Members at the California National Primate Research Center, a federally-funded biomedical research facility dedicated to improving human and animal health, organized a march on the boss late last year over better working conditions and demanded an equity review, which ultimately resulted in equity increases.

Emily Fletcher, an Animal Health Technician 3, shared the challenges and successes of the campaign. “It started with recognizing the high turnover and increased workload. We realized we weren’t being compensated fairly,” she said. The collective efforts and an equity letter led to pay raises for many in the unit, with employees moving up one to three steps, marking a $1 to $2 per hour increase. “It’s making it a lot easier for me to do things and not worry about living paycheck to paycheck,” Emily added, underscoring the personal impact of these raises.

Simultaneously, Animal Health Technician 4s at the Campus Veterinary Services also fought for and won an equity review, comparing their roles to those at the Primate Center.

Kim Alca, another Animal Health Technician 4, highlighted the solidarity that led to these successes. “We wrote a letter with support from our supervisors, showing the discrepancies in our pay compared to other technicians. We had one-on-one conversations with everyone on the team to create buy-in and, ultimately, ownership over what we’re fighting for. That told the university that we are united and won’t back down. These collective actions and the data we presented were crucial in winning our raises,” she said.

The practice of “flexing off” healthcare workers occurs when management believes that the number of staff on shift is greater than needed for the number of patients on caseload. It’s generally seen as a cost-cutting measure because most impacted workers are paid an hourly wage instead of a salary, and can have serious implications for workers.

“We had finally got our staffing levels up to a pretty good place when our census suddenly dropped. Management started to flex people off, first asking for volunteers who wanted to go home. That was less of an issue, but when they started mandating that people go home without pay, we sat up and took notice,” said Lea Bishop, a Speech Language Pathologist and UPTE Co-Chair at UCSD.

“People who have been there for a while were sometimes allowed to use PTO or sick time to flex off, but people on probation had to go home without pay—and the least senior people were the most likely to be sent home,” Lea recalled.

Lea brought these concerns up in a regular meeting that she and the rehab unit reps have with their director at UCSD Health, in which they try to collaboratively address issues before they become larger problems. It’s a meeting that Rehab members fought hard to get, and which includes a committee of leaders from every discipline and location. In that meeting, the staff pointed to the article in our contract that prohibits mandatory flexing off and the changing of schedules. Management put an end to the practice almost immediately.

“It’s a good reminder that having a strong working knowledge of our contract and being confident asserting that knowledge is important, but knowledge is only power if we put it into practice and aren’t afraid to back it up with action,” Lea concluded.

UPTE is proud to be a member-led union, and our annual convention will be a powerful gathering of our member leaders from across the state.

Each campus/chapter is assigned a proportional number of delegates to the convention based on membership. The delegate nomination period for this year's convention was open from May 21 through June 5, 2024. In chapters where the number of confirmed nominations was equal to or less than the number of allotted seats, nominees were elected by acclamation as delegates representing their chapter at this year's convention.

An election will be held to elect delegates from chapters where the number of candidates exceeds the number of allotted seats. This election will be held electronically and managed by ElectionBuddy. The election period will begin on July 8, 2024, and end on July 15, 2024.

You can find a list of delegates elected by acclamation, as well as candidates in contested elections, at upte.org/elections. The campuses with contested elections this year are:

• UC San Francisco (27 allotted delegates)

• Lawrence Berkeley National Laboratory (6 allotted delegates)

• UC Davis (23 allotted delegates)

• UC Santa Cruz (5 allotted delegates)

• UC Los Angeles (25 allotted delegates)

• UC San Diego (21 allotted delegates)

• UC Berkeley (9 allotted delegates)

Although strong contracts aren’t won by expert negotiators alone, having frontline members from every campus and across job titles is essential. We are the subject matter experts in our day-to-day work and know better than anyone what we need to advance our world-changing research, provide life-saving patient care, and make sure our technical expertise is respected.

UPTE’s bargaining team at UC is comprised of 25 members from a range of healthcare, research, and technical job titles from each UC campus and Lawrence Berkeley National Lab. Each month, we’ll highlight members of our bargaining team from various UC campuses and workplaces. You can find a full roster of our bargaining team here.

What motivated you to run for the bargaining team?

Jamie Gardner - UC Berkeley, Staff Research Associate 2: Research workers make up a big part of UPTE’s membership at Berkeley, but we've been less organized than some of our union siblings. A lot of us are the only UPTE members in our lab or work team, we have high turnover, and it's a field that appeals to introverts. So I agreed to step up and help organize. It's been great talking to research workers across the state, talking shop, seeing where we have the same issues, and finding places where the rules are wildly different for no apparent reason.

Jonathan Bradford - UC Berkeley, Principal Lab Mechanician: I wasn't initially planning on running because I was worried about the amount of time I would be away from work and didn’t want to fall behind on projects. After more thought and out of a sense of duty to my fellow members at Berkeley, as well as my desire to win our best contract ever for our members statewide, I decided to run for the bargaining team so I could bring my firsthand experience and perspective to the table with UC administrators and represent the priorities of me and my colleagues.

Thanks to everyone who joined our pre-bargaining town hall last night. There was such demand to get in that we had to upgrade our Zoom account to accommodate everyone—while this is a fantastic problem to have, it does mean that folks who tried to join in the first ten minutes may not have been able to get into the meeting.

As a result, we're sharing a recording here with everyone who RSVP'ed so that you can watch it at your leisure and also share with your colleagues.

