UPTE members secure a 5% equity increase and shift differentials at UCLA, demonstrating how collective action can lead to productive solutions for all
In contract negotiations, the path to victory is often paved with steadfast organizing and strategic pressure. That was precisely the case for UPTE members at UCLA, who recently celebrated a significant win against UC management: a five percent equity increase for all, plus additional compensation for night and weekend shifts. This achievement wasn't merely handed to us; it was the result of persistent collective action and negotiations.
Jeanna Harris, a dedicated UPTE unit representative and Case Manager at the UCLA Medical Center, shared the behind-the-scenes story of how UPTE members, including social workers and case managers, came together to make their voices heard. Over the past few years, our members have faced the longstanding issue of inadequate differential pay for night and weekend shifts, a critical factor for ensuring sufficient staffing levels at all times.
Recognizing the importance of this issue, UPTE members launched a comprehensive organizing campaign. UPTE started by gathering a majority petition from all social workers and case managers, clearly articulating our collective stance. Following this, workers engaged in multiple discussions with UC management, not only to present their case but also to emphasize the significance of their demands for the healthcare system's operation.
"We are the front lines in our preeminent Los Angeles hospitals," read the majority petition. "When we were asked to switch to 24/7 coverage, we were happy to comply because we understand the importance of providing high-quality care around the clock. We deserve to be compensated like our counterparts who have similar backgrounds, whom we work side by side with. We work identical hours in many cases, we take the same health risks, and sometimes our schedules are more demanding."
UPTE members maintained a collaborative tone through these efforts yet made it clear that unity was their strength. The persistence paid off when workers reached an agreement with UC management after nearly two years of organizing and dialogue. The agreement wasn't just about differential pay; it also included an unexpected but highly welcomed five percent equity increase for all, recognizing the essential work and dedication of healthcare workers at UC.
Jeanna emphasized that building up workers' confidence in her department at UCLA Health led to unity:"This is the strongest I've seen the union. The union has been coming around, and I haven't seen the union like this before. There's been a lot of positive energy circulating around UPTE, in meetings, discussing staffing and other workplace issues."
Jeanna further highlighted that "this victory is a testament to what we can achieve when we stand together, united by our commitment to fairness and equity." She also noted the potential for this success to set a new standard for upcoming contract negotiations, focusing not just on compensation but also on holistic issues like work-life balance and job satisfaction.
As we move forward, this experience has taught us the value of collective action and the power of maintaining a constructive dialogue with management. Our success at UCLA is a beacon for UPTE members across the system, showing that we can achieve substantial wins for all UC workers when we organize, engage, and negotiate in good faith.
