PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. A. COMMITMENT TO PARTNERSHIP The essence of the Labor Management Partnership is involvement and influence, pursuit of excellence and accountability by all. The parties believe people take pride in their contributions, care about their jobs and each 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 on benefiting all of Xxxxxx Permanente. There is an indisputable correlation between business success and success for people. Employees throughout the organization must have the opportunity to make decisions and take actions to 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 and individual 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 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.
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. SECTION 1
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
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. A. Commitment To Partnership 8 B. Partnership Governance And Structure 8
PRIVILEGES AND OBLIGATIONS OF PARTNERSHIP. A. COMMITMENT TO PARTNERSHIP The essence of the Labor Management Partnership is involvement and influence, pursuit of excellence, and accountability by all. The parties believe people take pride in their contributions, care about their jobs and each 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 on benefit- ing all of Xxxxxx Permanente. There is an indisputable correlation between business success and success for people. Employees throughout the organization must have the opportunity to make decisions and take actions to 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 and individual success and a secure, challenging, and per- sonally rewarding work environment can be attained. With this Agreement, the parties will continue to invest in and support a wide array of activities designed to increase individual employee skills training, learning opportunities, and growth and development.
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. 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’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.
