More than 800 nurses at a Madison hospital owned by a national nonprofit group will vote in the coming weeks on whether to join a union.

The organizing campaign at St. Mary’s Hospital is one of the largest in recent memory in Wisconsin.

In a statement earlier this month, a spokesperson said the hospital’s parent organization, SSM Health, “respects the right of its employees” to freely choose union representation. Nurses and the Service Employees International Union say the hospital’s management has responded with stiff opposition.

Union supporters are planning a rally Thursday afternoon in front of the hospital, with U.S. Rep. Mark Pocan (D-Black Earth) among the featured speakers.

“There’s a national crisis facing both our healthcare system and the nursing workforce,” Pocan said in a statement issued Tuesday announcing the event. “St. Mary’s nurses are trying to address this crisis right here in our community by having a strong voice for better staffing and retention. SSM should respect their freedom to vote in a fair union election without any pressure campaign.”

The union election, supervised by the National Labor Relations Board, will be the largest such vote in recent memory in Wisconsin. A date for the election hasn’t yet been set, but it could be announced as early as this week.

It comes amid a rising interest in unions among healthcare workers — one that coincides with the growth of increasingly concentrated multistate healthcare networks, including nonprofit organizations.

“We’re seeing more union elections, we’re seeing more petitions for recognition of unions as well,” said Dr. Ahmed Ahmed, a research fellow at Brigham and Women’s Hospital in Boston and Harvard Medical School, in a panel discussion earlier this month conducted by Wisconsin Health News.

With mergers and consolidations, hospitals and health systems have grown larger and larger. Labor costs are their biggest expense, and in trying to trim those costs, they’re increasing caseloads and reducing the time patients have with their providers, Ahmed said. Healthcare workers are turning to unions in search of “one collective voice that is able to govern and be able to bargain for those things.”

Centralized decision-making

Supporters of the St. Mary’s union campaign say that concentration is one of the reasons they’re organizing. Centralized decision-making at the Missouri headquarters of the parent organization have felt to some like a corporate takeover.

“There have been a lot more directives from corporate headquarters in St. Louis,” said Josh Taylor, a nurse in the hospital’s inpatient behavioral health unit.

St. Mary’s was one of several hospitals and healthcare facilities established by nuns from Europe and sponsored by Roman Catholic congregations in the 19th century. The facilities were only loosely connected until 1986 when the corporate structure changed with the creation of SSM Health, according to the SSM Health website.

SSM Health had been sponsored by the Franciscan Sisters of Mary until 2013, when sponsorship shifted to a new corporate entity, SSM Health Ministries, while remaining part of the Roman Catholic church.

SSM Health is headquartered in St. Louis and operates in four states — Wisconsin, Illinois, Missouri and Oklahoma — where it runs 24 hospitals and more than 540 other facilities, including doctor’s offices, outpatient services, home care and hospice programs.

According to SSM’s annual financial statements, SSM Health had $12.7 billion in revenues in 2025 and ended the year with a balance of $484 million in net revenue over expenses.

In 2014 SSM Health began applying its name to all of the healthcare facilities in its network.  It also consolidated its business operations including human resources, finance, strategy and planning and marketing and communications.

With those changes, nurses who are supporting unionizing say that decision-making on day-to-day policies and practices has moved farther away.

“We watched our personalized policies for our hospital disappear,” said Lynette Willsey-Schmidt, a labor and delivery nurse who has worked at St. Mary’s for more than 11 years.

Employee councils called ineffective

Willsey-Schmidt said labor and delivery nurses along with the doctors in the department had developed a series of practices to reduce intervention during births where risks and complications were lower. Those practices were welcomed by patients, she said.

But as SSM Health took charge of policymaking, “we were told we can’t do that anymore,” Willsey-Schmidt said, because those policies didn’t exist elsewhere in the SSM Health system.

Taylor said that while employee councils are supposed to relay feedback from the floor to upper management, they haven’t been effective.

