PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. A. COMMITMENT TO PARTNERSHIP
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP designed to increase 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 for Xxxxxx Permanente. To improve performance measures by focusing on the needs of our patients and members requires involvement from everyone. We seek to move from projects to pilots to whole systems improvement, recognizing that 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 health care experience. The KP Promise is a commitment to our members to provide health care that is: » quality you can trust; » convenient and easy access; » caring with a personal touch; and
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, respecting the interests of all parties. The Partnership Agreement Review Process in Section 1.L.2. applies to disputes arising out of Section 1, but is meant to be used as a last resort. With this Agreement, the Alliance and Xxxxxx Permanente assume a set of privileges and obligations. These include, but are not limited to, employment and income security, union security, access to information, including the responsibility to maintain confidentiality concerning sensitive information, participation in the governance structure 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 and enhance flexibility in work scheduling and work assignments to enhance service, quality and financial performance while meeting the interests of employees and their unions. We share a willingness to work in good faith to resolve jurisdictional issues in order to increase work team flexibility and performance, and we share a commitment to marketing Xxxxxx 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 b...
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. A. COMMITMENT TO PARTNERSHIP
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, respecting the interests of all parties. The Partnership Agreement Review Process in Section 1.L.2 applies to disputes arising out of Section 1, but is meant to be used as a last resort. With this Agreement, the Coalition and Xxxxxx Permanente assume a set of privileges and obligations. These include, but are not limited to, employment and income security, union security, access to information including the responsibility to maintain confidentiality concerning sensitive information, participation in the governance structure 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 and enhance flexibility in work scheduling and work assignments to enhance service, quality and financial performance while meeting the interests of employees and their unions. We share a willingness to work in good faith to resolve jurisdictional issues in order to increase work team flexibility and performance, and we share a commitment to marketing Xxxxxx 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 emerge out 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 discussing both contiguous and non-contiguous opportunities, new geographies and regions, mergers and acquisitions that best position opportunities for KP to grow more quickly and respond to opportunities, and will explore new health care 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 pos...
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. Section 1:
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. The KP Promise is a commitment to our members to provide health care that is: » quality you can trust; » convenient and easy access; » caring with a personal touch; and » affordable.
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP b. Unit-Based Teams
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. 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 organized and 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 frontline workers. The role should evolve from directing the workforce to coaching, facilitating, supporting, representing management through interest-based procedures and ensuring that a more involved and engaged workforce is provided 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 representing co-workers through interest-based procedures. UBT sponsors have primary account- ability 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 problem-solving 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 Level Sponsorship and Accountability section of the 2003– 2005 Labor Management Partnership Implementation Plan and 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 functi...
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP performance-based pay; » quality; » patient safety; and
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP flexibility in work scheduling, work assignments and other workplace practices. » contractual and jurisdictional issues that are inconsistent with partnership principles and/or that are barriers to achievement of partnership goals; » 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. » expanding skills of staff; » developing innovative and flexible scheduling and work assignments to balance staffing and workload; » alternative work assignments and schedules to accommodate variations in staff workload; » shifting tasks to accommodate periods of peak demand; » temporary assignments to other work; » using supply-demand management tools to anticipate staffing needs; and » 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 joint agreements or practices to enhance organizational performance and to accommodate employee interests. In order to encourage creativity and joint risk taking, such agreements will be non-precedent setting and not apply to other units, departments, medical centers or service areas. However, sharing and adoption of successful practices is 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.
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. Resources. National and regional leadership will designate funding sources for service quality improvement, including development of defined service budgets, which are jointly planned
