SEIU NEVADA Sunrise Hospital Campaign 2006 Building Power and Winning in a Right to Work State

1. SEIU NEVADA Sunrise Hospital Campaign 2006Building Power and Winning in a Right to Work State

2. Who is SEIU Nevada? • The only SEIU local in the state • One of the largest unions in Nevada • 17,500 Health Care & Public Sector Employees in Nevada • Right to Work State

3. Employer Landscape in Nevada Public Sector--Dominated by the Clark County Commission Private Sector—3 main employers HCA UHS CHW

4. Changing the Local in Nevada Pre-2003/2004 • Membership in Nevada was weak • Grievance machine • Contracts were negotiated by small bargaining teams and often in secret • Take aways in bargaining • Lacking ownership of the union • Weak contracts

5. Changing the Local in Nevada 2003 & 2004 We start to change the way we negotiate contracts • Big bargaining teams are elected • Membership growth to have power • Majority actions to push employers • Driving towards raising standards • Strike votes if necessary in the private sector • No ground rules with employers

6. Changing the Local in Nevada

7. Changing the Local in Nevada Official Policy Decisions Through a series of retreats and discussions with elected Executive Board members and staff that then led to votes on policy by the Executive Board • Defined a Healthy Chapter • Actions vs Grievances • Defined the roles of Vice President, Chief Steward and Steward • Policy of having big bargaining committees • New employee orientation

8. Changing the Local in Nevada Structure Changes • Changed the role of organizers in the Local • Started to run our internal (existing chapters) like a new organizing campaign • More deliberate about planning and tracking in our work

9. 2006—The Moment We Had Been Building Towards • Piggy backing and hospital hopping • Create a moment to set one standard • We had to connect the private sector to the public sector • This started in 2003 & 2004—we began to line up all of our contracts for the summer of 2006

10. 2006—The Moment We Had Been Building Towards We lined up almost all of our contracts We created a moment to draw a line in the sand 2006

11. Creating the Threat of Crisis Over10,000 SEIU workers negotiating at the same time Nearly 70% of Registered Nurses in Vegas negotiating at the same time All in it to Win It Together

12. Enter the Dragon—oops I mean HCA Sunrise Hospital

13. HCA Sunrise Hospital Sunrise Hospital—A Quick History • Was the first ever HCA hospital organized by SEIU in the country • Seen as the premier flagship hospital for HCA • Profitable • 5-10 year campaign to organize • Was not a traditional campaign • Workers win for Nevada and for other states

14. 2000—Sunrise workers win the first contract with HCA • Bargaining team was small • Wage increases and basic rights • Not seen as a very good contract • Two tiered wages • Membership was low • Union did not really exist every day in the hospital

15. 2003—Sunrise workers win a 2nd contract with HCA • Break through victories in the contract • Built membership • Had a big bargaining committee • A lot of staff resources • Took a vote to send a 10 day strike notice

16. Sunrise Hospital—A Quick History The General Atmosphere • General Animosity—towards the company and sometimes the union • History of low membership • 2003 set the stage for growing membership for a contract fight—but not outside of contract campaigns • The union was the grievance machine • There had never been a majority action • No engagement post settlement • 3rd party sentiments

17. Sunrise Hospital—Heading into 2006 The National Component California All 5 HCA Hospitals in California (SEIU) would be bargaining at the same time as Nevada Florida SEIU was organizing 7 HCA hospitals in Florida

18. 2006 Sunrise Campaign in a Nutshell • October 2005—Contract surveys and nominations for the bargaining team • November 2005—Readjusted the plan and changed staff structures • January 2006—Elected the bargaining committee • February 2006—Finalized overall plan for proposals for bargaining

19. 2006 Sunrise Campaign in a Nutshell • April 2006—Opened the bargaining table. Took a union wide vote to change the dues structure and increase dues. Continued bargaining at least a couple of sessions each month

20. 2006 Sunrise Campaign in a Nutshell • June 30 2006—Contract expires—we get a mid contract raise in exchange for extending the contract • Summer 2006 into Fall—Buying time and demonstrating power. • First ever majority petition • 2-3 sticker ups across the hospital with majority participation • Media events that mostly target UHS, but one also targets HCA • Smaller actions on the employer (hail Caesar)

21. 2006 Sunrise Campaign in a Nutshell

22. 2006 Sunrise Campaign in a Nutshell • August 2006—Contract expires, Sunrise shuts off our dues deduction. Public pressure for the company to make a choice. ULPs • September 2006—HCA turns the dues back on • The bargaining committee takes some smaller more militant action against the employer • Another majority sticker up • HCA California settles • We schedule an informational picket but that plan has to change too.

