Common use of Flexibility Clause in Contracts

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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: » involving affected employees and their unions in the process; » assessing impact on employees; » minimizing impact on other units due to bumping and other dislocation; » providing fair opportunity for current employees to perform new work; » retraining or redeploying affected employees; and » applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect for seniority and union jurisdiction; » flexibility for employees’ personal needs; and » 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: » 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 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: » 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.

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow across boundaries. It also requires alignment with and implementation implemen- tation of the business strategy and the principles of the Labor Management Partnership. Incorporation of Labor Management Partnership labor management partnership principles in redesign efforts. These include: » involving affected employees and their unions in the process; » assessing impact on employees; » minimizing impact on other units due to bumping and other dislocation; » providing fair opportunity for current employees to perform new work; » retraining or redeploying affected employees; and » applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect for seniority and union jurisdiction; » flexibility for employees’ personal needs; and » 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: » contractual and jurisdictional issues that are inconsistent with Partnership partnership principles and/or that are barriers to achievement of Partnership partnership goals; » considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; » enhancing employee mobility across regions and Partner 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 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: » 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.

Flexibility. Xxxxxx Permanente and the Coalition Alliance are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-high- performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which that will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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: » involving affected employees and their unions in the process; » assessing impact on employees; » minimizing impact on other units due to bumping and other dislocation; » providing fair opportunity for current employees to perform new work; » retraining or redeploying affected employees; and » applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect for seniority and union jurisdiction; » flexibility for employees’ personal needs; and » 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: » 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 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: » 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 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.

Flexibility. Xxxxxx Permanente and the Coalition Alliance are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-high- performance organization and to the KP Promise and the Labor Management Partnership as a foundation for reaching this goal. Note: This contract is complete with the exception of the UFCW Local 3000 pension language. The table of contents, pagination, and indexing may change once the UFCW Local 3000 pension language is resolved. XXXXXXXXXXXXX.XXX | 11 Market-driven change has created a challenging competitive situation that is characterized by a limited number of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which that will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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: » involving affected employees and their unions in the process; » assessing impact on employees; » minimizing impact on other units due to bumping and other dislocation; » providing fair opportunity for current employees to perform new work; » retraining or redeploying affected employees; and » applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect for seniority and union jurisdiction; » flexibility for employees’ personal needs; and » 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: » 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 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: » 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.

Flexibility. Xxxxxx Permanente and the Coalition of Xxxxxx Permanente Unions are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties we are committed to Xxxxxx Permanente becoming a high-high performance organization and to the KP Promise and the Labor Management Partnership as a foundation for reaching this goal. MarketWe recognize that market-driven change has created a challenging competitive situation that is characterized by a limited number of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-high performance organization in this environment requires organizational change. Becoming a high-high performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions unions, and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ union’s interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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 labor management partnership principles in redesign efforts. These include: » involving Involving affected employees and their unions in the process; » assessing process Assessing impact on employees; » minimizing employees Minimizing impact on other units due to bumping and other dislocation; » providing dislocation Providing fair opportunity for current employees to perform new work; » retraining work Re-training or redeploying re-deploying affected employees; and » applying employees Applying the principles of employment and income security. security Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service service, and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect Respect for seniority and union jurisdiction; » flexibility jurisdiction Flexibility for employees’ personal needs; and » flexibility needs Flexibility in work scheduling, work assignments assignments, and other workplace practices. practices Commitment of local labor management partners to exhibit creativity and trust to resolve difficult issues, issues such as: » contractual Contractual and jurisdictional issues that are inconsistent with Partnership partnership principles and/or that are barriers to achievement of Partnership goals; » considering partnership goals Considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; » enhancing improvement Enhancing employee mobility across regions and Partner partner unions and into promotional opportunities; » cross-opportunities Cross training staff across job classifications and union jurisdictional lines where it makes operational or business sense or where union and employee employee’s interests are accommodated; » enabling 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 patients Utilizing a joint process to resolve issues of skill mix, classification classification, and the application of the provisions of the National Employment and Income Security Agreement. Mechanisms for flexibility include, but are not limited to: » expanding Expanding skills of staff; » developing staff Developing innovative and flexible scheduling and work assignments to balance staffing and workload; » alternative workload Alternative work assignments and schedules to accommodate variations in staff workload; » shifting workload Shifting tasks to accommodate periods of peak demand; » temporary demand Temporary assignments to other work; » using work Using supply-demand management tools to anticipate staffing needs; and » other needs Other innovative employment options such as seasonal employment and job sharing. In applying the principles of the Partnership, local labor management partners may create make 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 centers, or service areas. However, sharing and adoption of successful best practices is highly encouraged.

