Coalition of Kaiser Permanente Unions

Henrietta is on vacation. This guest column is by Michael Aidan, who represents clinical lab scientists and others in Northern California. He chaired the Coalition of Kaiser Permanente Unions executive board in 2014–2015.

Workers—and the unions that represent them—care about performance. Kaiser Permanente employees come to work to ensure patients and members deliver the highest quality of care and service. Everything they do, almost without exception, is focused on this. 

So I was dismayed when I recently attended KP’s Associate Improvement Advisor training, meant specifically for frontline workers, and saw very few union faces at the table. I know that many would want that training. And I believe employers should recognize the benefits—and justice—of having frontline workers with an equal voice in performance improvement.

Our National Agreement provides a vehicle for union workers to be actively engaged in performance
 improvement. Unit-based teams, co-led by union members, are embedded in KP operations. Yet union members run into roadblocks when seeking training or a seat at the strategic planning table. That lessens the contributions all workers could be making—and discourages many from fully engaging with their teams.

Our coalition is stepping up efforts with KP to expand opportunities for workers in performance improvement efforts, enable workers and unions to help shape needed innovations, and build union capacity to give workers the tools and support they need.

This will remove barriers we face that have outlived their time, and enhance patient care and service.

Independent studies into the Labor Management Partnership. 

How Labor-Management Partnerships Improve Patient Care, Cost Control, and Labor Relations [opens PDF]

A 2012 Cornell School of Industrial and Labor Relations study of labor partnerships at 3 health care systems, including Kaiser Permanente.

Building a Collaborative Enterprise

This 2011 Harvard Business Review article shows how Kaiser Permanente, our Labor Management Partnership and other leading organizations are redefining way companies do business.

Study of High-Performing Teams

Researchers from Rutgers University, Johns Hopkins and Kaiser Permanente identified 5 key enablers of unit-based team performance and development (2011). 

Negotiating in Partnership: A Case Study

This report traces the landmark 2005 labor negotiations and the resulting contract (2006).

The Kaiser Permanente Labor Management Partnership: 2002-2004

This MIT report analyzes LMP’s evolution from 2002 to 2004 and identifies issues and challenges that emerged in those years (2005).

The Kaiser Permanente Labor Management Partnership: The First Five Years

MIT researchers trace the early evolution of the Labor Management Partnership from its inception in 1997 to June 2002 and identify critical issues facing the parties (2003).

When Henry J. Kaiser and Dr. Sidney Garfield created a health plan for Kaiser’s shipyard and construction workers in the 1930s and ’40s, they laid the foundation for Kaiser Permanente.

From an initial customer base consisting almost entirely of union members, Kaiser Permanente grew to be the largest nonprofit health plan in the country, serving a wide range of members. Today, the Labor Management Partnership, an innovative relationship among Kaiser Permanente managers, workers and physicians, is the largest and most comprehensive partnership of its kind.

The Labor Management Partnership started in 1997, emerging from mounting strife between Kaiser Permanente and its unions that threatened to derail the organization. Instead of continuing a traditional approach and launching a campaign against KP that ultimately could damage the organization—and the workers it employed—the Coalition of Kaiser Permanente Unions approached KP leaders with an idea for how to do things differently.

Today, the 1997 agreement continues as the guiding document between KP and the Coalition unions. In 2018, after the Alliance of Health Care Unions formed, a new 2018 Labor Management Partnership Agreement was reached between KP and the Alliance unions. Under these partnership agreements, the parties agree to work collaboratively to improve the quality of care for Kaiser Permanente's members and communities and help KP lead the market in health care — while providing job security and the best place to work for its employees.

Working in collaboration

On a day-to-day basis, partnership means that workers, managers and physicians share decision making and problem solving by staying grounded in their common interests. Employees, managers and physicians work in unit-based teams — collaborative work groups that, in the course of their ongoing work, improve quality and service and make KP more affordable. Partnership is credited not only with improving patient care and satisfaction, but in making Kaiser Permanente a better place to work by giving employees a voice on the job. 

Over the years, the parties have worked together on such policy issues as nurse-to-patient staffing ratios and health care reform and ratified groundbreaking accords such as the Employment and Income Security Agreement. Perhaps the most ambitious endeavor was the 2005 launch of 3,500 unit-based teams that work on improving care, service and affordability every day. Together, Kaiser Permanente and the unions have bargained a series of groundbreaking National Agreements, including the ones in force today with the Coalition of Kaiser Permanente Unions and the Alliance of Health Care Unions. All used an interest-based approach.