Program-wide

Kaiser Permanente has set a goal to reduce its overall greenhouse gas emissions by 30 percent by 2020, compared to its 2008 levels. Unit-based teams can play a part in greening our environment and saving money. Involve your team in tests of change around recycling or reducing supply waste.

1. Coordinate with other departments, such as EVS, materials management or procurement and supply, on green tests of change — or “embed” a member of one of these departments in your UBT.
2. Work with your facility’s waste-hauling vendors to find out what types of materials and supplies can be recycled, and place recycling bins strategically in cafeterias and near exits.
3. Cut down on costly, wasteful single-use medical devices or supplies as part of performance improvement efforts.
4. EVS teams: Switch to environmentally friendly cleaning products and supplies.
5. Invite your teammates to shop for locally sourced, organic fruits and vegetables at the nearest KP weekly farmer’s market.
6. Host a monthly healthy salad bar, like the UBT at San Diego’s Positive Choice clinic did in its successful effort to improve attendance.
7. Replace thirsty plants for drought-tolerant alternatives, as several teams in Northern and Southern California have done.
8. Go paperless: Don’t print out agendas and documents; send them out via email or show on a projector instead.
9. Recruit a champion in your department to be on the lookout for new opportunities and coach others on greening their workplace.

When flu season arrives, it’s important to stay well. As a matter of patient and workplace safety and professional pride, we can take steps to protect ourselves, our families, co-workers, and members and patients from flu and other infectious diseases. Here’s how. 

Vaccinate yourself and others

• If you don’t get the flu, you won’t pass it on. The vaccine reduces the chance you will get the flu. Encourage others to get vaccinated, too.

Keep flu out of the air

• Limit the time patients with suspected flu spend in open waiting rooms; separate them from others.
• Offer surgical masks to people who are coughing or sneezing and encourage them to cover their coughs. Supply tissues, trash cans and hand sanitizer in waiting areas.
• Place patients with flu in a private room.
• Avoid unnecessary transport of infectious patients — and have them wear surgical masks outside their rooms.

Keep flu off of yourself. Follow standard and droplet precautions

• Wear eye protection, gown and gloves.
• Wear respiratory protection when in the room with the patient and until the air has cleared after the patient has left the room (about one hour), or if you are doing procedures that may aerosolize infectious particles.
• Wash your hands often. Use hand sanitizer or wash with soap and water before and after all patient care.
• Avoid touching your face, clothing or mask with your hands.

Keep the environment clean

• Focus cleaning on high-contact surfaces: door knobs, elevator buttons, reception desks, exam tables, pharmacy furniture. 

Keeping the affordability point on the Value Compass in mind, unit-based teams are taking a hard look at the obstacles to collecting copayments and conducting small tests of change around proposed improvements. New practices like these are generating hundreds of thousands of dollars in new revenue.

1. Educate employees about the importance of copay collection.
2. Train employees in how to ask for payment. Use role playing to help them become more comfortable with asking for payments, and create and distribute talking points or scripts.
3. Provide visual reminders for members to check in at the front desk, so a receptionist can determine if a copayment is due.
4. Post a sign with a telephone number directing patients with questions about co-payments and financial concerns to a financial counselor.
5. Call patients a week in advance of a scheduled procedure to advise them a copay will be due and, if possible, to collect it before they are admitted.
6. Add the copayment amount to patient’s outstanding balance and ask for the total amount. If balance is $100 or more, ask for payment on the account.
7. Refer patients who can’t afford to pay to facility-based financial counselors.
8. Station a full-time financial counselor in the Emergency Department.
9. Make sure financial aid applications are processed promptly by having co-workers share the load. Report workload status at weekly huddles.
10. Create a uniform note-taking system for financial forms and assign a counselor to every patient referred to financial services.