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-high- performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in removing remov- ing 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 an environment environ- ment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membershipmem- bership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest inter- est in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance performanCe improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow across boundaries. It also requires alignment with and implementation of the business strategy and the principles of the Labor Management Partnership. Incorporation inCorporation of Labor Management Partnership principles labor management partnership prinCiples in redesign efforts. These include: » • involving affected employees and their unions in the process; » • assessing impact on employees; » • minimizing impact on other units due to bumping and other dislocation; » • providing fair opportunity for current employees to perform new work; » • retraining or redeploying affected employees; and » • applying the principles of employment and income security. Creation of mutually agreeable local loCal work design processes proCesses to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » • respect for seniority and union jurisdiction; » • flexibility for employees’ personal needs; and » • flexibility in work scheduling, work assignments and other workplace practices. Commitment of local loCal labor management partners to exhibit creativity Creativity and trust to resolve difficult diffiCult issues, such as: » • contractual and jurisdictional issues that are inconsistent with Partnership partnership principles and/or that are barriers to achievement of Partnership partnership goals; » • considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; » • enhancing employee mobility across regions and Partner 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 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/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 meChanisms for flexibility includeinClude, but are not limited to: » • 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.and

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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 labor management partnership principles in redesign efforts. These include: »  involving affected employees and their unions in the process; »  assessing impact on employees; »  minimizing impact on other units due to bumping and other dislocation; »  providing fair opportunity for current employees to perform new work; »  retraining or redeploying affected employees; and »  applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: »  respect for seniority and union jurisdiction; »  flexibility for employees’ personal needs; and »  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: »  contractual and jurisdictional issues that are inconsistent with Partnership partnership principles and/or that are barriers to achievement of Partnership partnership goals; »  considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; »  enhancing employee mobility across regions and Partner 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 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: »  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.

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow across boundaries. It also requires alignment with and implementation implemen- tation of the business strategy and the principles of the Labor Management Partnership. Incorporation of Labor Management Partnership labor management partnership principles in redesign efforts. These include: » involving affected employees and their unions in the process; » assessing impact on employees; » minimizing impact on other units due to bumping and other dislocation; » providing fair opportunity for current employees to perform new work; » retraining or redeploying affected employees; and » applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » respect for seniority and union jurisdiction; » flexibility for employees’ personal needs; and » 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: » 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 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: » 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.and

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing devel- oping and investing in people and aligning the systems sys- tems and processes that support the achievement of organizational and partnership goals. Further, the parties par- ties are committed to Xxxxxx Permanente becoming a high-high performance organization and to the KP Promise and the Labor Management Partnership as a foundation founda- tion for reaching this goal. Market-driven change has created a challenging competitive com- petitive situation that is characterized by a limited number of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-high performance organization in this environment requires organizational change. Becoming a high-high performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance goals. It is expected that the parties will undertake this in a way that is consistent consis- tent with the Partnership, while at the same time preserving pre- serving the principles of seniority and union jurisdiction. The following is minimally required to create an environment envi- ronment that balances Xxxxxx Permanente’s need for flexibility in removing barriers to enhanced performance perform- ance 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 out- comes and fosters an environment in which Xxxxxx Permanente, Partner unions unions, and employees effectively effective- ly respond to and address issues at the local level. It is not the intent of the parties to undermine the principles princi- ples of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced bal- anced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflowwork- flow, eliminating redundant or unnecessary tasks and coordinating workflow 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 labor management partnership principles in redesign efforts. These include: » • involving affected employees and their unions in the process; » • assessing impact on employees; » • minimizing impact on other units due to bumping and other dislocation; » • providing fair opportunity for current employees to perform new work; » retraining • re-training or redeploying re-deploying affected employees; and » • applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service service, and financial performanceperform- ance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility flexi- bility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » • respect for seniority and union jurisdiction; » • flexibility for employees’ personal needs; and » • flexibility in work scheduling, work assignments assignments, and other workplace practices. Commitment of local labor management partners to exhibit creativity and trust to resolve difficult issues, issues such as: » • contractual and jurisdictional issues that are inconsistent inconsis- tent with Partnership partnership principles and/or that are barriers barri- ers to achievement of Partnership partnership goals; » • considering reciprocity of seniority between bargaining bargain- ing units to facilitate employee development and performance improvement; » • enhancing employee mobility across regions and Partner partner unions and into promotional opportunities; » cross-• cross training staff across job classifications and union jurisdictional lines where it makes operational or business sense or where union and employee 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 classification, and the application of the provisions of the National Employment and Income Security Agreement. Mechanisms for flexibility include, but are not limited to: » • 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 xxxxxx- xxxx staffing needs; and » • other innovative employment options such as seasonal sea- xxxxx 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 organiza- tional 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 centers, or service areas. However, sharing and adoption adop- tion of successful practices is highly encouraged.