23. 2006 Sunrise Campaign in a Nutshell • September 21st, 22nd and 25th—Over 1,000 Sunrise workers vote to authorize the bargaining team to send a 10 day strike notice to HCA • 99.4% of those who voted—voted YES to send the notice to the employer

24. 2006 Sunrise Campaign in a Nutshell • October 2006—HCA settles with the same money as California—the boss has to see the workers

25. 2006 Sunrise Campaign in a Nutshell We settled with: • The St. Rose Experience Based Wage Scale • Immediate average wage increase of 17% • 1/3 of workers got a wage increase of over 20%

26. 2006 Sunrise Campaign in a Nutshell We settled with: • Fully Employer Paid Family Health Insurance • Ban on Mandatory Overtime • Ban on Subcontracting • Permanent staff put before temporary traveling staff in every aspect of the agreement • Increased On Call pay from $3/hour to $5/hour • Increased all differentials (penalty rates)—evening, night and weekend

27. 2006 Sunrise Campaign in a Nutshell We settled with: • Improved union rights in every respect • A better grievance procedure, better access for union organizers, paid steward/delegate time, etc. • Reduced the management rights article from 3 pages to 3 paragraphs • Better floating protections

28. 2006 Sunrise Campaign in a Nutshell We settled with: • Right to strike mid contract over the issue of staffing • Better layoff language and improved severance packages We changed the entire contract and did better in economics, union rights and language in every aspect

29. 2006 Sunrise Campaign in a Nutshell Most Importantly— Every month, day and hour of the campaign—we grew the membership, activated the membership and recruited and developed new leaders November 2005—47% membership and a handful of activists and leaders April 2006—58% membership and a solid 50-70 bargaining team members and hundreds engaged (over 400 came to vote yes for the dues increase) October 2006—70% membership and well developed 50-70 and very active membership with a majority having voted to send a strike notice and with over 650 coming to vote yes on their contract

30. Messaging for the Sunrise Campaign Key Campaign Messages—In the beginning --We don’t deserve less than across town just because we work at Sunrise --We can raise standards when a majority of hospital workers are negotiating at the same time --You and your co-workers can only do it if you have a majority and you show HCA that you are serious—majority membership, voting for dues increase, being on the bargaining team etc. “We deserve the same standards at Sunrise that other health care workers already have in Vegas. This is my first time at the bargaining table and I know that we all have a responsibility to get involved so we can win what we deserve.” Carol Kramer, Lab, Dept Secretary

31. Messaging for the Sunrise Campaign Key Campaign Messages—As the table opened --Stick to the core theme—we don’t deserve less and a majority can change it --But as bargaining took place we could take advantage of things the boss said at the table around proposals of our bargaining team

32. Messaging for the Sunrise Campaign Key Campaign Messages—As we escalated --More and more agitation --More of an emphasis on “showing HCA that you are serious” and more escalated asks on what that means—always tied to issues and the concept of power --Instead of what do you want to win in bargaining or improve—back to issues framed in “what is the one thing you don’t want to settle without?”

33. Messaging for the Sunrise Campaign Key Campaign Messages—To the Employer Common Sense Why does it make sense for them to agree? How does it benefit the company? What if you don’t agree What you can expect if you continue to be a problem: inside the facility and in the public

34. Messaging for the Sunrise Campaign Key Campaign Messages—Public --Speak to your audience—why does the fight the members are in matter to the public? No matter what we always started a public message with safe patient care and quality patient care as the number one goal Even when the issue was $ --The boss and public can use what you say just as much as you can use what the boss says

35. Messaging for the Sunrise Campaign Key Campaign Messages—Post Settlement --Are we done just because the contract is settled? A contract is the expression of the power you have at the moment you settle --The union does not stop existing just because the contract is done --The boss does not stop fighting

36. Messaging for the SEIU Child Care Campaign in Washington State To Non-Members • We know that good Family Child Care providers are being driven out of business by low child care subsidy rates, problems with providers receiving the subsidy payments from the state and unfair regulation of the industry. • Right now Family Child Care (FCC) providers have no way to influence the subsidy rates or licensing regulations set by the state government.

