What does it mean to be a union steward in a partnership setting?

Stewards have always been problem-solvers, mentors, mediators and advocates. These roles have been the key to success in a traditional labor-management setting. But being an effective steward in partnership adds a new dimension: supporting the organization’s mission and goals.

“In partnership, stewards become true stakeholders in the business of their departments and heavily invested in the outcomes,” said Walter Allen, executive director/chief financial officer of  OPEIU Local 30 in Southern California.

“They cannot simply sit on the sidelines and critique the decisions made by managers,” he said. “They are now a very important part of that decision-making process.” 

Regular training 

Coalition unions offer help for stewards navigating these new roles. With regular training and the proper tools, stewards can lead workers in direct involvement in the day-to-day decisions about the work they do in unit-based teams (UBTs)—and guide them toward the transformative thinking about their jobs that leads to continual performance improvement.

Steward training emphasizes their evolving role as work-unit leaders with an eye toward high performance and quality.

In partnership, stewards become true stakeholders in the business of their departments and heavily invested in the outcomes.

Walter Allen, executive director, OPEIU Local 30

For example, in Southern California, the UFCW union locals host all-day training sessions for stewards to learn how to integrate the principles of partnership in their daily work. (Want some ideas about how stewards can advance the Partnership? Download the "Successful Habits of an Effective Stewards" tool.) 

“This is how we are training our stewards,” said Diane Bertell, vice president/union representative for UFCW Local 770 in Southern California. “This gives them the confidence to move ahead.”

Proper tools 

At a recent UFCW Local 770 session at Panorama City Medical Center, about 30 stewards discussed key provisions of the 2010 National Agreement, which is scheduled to take effect October 1, and how they could educate their members on the changes. The stewards represent clinical lab scientists, pharmacy technicians, nurse practitioners and others.

Being a steward can a heavy burden, especially when it comes to educating members on the contract and defending their rights. The training sessions allow stewards to share war stories —and best practices. 

“Even though we may be by ourselves in a department, it’s good to have that strong foundation behind us,” said Anthony Ochoa, an inpatient pharmacy technician at Panorama City Medical Center for 11 years and a UFCW Local 770 steward. 

New thinking

Kim Mbaye, a KP employee for 21 years, says she was “drafted” into the position of UFCW Local 1996 shop steward 10 years ago. Now, she and her peers in the Georgia region have transformed along with KP through the Partnership.

“We’ve learned that it’s not just about pay but having a vision in getting the work done,” said Mbaye, who was the labor co-lead on one of the Georgia region’s first seven unit-based teams. “You get much better buy-in when you can explain how Kaiser works.”

Today, Mbaye, a clinical nurse specialist, is a mentor to the oncology unit-based team at Kaiser Permanente’s Southwood Medical Center in Jonesboro, Georgia. She sees her job as encouraging her teammates to find solutions for themselves.

“We must encourage, seek and nudge for ideas from every team member. No matter what your job title is, you are the best at your job,” Mbaye said.

For example, when the team was challenged with meeting state-required CPR certifications, Mbaye used her organizing skills to help the manager who had the task of updating the personnel files—for three regional clinics—in advance of state inspector spot checks.

‘Essence of LMP’

Mbaye helped her unit, which included physicians, nurse practitioners, nurses and medical assistants, develop a process that allowed the entire team to take responsibility for updating their certifications.

The team now has tools that list state requirements, help caregivers fill out required forms, and provide checklists and timelines for getting every document in place for inspections. Busy staff now use downtime from canceled appointments and consults to get to the CPR trainings.

“My team is the essence of LMP,” Mbaye said. “My shop steward duties are made much easier because of the team I work with.”

For more information on UFCW’s stewards’ training, contact Diane Bertell at diane.bertell@ufcw770.org.