supplement to KPRP for
SCPMG
Retirement Plan for Mental Health Workers Supplement to Kaiser Permanente
99
Employees Pension Plan for ThePermanente Medical Group, Inc.
Kaiser Permanente Represented Employees Pension Plan Supplement to Kaiser
Permanente Employees Pension
Plan for The Permanente Medical Group, Inc.
Kaiser Permanente Optometrists Retirement Plan
LETTER OF AGREEMENT
In accordance with the Common Retirement Plan provisions of the 2000 National
Agreement, the undersignedconstituted a Labor Management Partnership Committee to
consider moving to a common minimum pensionmultiplier. The committee met on
January 7, 2002, and after consideration, agreed to a common minimumpension
multiplier of 1.4percent for National Agreement signatory unions. The new minimum
multiplier is effectiveJanuary 7, 2002, and will be retroactively applied to participants
who terminate on or after October 1, 2000.This agreement applies to all sponsoring
employers of Kaiser Permanente pension plans covering members of partnership unions
listed in the attachment, Section A. Plans will be amended to reflect the new minimum
multiplier.
In addition, the Committee agrees that employees covered by these plans and members of
the signatory unions tothe National Agreement, who are plan participants but whose
benefits have been grandfathered at a lower pension multiplier, will also have their
multiplier moved to the new minimum multiplier.
Finally, the Committee agrees that employees covered by the National Agreement who
are reflected in the attachment, Section B, and as such are currently in a pension plan that
provides a pension multiplier equal to or higher than the new minimum, shall maintain
the current multiplier.
PETER DICICCO
Executive Director
Coalition of Kaiser Permanente Unions
Date:________________
BILL ROUSE
Benefits Task Force Labor Co-Chair
UNAC/UHCP, AFSCME
LESLIE MARGOLIN
Senior VP, Workforce Development
Kaiser Permanente
Date:________________
ELLEN CANTER
Benefits Task Force Management Co-Chair
VP, Benefits and HR Administration
Kaiser Permanente
Date:________________
Date:________________
ATTACHMENT TO LETTER OF AGREEMENT CONCERNING 1.4 PERCENT
MULTIPLIER
Section A
KAISER PERMANENTE
PENSION PLANS
UNION
100
IN NORTHERN CALIFORNIA:
Kaiser Permanente Employees
Pension Plan (KPEPP)
Office and Professional Employees International
Union, Local 29 (Clerical)
Hospital and Health Care Workers Union, Local
250(SEIU)
Service Employees International Union, Local 535
(Social Workers)
Kaiser Permanente Retirement
Plan for Mental Health Workers
Service Employees International Union, Local 535
(Optical Workers)
Service Employees International Union, Local 535
(Social Workers – LCSWs; CDRP Counselors,
Psychologists) for employees hired on or after
10/13/00
IN THE NORTHWEST:
Kaiser Permanente Northwest
Pension Plan (KPNPP)
Oregon Federation of Nurses (Registered Nurses)1
Service Employees International Union,Local 49
Oregon Federation of Nurses(Hygienists)1
Oregon Federation of Nurses (Technical)1
IN COLORADO:
Kaiser Permanente Colorado
Pension Plan (KPCPP)
IN OHIO:
Kaiser Permanente Ohio
Employees Pension Plan
(KPOEPP)
Section B
IN NORTHERN CALIFORNIA:
Kaiser Permanente Retirement
Plan for MentalHealth Workers
Kaiser Permanente Optometrists
Retirement Plan(KPORP)
Service Employees International Union, Local 105
Office andProfessional Employees
International Union, Local 17
Service Employees International Union, Local 535
(Social Workers – LCSWs, CDRP Counselors,
Psychologists) for Employees hired before 10/13/00
Engineers & Scientists of California, Local 20,
IFPTE (formerly MEBA)
(Optometrists)
IN SOUTHERN CALIFORNIA:
Kaiser Permanente Southern
California Employees
Pension Plan (KPSCEPP)
United Nurses Association of California
(Registered Nurses) – LA andBakersfield areas
United Nurses Association of California
(Registered Nurses) – San Diego, Woodland Hills
101
and Riverside areas
Office and Professional Employees International
Union, Local 30
Service Employees International Union, Local 399
American Federation of Nurses – Sunset
United Food andCommercial Workers Union
(Medical Technologists) – except San Diego Locals
324, 770, 1036, 1167,1428
United Food andCommercial Workers Union
Bakersfield-Clerical/Service/Pt Care Locals 135,
324, 770, 1036, 1167, 1428
Kaiser Permanente Southern
California Social Services
Pension Plan (KPSCSSPP)
OPEIU, Local 30, California Service Center,
San Diego
Social Services Union, Local 535 (Psychiatry)
San Diego
Social Services Union, Local 535 (Psychiatry)
Except San Diego
United Steelworkers of America, Local 7600
Kaiser Permanente Fontana
Pension Plan (KPFPP)
Kaiser Permanente Nurse
Kaiser Permanente Nurse Anesthetists Association
Anesthetists Pension Plan
(KPNAPP)
IN THE MID-ATLANTIC STATES:
Kaiser Permanente Mid-Atlantic
United Food andCommercial Workers, Local 27
Employees PensionPlan
(Health Professionals) – Baltimore
(KPMAEPP)
Office andProfessional Employees International
Union, Local 2, Washington
Office andProfessional Employees International
Union, Local 2, Baltimore
United Food andCommercial Workers, Local 400
(Health Professionals)
1 The 1.4 percent multiplier will be used to calculate benefits for active employees with accrued benefits (e.g., those
employees who are now covered by a Trust but maintain a previous earned benefit under the plan).