Max Belasco, an IT worker at UCLA, asked, "Can someone tell me in the chat what UC loves to say when we come to them and ask them to address our issues like worker retention, staffing, or below-market pay? That's right. When we ask UC to address our concerns, which ultimately impact our patients, our students, and our research, they pretend they don't have the money. Nothing could be further from the truth, as UC continues to spend billions on hospital acquisitions, hand out generous raises to Chancellors and CEOs, and hire more and more top administrators."

"Every action we take between now and winning a new contract is about demonstrating to the boss that we have the unity to pull off a super majority strike statewide," said Anastasia Vourakis, a Physical Therapist at UC Davis. "Now I know 15,000 people sounds like a big number, but if each of our leaders statewide talks to an average of only 10 people, we will hit a super majority of our coworkers across the system."

Recently, the University of California announced that the annual cost of living raises for workers not covered by a collective bargaining agreement will be 4.6%. That's just for people who don't belong to a union. UPTE members, however, were eligible for a step increase in January and will receive an additional 3% in July—meaning that most UPTE members will receive 5% in 2024.

Over the life of this current contract, we won 29% in raises for RX and TX members and 32% for HX members. This came after a long fight that involved massive statewide mobilizations, including thousands of us going on strike. During that same period of time, our nonunion colleagues had no raises guaranteed—in some years, they received up to 3% depending on UC's discretion, and in years like 2020 they didn't receive a raise at all.

The raises we won in our contract are a minimum: we are actively campaigning for market and internal equity, reclassification, and shift differentials in addition to our contractual raises—and we're winning.

In addition to these contractual benefits, we've also fought and won additional pay and better working conditions up and down the state through our collective strength and solidarity.

You can learn more about those recent victories here.

None of what we've won would have been possible without our members being willing to work together and take action. It's clear that when we're organized and united, we have real power at work. That's the UPTE difference.

On May 21, UPTE’s bargaining team of Systems Administrators reached a Tentative Agreement (TA) with UC regarding pay scales and paid time off for SAs 1-3. Last week, these members voted overwhelmingly to ratify their TA, which now becomes official. 

Under the newly-ratified agreement, we were able to move UC from an initial offer of $74,000 for average SA3 starting pay to $94,000 and from an initial offer of $118,000 for SA3 max pay to $147,000. This means that nearly 100 Systems Administrators who are currently paid below Step 1 will see significant raises, some more than 20%.

"The inclusion of Systems Administrators in UPTE has been a seven-year ordeal in which the University of California repeatedly delayed negotiations and denied contractually obligated pay increases to SAs, making it harder to plan secure futures of ourselves, our families, and our careers,” said Joseph Menke, a Systems Administrator and UPTE Unit Representative from UC Davis who also served on the bargaining team. “I’m proud of the persistence and dedication of every member who was involved in making this agreement possible.”

Joseph continued, saying, “The agreement that we reached is a big step forward, providing pay increases for many long-time staff and a salary floor much closer to industry norms, but much more needs to be done to fix persisting pay inequities and improve how the university supports emerging technologies and secures research data. These are issues that we will be focused on in the upcoming TX contract negotiations and beyond."

UPTE members in the healthcare and research units at UCSF are flexing their collective muscles, winning equity adjustments and putting management on notice that we’re organized and serious about our demands. Physician assistants (PAs) achieved a significant eight percent mid-contract pay equity adjustment effective June 23, 2024, while staff research associates (SRAs) and lab assistants marched on university management demanding recognition of their vital work.

“This victory wouldn’t have happened without the tireless advocacy of UPTE members, colleagues, and our community. It was possible because we did the hard work of engaging with our colleagues and increasing our membership to over ninety percent before we finally were granted this well-deserved adjustment for our non-senior PA colleagues,” said Matthew Stephen, a UCSF PA who serves as an UPTE Chapter Co-Chair and our statewide Secretary. “As UC continues to consolidate and acquire hospitals across the state, now is the time for union members to stand together during bargaining to reset UC’s priorities to better serve PAs and our patients.”

In a parallel show of solidarity and strength, SRAs and lab assistants at UCSF recently organized a march on their boss to highlight ongoing workplace issues. Kaley Vittoria, an SRA 2 at UCSF for nearly a year-and-a-half, said, “Just remember, it starts with one action together, and when you get that ball rolling, it will continue. It’s scary at the moment, but after the fact, now I feel even more powerful because I know the ball is rolling. Whatever will come after that, management will be aware of our issues. If they don’t respect those issues, we will continue to fight for what’s right.”

Earlier in the year, UPTE workers at Scripps Institution of Oceanography, a center for oceanography and Earth science based at UC San Diego, in La Jolla, won a seismic change in sea pay policy.  As union members, we know nothing is final until a formal written agreement codifies it—and after years of negotiating, the new sea pay agreement is final.

“The old policy, known as remote leave allowance, penalized us the more days in the month we worked,” described Andrew Naslund, a Marine Technician 3 working at Scripps for about four-and-a-half years. “If I went to sea Monday through Friday for the entire month and came home on the weekends, I’d be making almost the same amount of money plus or minus $35 a day, as if I went to sea from the first to the thirty-first. I’m essentially working my weekends for free. I’m not getting those days back; they’re just gone. We are not afforded the weekend.”

The new sea-pay policy was a hard-fought victory for Andrew and his colleagues across all seafaring departments. It aims to correct longstanding compensation inequities and significantly broadens the scope of what qualifies for sea pay. But getting that policy formalized into a written agreement has remained a priority.

“Over the last two years, we’ve repeatedly emphasized that we are the union. Many people refer to the union as a separate entity without recognizing that, as members of a public, member-run union, I am the union, you are the union—we all are. We’re collectively responsible for what we define as the union,” Andrew explained. “We’ve proven that when we, the union, come together, we can make things happen.”