Building Power Since 1996
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He was first introduced to SEIU decades ago as a janitor, today Sal Rosselli serves as president of UHW. Throughout his distinguished career, Rosselli has worked to build power amongst the rank and file to establish consistent industry standards which improve worker benefits and patient care.
The movement began in 1996 when UHW won an historic contract for 90,000 Kaiser Permanente caregivers. At the time, Kaiser entered negotiations with the false claim that they could no longer afford to provide its workers health care. Through years of struggle, UHW realized that they could only successfully organize Kaiser hospitals if they organized the rest of the industry as well, by raising standards that the standard bearer names must live up too. Those brave men and women won dignity, respect, job security, the right to organize and a voice at the bargaining table.
Today they seek to expand this model to earn power to reform the health care industry. Rosselli believes they can do this by winning public support for its campaigns, organizing to build industry density, raising standards and being active in politics.
For Rosselli, politics is more about policy than candidates. The policy must work hand in hand with organizing and bargaining. That's the power of leverage.
Of course, the labor movement has its own politics and there are those that don't like the seemingly cushy employee-management relationships that have been forged by UHW. The critics believe it compromises the union's power.
But UHW believes the partnerships have been critical to their success, as it allows them to operate from a position of strength, not capitulation. UHW argues that the partnerships provide the union with access to critical information they otherwise would never receive which provides caregivers the ability to contribute to the decision-making process to improve patient care.
As Rosselli puts it, "organized caregivers are the last line of defense to the medical corporations who make medical decisions based upon what's best for their bottom line."
The movement began in 1996 when UHW won an historic contract for 90,000 Kaiser Permanente caregivers. At the time, Kaiser entered negotiations with the false claim that they could no longer afford to provide its workers health care. Through years of struggle, UHW realized that they could only successfully organize Kaiser hospitals if they organized the rest of the industry as well, by raising standards that the standard bearer names must live up too. Those brave men and women won dignity, respect, job security, the right to organize and a voice at the bargaining table.
Today they seek to expand this model to earn power to reform the health care industry. Rosselli believes they can do this by winning public support for its campaigns, organizing to build industry density, raising standards and being active in politics.
For Rosselli, politics is more about policy than candidates. The policy must work hand in hand with organizing and bargaining. That's the power of leverage.
Of course, the labor movement has its own politics and there are those that don't like the seemingly cushy employee-management relationships that have been forged by UHW. The critics believe it compromises the union's power.
But UHW believes the partnerships have been critical to their success, as it allows them to operate from a position of strength, not capitulation. UHW argues that the partnerships provide the union with access to critical information they otherwise would never receive which provides caregivers the ability to contribute to the decision-making process to improve patient care.
As Rosselli puts it, "organized caregivers are the last line of defense to the medical corporations who make medical decisions based upon what's best for their bottom line."