“I’ve been on the unit councils,” he said. “We have tried the normal routes to bring our concerns to the table. We are heard, but nothing is acted on.”

When employees have raised concerns, “We’re told, ‘This is how it is. This is how all the hospitals have to do it,’” Taylor said.

Morgan Espich, an inpatient medical and surgical nurse, said the hospital recently purchased and began requiring nurses to use a new brand of intravenous pumps, different from what they had been using. She and her coworkers had been happy with the previous models, Espich said, and no one explained the reason for the change. “We just had to get new ones that no one asked for,” she recalled.

In addition, the hospital staff has to keep some of the older IV pumps on hand, said Carrie Schrank, an intermediate care trauma nurse, to substitute for the new pumps when they malfunction.

Nurses contend staffing levels have left employees straining to cover all their responsibilities, while nurses have been told to improve productivity.

“Productivity should be about patients’ outcomes,” Willsey-Schmidt said.

Consultants who visited earlier this year recommended ways to reduce staffing, but Schrank said their recommendations didn’t address how acutely ill some patients are.

“The days we’re busy, we go home and wonder, did I do enough?” Espich said.

Hospital stance — respect or intimidation?

SSM Health released a statement earlier this month in response to the Wisconsin Examiner’s submission of specific questions about the union campaign as well as a request for an interview.

“At SSM Health, we work hard to cultivate a supportive and collaborative work environment where every employee is treated with respect and compassion,” said the statement, delivered by Kim Sveum, SSM Health regional director of communications.

“We value our high-quality patient-centered care and place of healing.  We strive to ensure that our team thrives so that they can do their best work in realizing our Mission to provide exceptional patient care.”

The statement concluded, “SSM Health respects the right of its employees to make a free and informed choice as to whether or not they wish to be represented by a union.”

Union organizers say that there have been extensive messages posted on employee bulletin boards disparaging unions and the SEIU and emphasizing employees’ right to decline to sign a union authorization card.

“They have been constantly intimidating staff,” Schrank said.

Employees typically attach their work badges to a retractable line coiled up in a holder called a badge reel that can be clipped to a lapel or pocket. When they made their campaign public, pro-union nurses began using a customized badge reel with an emblem, “St. Mary’s Nurses United.”

Supervisors have ordered employees to remove those badge reels. Espich and other nurses said they have been told that “this is soliciting” against hospital policy, and that nurses who don’t remove the badge reel would be sent home without pay for the day.

“With this union-busting, though, we’re all fired up even more,” Espich said.

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The announcement that Cargill is closing its Menomonee Valley plant and laying off 221 packinghouse workers is just the latest blow to Milwaukee’s industrial working class. It marks the end of more than 150 years of meatpacking in the Menomonee Valley. It is a cautionary tale illustrating how huge, highly concentrated industries dominate the United States economy to the detriment of workers, family farmers and consumers. 

Meatpacking was one of Milwaukee’s leading industries through much of the 19th  and 20th centuries. The industry and city grew together as firms slaughtered, processed and packaged livestock — particularly hogs and cattle — purchased from local farmers and distributed  products for regional, national and international markets. Because the work was hard, dangerous, cold and dirty, it provided an entry into the working class for Milwaukee’s newest residents — immigrants from Germany, southern and eastern Europe at the turn of the 20th Century, then from the Jim Crow South, Mexico and more recently even Myanmar and the Middle East

Some of Milwaukee’s most iconic names are associated with meatpacking. John Plankinton, for example, opened a butcher shop in 1844 on what is now West Wisconsin Avenue, and John and Frederick Layton opened Layton and Son a short time later on what is today North Water Street. In 1852 the Laytons partnered with another firm to establish a larger meatpacking operation in the Menomonee Valley. As the marsh was filled in and canal and rail networks developed, the valley’s large, flat areas emerged as an ideal location for the city’s fledgling meatpacking district that lasted until Cargill announced  it was closing its last remaining Milwaukee plant. 