May 22, 2003 (Relevant section only)
102
PENSION
Effective March 1, 2003, for pension plans of employees covered by agreements of
partner unions that currently provide for a defined-benefit plan with a multiplier of
1.4percent FAP, the FAP multiplier will increase to1.45 percent. This multiplier will
apply to all years of service. In addition, 1,800 hours will be considered a year ofCredited
Service under these plans for pension calculation purposes. This new Credited Service
hours definitionwill be effective beginning with the 2003 calendar year.
In the Northwest, effective March 1, 2003, for OFN/ONA RNs, OFN-Hygienists and
Technical employees whohave a defined-contribution plan only, the improvement
described above will apply prospectively only.
In the Northwest, effective March 1, 2003, the employer contribution to the definedcontribution plan will bechanged as follows:1 percent for OFN-Hygienists and Technical
employees and 1.5 percent for OFN/ONA RNs.The employer contribution for Local 49
will be maintained.
In Northern California, effective March 1, 2003, Clinical Lab Scientists, Local 20 may
move to KPEP as modifiedby the agreement with no recognition of past service, and the
employer contribution to the 401(k) plan will cease.
It is understood that where pension plans are moving from a defined-contribution plan to
a defined-benefit plan,such is subject to ratification of the bargaining unit.
LETTER OF AGREEMENT EARLY REDUCTION FACTORS
In accordance with the Common Retirement Plan provisions of the 2000 National
Agreement (Section 2, B, 2 (b)),the undersigned constituted a Labor Management
Partnership Committee to consider changes in the earlyreduction factors for the definedbenefit pension plans. After consideration, the committee agreed to change early
reduction factors used in calculating pension benefits from an actuarial reduction based
on age to a standard 5 percent reduction per year for National Agreement signatory
unions.
The new early reduction factors are effective immediately, and will be retroactively
applied to participants whotake either Early Retirement or Disability Retirement on or
after January 1, 2002. This agreement applies to allsponsoring employers of Kaiser
Permanente pension plans covering members of partnership unions listed in
theattachment, Section A. Plans will be amended to reflect the new early reduction
factors.
In addition, the Committee agrees that employees covered by the National Agreement
who are reflected in the attachment, Section B, who as such are currently in a pension
plan that provides early reduction factors equal toor higher than the new minimum, shall
maintain their current early reduction factors.
103
Finally, the Committee agrees that pension benefits will be recalculated, and corrective
payments made toNational Partnership Union members who have taken Early Retirement
or Disability Retirement and have receiveda distribution from their Kaiser Permanente
defined-benefit pension plan between the effective date of the change and the present.