Flexibility. Xxxxxx Permanente and the Coalition Alliance are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-high- performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow 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: » o involving affected employees and their unions in the process; » o assessing impact on employees; » o minimizing impact on other units due to bumping and other dislocation; » o providing fair opportunity for current employees to perform new work; » o retraining or redeploying affected employees; and » o applying the principles of employment and income security. Creation of mutually agreeable local work design processes to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » o respect for seniority and union jurisdiction; » o flexibility for employees’ personal needs; and » o 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: » o contractual and jurisdictional issues that are inconsistent with Partnership principles and/or that are barriers to achievement of Partnership goals; » o considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; » o enhancing employee mobility across regions and Partner unions and into promotional opportunities; » o cross-training staff across job classifications and union jurisdictional lines where it makes operational or business sense or where union and employee interests are accommodated; » o 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 » o 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: » o expanding skills of staff; » o developing innovative and flexible scheduling and work assignments to balance staffing and workload; » o alternative work assignments and schedules to accommodate variations in staff workload; » o shifting tasks to accommodate periods of peak demand; » o temporary assignments to other work; » o using supply-demand management tools to anticipate staffing needs; and » o 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.

Flexibility. Xxxxxx Permanente and the Coalition are committed to enhancement of organizational performance by developing and investing in people and aligning the systems and processes that support the achievement of organizational and partnership goals. Further, the parties are committed to Xxxxxx Permanente becoming a high-performance organization 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 of skilled workers and new entrants into the workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. To become a high-performance organization in this environment requires organizational change. Becoming a high-performance organization also requires a pledge from Partner unions and Xxxxxx Permanente to modify traditional approaches, to work diligently to enhance flexibility in labor contracts, to willingly explore alternative ways to apply seniority and to address jurisdictional issues in order to achieve organizational performance 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. The following is minimally required to create an environment that balances Xxxxxx Permanente’s need for flexibility in 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 an environment in which Xxxxxx Permanente, Partner unions and employees effectively respond to and address issues at the local level. It is not the intent of the parties to undermine the principles of seniority and union jurisdiction or to reduce the overall level of union membership. Management is not looking for the right to make changes unilaterally to achieve greater flexibility, but expects the unions to work with them to address flexibility needs. The need for and desirability of joint decision making is acknowledged. Management recognizes the unions’ interest in a balanced approach which will not disadvantage one union relative to another and acknowledges that a broad, long-term perspective should be adopted. Commitment to performance performanCe improvement through joint, continuing efforts to redesign business systems and work processes. This includes simplifying workflow, eliminating redundant or unnecessary tasks and coordinating workflow across boundaries. It also requires alignment with and implementation of the business strategy and the principles of the Labor Management Partnership. Incorporation inCorporation of Labor Management Partnership principles labor management partnership prinCiples in redesign efforts. These include: » • involving affected employees and their unions in the process; » • assessing impact on employees; » • minimizing impact on other units due to bumping and other dislocation; » • providing fair opportunity for current employees to perform new work; » • retraining or redeploying affected employees; and » • applying the principles of employment and income security. Creation of mutually agreeable local loCal work design processes proCesses to address local conditions while ensuring high levels of quality, service and financial performance. Flexibility will enhance management’s ability to meet its employment security obligations, just as flexibility will be enhanced by joint labor management influence over workplace practices. Principles to be observed include: » • respect for seniority and union jurisdiction; » • flexibility for employees’ personal needs; and » • flexibility in work scheduling, work assignments and other workplace practices. Commitment of local loCal labor management partners to exhibit creativity Creativity and trust to resolve difficult diffiCult issues, such as: » • contractual and jurisdictional issues that are inconsistent with Partnership partnership principles and/or that are barriers to achievement of Partnership partnership goals; » • considering reciprocity of seniority between bargaining units to facilitate employee development and performance improvement; » • enhancing employee mobility across regions and Partner 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 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 meChanisms for flexibility include, but are not limited to: » • 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.