The loss of the plant’s 221 jobs was not preordained or a consequence  of Adam Smith’s invisible hand. Rather it was the direct result of anti-union corporate policies and the federal government’s failure to pursue existing anti-monopoly regulations that once protected regional meatpacking firms, their unionized employees and the ranchers and farmers who produced the cattle.

The fight against monopolies

The Sherman Antitrust Act, the nation’s first law to prohibit monopolistic business practices, was actually passed following a congressional investigation of price fixing in meatpacking. Five companies — Armour, Swift, Morris, Wilson and Cudahy, together known as the Beef Trust — controlled 55% of the market at the beginning of the 20th century. For decades, the federal government tried to break up the Beef Trust without success. But after an FTC inquiry concluded that these companies had conspired to raise prices and shared livestock information to lowball ranchers for their cattle, the Beef Trust members were forced to sign a consent decree in 1920.  

The agreement required them to sell off their stockyards, retail meat stores, railway interests and livestock journals. A year later Congress created the Packers and Stockyards Administration (PASA) to prevent price fixing and monopolistic behavior. These changes established federal oversight over the industry and helped reinvigorate packinghouse workers’ efforts to unionize, which culminated in the 1930 industrial union drives. In the decade after World War II, almost 90% of the industry was unionized. Pattern bargaining established master agreements that standardized wages, benefits and working conditions at the major packing companies. Smaller firms signed contracts that matched those at the larger firms. Packinghouse workers’ wages rose to 20% above average manufacturing wages.

For the next 50 years the large meatpackers competed with hundreds of small regional firms like those in Milwaukee’s Menomonee Valley. As recently as 1970 the nation’s four largest  meatpackers slaughtered only 21% of the nation’s cattle. 

But beginning in the 1960s packinghouse workers and their unions came under attack when Iowa Beef Processors was organized as a nonunion operation in the countryside of Iowa and Nebraska, far from the unionized urban meatpacking centers.  Currier Holman, one of its founders, was blunt, declaring, “Business, as we pursue it here at IBP, is very much like waging war.” Iowa Beef used its cost advantage to undermine the unionized packing plants. “The price cut should be deep enough to force some of our competitors . . . out of business,” declared IBP vice president Perry Haines in the early 1970s, according to an internal memo disclosed years later in court records.   

And Iowa Beef was successful. Profits at the country’s largest meatpacking firms  soared as labor costs declined and labor productivity increased.  In the late 1970s and early  ‘80s, more than a thousand packing plants closed. Between 1963 and 1984, the number of packinghouse workers in urban areas fell by more than 50,000; workers in rural plants went  from 25% of the national workforce to 50%.  Packinghouse workers’ wages were decimated. By the 1990s, packinghouse workers’ wages were 20% less than the average manufacturing wage. Today, meatpacking workers are among the lowest paid and most exploited manufacturing workers. 

A union defeat sets the stage for monopoly

In 1975, Milwaukee was the scene of a heroic fight that packinghouse workers and their union waged against the draconian cuts in compensation and to protect their jobs.  It began with a contract proposal from the Milwaukee Independent Meatpackers Association, representing eight companies in the city, that slashed wages and benefits. Local 248 of the Meat and Allied Foodworkers Union went on strike. 

The day the strike began, the eight employers began hiring replacement workers, some recruited from as far away as Nebraska and Texas. It was the first attempt by Milwaukee employers to bust a union since World War II. The Menomonee Valley filled with angry picketers — Black, Latino and white, rallying together to protect their jobs. But after 15 months, the employers association had their victory and decertified the union, while hundreds of hard-working union men lost their jobs. Full-time permanent employees were replaced by low-wage workers, frequently hired through temp agencies. The strike legitimized replacement workers, setting off  waves of attacks on Milwaukee’s working class and their unions,  including at Patrick Cudahy 10 years later, and contributed to the economic collapse of Milwaukee’s Black community.   