Unit-based teams encourage employees to make wise use of the National Agreement's sick-leave provisions, which help ensure that individuals have income in the event of a long-term illness or disability. Absences can also create hardship on other employees and affect member service and care. Here are some tips for improving attendance in your department: 

1. Survey your unit or department to determine if there’s confusion about the use of sick time. If needed, find ways to educate staff on sick leave, tardiness and clocking in and out.
2. Create an “attendance star” board to recognize staff members with great attendance.
3. Encourage colleagues to schedule routine appointments during off-hours or in conjunction with lunch or breaks when possible.
4. Track call-outs and use anonymous surveys to test for reasons why they are occurring.
5. Use cause-and-effect tools such as fishbone diagrams to address unforeseen circumstances, morale, physical environment, workload or personal reasons.
6. Engage staff with frequent conversations and be alert for — and respond to — indications of unhappiness or tension.
7. Recruit an attendance champion to be on the lookout for opportunities to coach others on the importance of banking sick leave.
8. Help employees track sick-leave usage by printing out and distributing the attendance calendar.
9. Use the attendance scorecard to learn about the six essentials of good attendance and to see how your team rates. Then  develop small tests of change to address the weak spots identified by the scorecard.

In the early 2000s, Blockbuster ruled the video rental roost.

Now it’s all but gone.

Blockbuster didn’t adapt to customer needs and technology trends. Netflix did.

Kaiser Permanente and the Coalition of Kaiser Permanente Unions recognize that if you don’t change with the times, you can get left behind.

The National Agreement addresses the importance of preparing for the future in partnership; section 1D of the agreement covers workforce planning and development.

Under the 2015 agreement, two educational trusts — Ben Hudnall Memorial Trust and SEIU UHW-West & Joint Employer Education Fund — received additional funding to provide workers represented by a coalition union with a variety of services, and training and education programs. Joint work on addressing experience barriers, which have sometimes prevented newly trained workers from being hired into KP jobs, is also under way.

The agreement details the structure for coordinating workforce planning and development. A national team aligns, integrates and coordinates workforce development and training efforts in partnership with the regions. Each region has a workforce planning and development committee chaired by labor and management co-leads.

The five key components of this work are:

• workforce planning and development
• career development
• education and training
• redeployment
• retention and recruitment

“The goal is to prepare union workers for changes to jobs,” says LeAnda Russell, the coalition’s national coordinator for job innovation. “We support the lifelong learning and career development of our workers.”

It’s paying off. Use of the educational trusts has increased to record levels.

Russell encourages employees to keep learning to build the job skills needed as health care evolves. In other words — don’t hit the rewind button. It’s time to press play.

“Technology is here,” Russell says. “Don’t be afraid.”

For Carolina Aceves, technology and health care go hand in hand.

Shortly after completing a new online digital fluency course for Kaiser Permanente employees, she saw firsthand how technology can transform a life. Her mother needed a kidney transplant, but neither she nor her siblings were a match. In October 2017, however, in a series of matches orchestrated through a national computer system, she donated a kidney as part of a chain of donations that resulted in her mother receiving a kidney.

In December, she returned to work at the California Service Center in San Diego, where she is an account administrative representative, fielding calls from KP members and answering their questions. She also chairs a young leader council for OPEIU Local 30 — and is leveraging that role to mobilize all represented members of her unit-based team, urging colleagues of all ages to take the digital fluency course.

“Health care is changing,” Aceves says. “Be current. Do your homework. Advance your career.”

At ease with technology

Digital fluency is one of four critical skills that will be essential in the health care of the future. The new online program, which helps participants understand the role of technology in health care, is free to workers represented by a union in the Coalition of Kaiser Permanente Unions through the Ben Hudnall Memorial Trust, the SEIU UHW-West & Joint Employer Education Fund, and National Workforce Planning and Development.

The national workforce office also is developing programs for the other three critical skills — consumer focus, collaboration and process improvement — as part of a larger strategy to encourage employees to upgrade their skills, advance their careers and meet the changing demands of health care.

“Whether you work in a medical center, clinic or office, we encourage employees to take the digital fluency program,” says Monica Morris, the director of National Workforce Planning
and Development.

Digital fluency skills are good for workers, KP members and the organization, says Jessica Butz, the coalition’s national coordinator for Workforce Planning and Development. While some may fear technology will eliminate jobs, the push at KP is to use it not to replace workers but to enhance the care and service they deliver.

“Learning these critical skills will prepare our workers for jobs in the future and give them the tools to shape and improve care for our members and patients,” Butz says.