Jefferson Hospital Nurses Association

RNs 22 votes shy of victory. 233 NO, 190 YES. Management wins the knowlege that 45 % of their nurses are very unhappy.May they use it well.


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Were will the money you don't spend on union dues go .


Why the Hospital Shows a Negative Income.


How it all begins

 Health Care:The Great American Hoax

Legal Aspects of Collective Bargaining

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Recent News

LEGAL BRIEFING: Nurse Loses Case That She Was Wrongfully Terminated For Reporting Medicare Fraud

1999 EARNINGS SURVEY: Bedside Care is Paying Off

Jefferson, Homestead Nurses Reject PSEA Union Deal

New Law on Nurse-Patient Ratios Draws Mixed Reaction

Hospital bargaining Report from SEIU

UPMC Beaver Valley Employees Work to Save Their Hospital and Win Landmark Contract

Unions Are The Best Medicine for Health Care


Jennette Employee Pact Oked(3/19/00)

Cutbacks at Hospitals will Hurt Patient Care(03/17/00)

Nursing Hurt By Lack of Pay and Respect(03/17/00)

Were the need is Greatest Nursing Shortage is Most Accute(03/17/00)

Revoluton: The Journal for RNs and Patient Advocacy(03/17/00)

Critical Shortage of Nursing Students(03/17/00)

Nursing Shortage Hits Pittsburgh(03/03/00)

The U.S. Nursing Shortage(03/06/00)

Were Have All the Nurses Gone(03/06/00)

Unions Find Many Nurses Eager To Join(10/23/99 Posted 2/15/00)

Demand for Nurses Raises their Income(9/6/99 Posted 2/13/00)

Nurses Protest Hospitals Sick Policy(11/17/99 Posted 2/13/00)

Cost-cutting Changes How Nurses Operate(11/18/99 Posted 2/13/00)

Medical Stripmining and The New Nursing Shortage(2/10/00)


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Management has stated that you will pay full time dues to the PSEA if you work more than 40 hours in a pay period. This is not correct. If you work part- time, you are considered .5 fte by the hospital and the PSEA. The actual hours worked do not matter. Thus if you are considered part time by the hospital even though you regularly work close to full time hours you will still pay part time dues to belong to the PSEA..

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1999-2000 BUDGET

Expenditure by Service Area (% of Dues)

Direct Assistance to Members and Local Associations (51%)

Professional services to members and affiliates; bargaining assistance; grievance processing; local crisis assistance; Uniserv; political, research, and communications assistance. Representation and assistance to individual members and local associations in defense of their rights, legal support for locally negotiated contracts.

Professional Development and Government and Agency Relations (7%)

Professional workshops, training programs, field assistance in training and professional development. Representation before the legislature and government agencies to promote excellence in education and protect professional interests.

Communications and Public Relations (9%)

Publications to members and leaders, assistance in crises, public image campaigns, training of leaders, news media activities, promotional materials.

Governance of Association (9%)

Funding for PSEA House of Delegates, Board of Directors, officers, standing committees, and NEA-RA delegates.

Business Operations (8%)

Human Resources management and Executive Offices operations.

Administrative Services (16%)

Maintenance of PSEA-owned property and administration of leased property. Production of printed materials for conferences, workshops, governance, training, membership promotion, letterheads, and manuals. Printing and distribution, financial management, membership processing, and information systems development and support.


Conclusion of "The American Health Care System--Wall Street and Heath Care" Full article available in the New England Journal of Medicine


For more than a decade, "market-driven heath care" has been advertised as the salvation of the American health system. In the early 1990s, entrepreneurs succeeded in obtaining the easily available cost savings, at great profit to themselves and their investors. By the late 1990s, however, pressure to protect profit margins had led to such dubious business strategies as the avoidance of sick patients, the excessive micromanagement of physicians, the worsening of staff-to-pt ratios, and the outright denial of care. In an industry driven by investor owned companies, the original promise of managed care-- greater efficiency in the use of available resources and greater integration of preventative and treatment services-- has often degenerated into mere avoidance of cost.


All these trends of course will continue to undercut the autonomy of the physicians and the resources available for patient care. Counter trends are likely to come not from a reappraisal by Wall Street, much less withdrawal, but from renewed demands for greater quality of care, clinical autonomy, and access to resources on the part of physicians, nurses, consumers, and their elected representatives.