The new early reduction factors for each year are as follows:
Age at Retirement
65
64
63
62
61
60
59
58
57
56
55
Percent of Normal Pension Benefit
100 percent
95 percent
90 percent
85 percent
80 percent
75 percent
70 percent
65 percent
60 percent
55 percent
50 percent
ATTACHMENT TO LETTER OF AGREEMENT CONCERNING EARLY
REDUCTION FACTORS
Section A – National Partnership Union Groups Affected by This Agreement
KAISER PERMANENTE
UNION
PENSION PLANS
IN NORTHERN CALIFORNIA:
Kaiser Permanente Employees
Pension Plan (KPEPP)
Office and Professional Employees
International Union, Local 29 (Clerical)
Hospital and Health Care Workers Union, Local
250 (SEIU)
Kaiser Permanente Retirement Plan
for MentalHealth Workers
Kaiser Permanente Optometrists
Retirement Plan(KPORP)
Service Employees International Union, Local
535 (Social Workers)
Service Employees International Union, Local
535 (Optical Workers)
Service Employees International Union, Local
535 (Social Workers – LCSWs; CDRP
Counselors, Psychologists) for employees hired
on or after 10/13/00
Engineers & Scientists of California, Local 20,
IFPTE (formerly MEBA)
(Optometrists)
104
IN SOUTHERN CALIFORNIA:
Kaiser Permanente Southern
California Employees
Pension Plan (KPSCEPP)
United Nurses Association of California
(Registered Nurses) – LA and Bakersfield areas
United Nurses Association of California
(Registered Nurses) – San Diego, Woodland
Hills and Riverside areas
Office and Professional Employees
InternationalUnion, Local 30
Service Employees International Union, Local
399
American Federation of Nurses – Sunset
United Food andCommercial Workers Union
(Medical Technologists) – except San Diego
Locals 324, 770, 1036, 1167, 1428
United Food andCommercial Workers Union
Bakersfield-Clerical/Service/Pt Care Locals
135, 324, 770, 1036, 1167, 1428
OPEIU, Local 30, California Service Center,
San Diego
Kaiser Permanente Southern
Social Services Union, Local 535 (Psychiatry)
California SocialServices Pension Plan San Diego
(KPSCSSPP)
Social Services Union, Local 535 (Psychiatry)
Except San Diego
Kaiser Permanente Fontana Pension
United Steelworkers of America, Local 7600)
Plan (KPFPP)
Kaiser Permanente Nurse Anesthetists Kaiser Permanente Nurse Anesthetists
Pension Plan(KPNAPP)
Association
IN THE NORTHWEST:
Kaiser Permanente Northwest Pension Oregon Federation of Nurses (Registered
Plan (KPNPP)
Nurses)1
Service Employees International Union, Local
49
Oregon Federation of Nurses (Hygienists)1
Oregon Federation of Nurses (Technical)1
105
Oregon Nurses Association1
IN THE MID-ATLANTIC STATES:
Kaiser Permanente Mid-Atlantic
Employees Pension Plan (KPMAEPP)
United Food and Commercial Workers, Local
27(Health Professionals) – Baltimore
Office and Professional Employees
International Union, Local 2, Washington
Office and Professional Employees
International
Union, Local 2, Baltimore
United Food and Commercial Workers, Local
400 (Health Professionals)
IN COLORADO:
Kaiser Permanente Colorado Pension
Service Employees International Union, Local
Plan (KPCPP)
105
IN OHIO:
Kaiser Permanente Ohio Employees
Office andProfessional Employees
Pension Plan(KPOEPP)
InternationalUnion, Local 17
Section B – National Partnership Union Groups Not Affected by This Agreement
IN NORTHERN CALIFORNIA:
Kaiser Permanente Retirement Plan
for Mental Health Workers
Service Employees International Union, Local
535 (Social Workers – LCSWs, CDRP
Counselors, Psychologists) for Employees hired
before 10/13/00
1 The early reduction factors will be used to calculate benefits for active employees with accrued benefits (e.g., those
employees who are now covered by a Trust but maintain a previous earned benefit under the plan).
106
Exhibit 2.B.3.d
GENERAL DESCRIPTION OF DISABILITY PLAN BENEFIT LEVELS
Section 26 – Income Protection/Extended Income Protection
980 Employees scheduled to work twenty (20) or more hours per week will be provided
with an Income Protection or Extended Income Protection Plan. The benefit amount will
be equal to either fifty (50percent) percentof base wages, sixty (60percent) percent if
integrated with a statutory plan (i.e., State Disability Insurance,Workers’ Compensation,
etc.), or seventy (70percent) percent if the employee is on an approved
rehabilitationprogram. If the employee is part-time, the benefits will be prorated
according to the employee’s scheduledhours. The minimum integrated benefit (prorated
for part-time employees) provided by the program duringthe first (1st) year of disability
will not be less than one-thousand ($1,000.00) dollars per month.
981Section 27 – Eligibility for Income Protection or Extended Income Protection
982Eligibility for Income Protection or Extended Income Protection is based on length of
service.
983Section 28 – Income Protection Benefit
984This benefit is provided to employees with less than two (2) years of service.
Employees will receive a benefit commencing at the latter of exhaustion of Sick Leave or
according to SDI guidelines (i.e., the first (1st) day of hospitalization, eighth (8th) day of
illness/injury), and will continue for up to one (1) year from the date of disability with
continued medical certification.
985Section 29 – Extended Income Protection Benefit
986This benefit is provided to employees with two (2) or more years of service.
Employees will receive a benefit commencing at the latter of exhaustion of Sick Leave or
three (3) months from the date of disability, and will continue for up to five (5) years
from the date of disability with continued medical certification. Benefits dueto
psychological related disabilities and alcohol/drug abuse are limited to a maximum of
three (3) years fromthe date of disability. The Duration of Benefits Schedule will apply to
employees age sixty (60) or over whobecome disabled while eligible for this program.
Benefits dueto psychological related disabilities and alcohol/drug abuse are limited to a
maximum of three (3) years fromthe date of disability. The Duration of Benefits Schedule
will apply to employees age sixty (60) or over whobecome disabled while eligible for this
program.
Exhibit 3.D
107
LOCAL UNION AGREEMENTS
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108
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