37. Messaging for the SEIU Child Care Campaign in Washington State To Non-Members • Your child care association advocates on behalf of providers, but the state can choose to ignore any recommendations from the association, and they usually do. • If child care providers formed a union that was formally recognized, the state would be compelled to sit at the table with providers to negotiate a binding agreement and would allow you to improve things like subsidy rates, licensing regulations and other things that FCC providers care about.

38. Messaging for the SEIU Child Care Campaign in Washington State To Non-Members • Your child care association supports forming a union & is working closely with us. But to make this happen the majority of child care providers need to be saying that you want it. The way you do that is by joining as a member. From there FCC providers must be prepared to take actions together such as participating in postcard campaigns and meeting with politicians until the state understands that they must negotiate with you as a union. • FCC providers in Maryland formed a union with SEIU and they have successfully negotiated for higher subsidy rates as well as affordable health insurance providers. If they could do it, we can do it here too.

39. Messaging for the SEIU Child Care Campaign in Washington State To Public Family child care is an essential part of Washington state’s child care services. They provide care for about 60,000 children in our state. Family child care providers are being driven out of business by the state because of low subsidy rates and an unfair licensing system. Our state and our children can’t afford to lose them.

40. Messaging for the SEIU Child Care Campaign in Washington State To Public For the sake of Washington’s families, we need to fix the family child care system, which means improving subsidy rates and creating common sense regulation. Fixing the system will allow for committed providers to stay in family child care, where they provide quality, licensed care. By not supporting our FCC providers, more families will be forced into unlicensed, lower quality arrangements.

41. General Principles of Messaging • A message is a vision for the campaign or the plan & should be used in all communications • Core message will stay the same; but should be adapted for different audiences • Message is not a bumper sticker or slogan • Message has to be clear and concise

42. General Principles of Messaging • Message should connect to issues in the industry & solutions • Should use concrete examples of union victories in similar campaigns • Should include a summary of the “plan to win” • Frame the choice to bring in a stronger agitation to the message

43. Escalating Actions Majority vs Militant Minority Majority Actions Shows the employer that you have a majority support for the union or for a particular issue Engages a majority of the workers in doing something to win—creates ownership in the action and the union Shows the employer that you have the structure to get a message out quickly and move quickly Builds an atmosphere of a closed shop—when a majority participates—those that are not taking action with the members are clearly in the minority Creates momentum for a campaign Some we did at Sunrise

44. Escalating Actions Majority vs Militant Minority Minority Actions Does not involve a majority of the workers but rather the minority who are ready to “burn down the house” Sometimes you don’t publicize them to the rest of the membership Meant to put pressure on an employer and get under their skin Usually want to time them with or after majority actions—the boss can’t believe you only have a minority Some we did at Sunrise

45. Escalating Actions Boss Fight v. No Boss Fight Boss Fight • The boss can be your best organizer • Easily creates a target • Easier to agitate • Easier to test workers’ will But • Can be scary • Futility • General frustration

46. Escalating Actions Boss Fight v. No Boss Fight No Boss Fight • More people likely to stay involved • Can lead to quicker victories/settlements • Less resources But • Who’s the target? • Apathy • What are we building? What will the future look like?

47. Escalating Actions Boss Fight v. No Boss Fight No Matter What You Have to Inoculate Delegates Am I wearing a bull’s eye? Get them on a clear and consistent message about the action Teach them how to make the ask Talk through with them how the boss is likely to respond and what the answer is Teach them to get their co-workers ready for the boss message

48. Escalating Actions Boss Fight v. No Boss Fight No Matter What You Have to Inoculate Membership Inoculate in the literature that goes out with an action Make sure organizers know how to inoculate members when they talk to them Make members and leaders (the right ones) the face of an action

49. Escalating Actions Basic Principles of Planning an Action • Understand the issue—is it deeply felt? Is it widely felt? Is it a good issue to run an action on? • Have a clear target and make sure it’s the right target for the action • Is it winnable? Make sure there is a definable victory • Engage the member leaders and activists—not just in running the action but in the planning as well

50. Escalating Actions Basic Principles of Planning an Action 5. Have a clear plan • Timelines—is there a timeline we are tied to or is there timeline we need to create • Goals—what is the goal number for participation, how to get there, new membership growth out of the action, new leadership development out of the action • Message—have a clear message about the action • Have a sense of escalation depending on outcome