Portraits of Partnership

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Humans of Partnership:

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Labor Management Partnership 20th Anniversary Logo

At the beginning, some people laughed at this partnership. It was a wild idea—the concept of having a venue where the workers would have a voice was unique. How are we going to make that happen? I look at it as a marriage. We liked each other. We started dating. We courted a bit. Then we got engaged, and now we’re married. We went through some not-easy times. Labor had to look at our relationship with management. Management had to look at its relationship with labor. You have to work at a marriage every day. A lot of the success of a marriage has to do with communication and how you engage with your partner. There are hard conversations that have to happen, and you’ve got to have the ability to trust your partner and be open and receptive to ideas. I have non-Kaiser Permanente clients in the adversarial world, so I juggle. But when I go from adversarial to partnership, it’s great. I’m high on communication and engagement—and working together, in partnership.

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I used to wear a lot of hats, but I’ve scaled back so that I can focus more intently on what I’m working on. I’m a unit-based team labor sponsor. One of our challenges is being able to meet so we do many things around communication so people know what’s going on. We distribute meeting minutes and sign an attestation that we’ve read the minutes and we use a visual board that shows our goals and where we are on reaching those goals. We also use data so that we are empowered to make change and we can see the impact. It’s a small piece but it impacts the big picture.

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I’ve learned that no one in life is invincible. After battling cancer three times since age 29, I decided to never give up. I’m not a cancer fighter, I’m a cancer conqueror! Your strength is in your faith. Whatever your religion or belief system is, turn to that. That’s what I did when I dealt with cancer and again when I lost several family members back-to-back. All this loss and pain sent me through the deepest and darkest valley. 

I tell people don’t pity me, pray for me. I needed people to encourage me. Working at Kaiser Permanente, I talk to people all day long. When they get a diagnosis, I tell them, 'It’s going to get better.' I urge them to get a support group that will encourage them. That’s the only thing that helped me. I had to realize that no one goes through life without losing. You cry, and you know you’ve dealt with it when you can talk about it.

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We treat each patient as an individual, providing them with the care that we want for ourselves and our family.  Our radiology team continues to work on cutting wait times, and greeting patients warmly. We will even stand in line for patients who are not able to stand long for registration.

—Valerie Felix, service unit manager and UBT management co-lead , radiology (on left)

I take pride in going above and beyond for every Kaiser member that comes into Radiology.  I try to make a difference so that patients and staff have an exceptional experience in our department. Our team works together to create the best ideas such as cutting down wait times and making scheduling easier by confirming patients have had e-consultations, orders are on file, no double bookings, and a nightly review of the schedule.

—Kristie Sequeira, cashier receptionist and UBT labor co-lead, SEIU UHW, radiology (on right)

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Humans of Partnership:

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Lots of team members come to me for information on interpreting the contract as well as on how to improve workflow. Management comes to me if they are going to have a difficult conversation and want my suggestions on how to approach it.

I take pride in being a labor sponsor for UBTs in South Baltimore and White Marsh. At White Marsh, the team went from a level 2 to a level 4 in about seven months. Our project increased the number of copayments collected by creating a script and offering patients the option of partial payments. This lowered outstanding balances and increased the number of co-payments collected by 35 percent in the last three months. Because that was successful, we’re incorporating those methods into South Baltimore.

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