As the strike dragged on, Bernie Peck, the owner of Peck Packing, the largest of the firms in the employers’ association, bought out smaller firms in the group. He eventually sold the company to Sara Lee Meat Group in 1985. Sara Lee Meat Group was sold to Emmpak, which was eventually sold to Cargill Inc. — today one of four meatpacking firms that control the U.S. market.  Cargill shuttered most of the Milwaukee operations in 2014, laying off over 600 workers, leaving only the ground beef plant that is now being eliminated, the last remnant of the historic Menomonee Valley meatpacking district. 

Today, Cargill, the largest privately held company in the United States, and the other three giants  — Tyson Foods, JBS USA  and National Beef — dominate more than 80% of the U.S. fed-cattle market. That gives them near-total control over cattle prices and the national beef supply chain, a power they have abused relentlessly against ranchers and consumers alike. The words of Upton Sinclair from “The Jungle” ring as true today as when he wrote them in 1906: “They were a gigantic combination of capital, which had crushed all opposition, and overthrown the laws of the land, and was preying upon the people.”

In February 2025, JBS USA agreed to pay $83.5 million to settle a class-action antitrust suit alleging that the company, along with Tyson, Cargill and National Beef, colluded to suppress the prices paid to ranchers  and inflate downstream margins — one of several cases documenting the industry’s monopoly practices.  In October, Tyson and Cargill settled for a combined $87.5 million. These are not isolated incidents but part of a broader price-fixing economy, in which the meatpackers share market data, restrict capacity and move in lockstep to extract profit from both ranchers and consumers. The meatpackers also delay slaughter schedules to force ranchers into distressed sales and manipulate captive-supply contracts that lock independent producers into one-sided terms.

The repeal of Country-of-Origin Labeling (COOL) has amplified meatpackers’ power. With labeling transparency gone, packers can legally import cheap beef from Mexico, Brazil, or Argentina, blend it with U.S. product, and sell it under a domestic label. Consumers pay premium prices believing they’re buying American, while ranchers receive depressed bids for cattle amid increasing import competition. COOL’s repeal effectively legalized country of origin misrepresentation, enabling packers to and reap near-monopoly profits from deception and price fixing. 

While ranchers lose leverage and see their herds shrink, and consumers pay more at the supermarket, the meatpackers’ margins have soared. USDA data show that the gap between what ranchers are paid for cattle and what consumers pay for beef has widened sharply in recent years — clear evidence that meatpackers are capturing an ever-larger share of the final beef dollar even as U.S. cattle inventories decline.

How monopoly power costs workers — and the community

The result is a market that looks competitive on paper but operates like a monopoly — where a handful of corporations control price setting, labeling, and distribution from feedlot to grocery shelf.

The number of workers in the industry has fallen precipitously, while output per worker has increased by 79%, according to the Department of Labor. In essence, fewer people are producing more and working harder. As the meatpackers increased chain speeds, the number of debilitating injuries to workers caused by the repetitive motions of their arms, wrists and hands began increasing. Labor Department figures show that from 1973 through 1986, the number of workdays lost each year to injury or illness at  meat plants rose from 136.6 per 100 workers to 238.3. By contrast, among manufacturers overall, lost workdays over the same years hovered between 70 and 90 per 100 workers and at several points dipped below 70.

The attacks on packinghouse workers’ unions and the increased economic concentration of meatpacking firms are bad for workers, ranchers and consumers. And it is not an anomaly. Most important sectors of the United States economy — industries as varied as airlines, cereal, soft drinks, fire trucks and even concert ticket sales — are dominated by a handful of firms. The result is monopoly profits for the companies while workers are exploited. Meanwhile the  consumers and the suppliers that survive are at the mercy of these ravenous companies. 

The lack of antitrust action has destroyed an iconic Wisconsin industry and the jobs of its packinghouse workers. The end of Cargill is a canary in the coal mine for the U.S. economy.

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A second major school bus driver strike nearly occurred in a span of a few weeks, before a local union and the nation’s second largest school district agreed to a tentative deal to provide employees with a large wage increase and protections against subcontracting.

School bus drivers also are assured of an eight-hour day as a permanent part of the labor contract.

LAUSD school bus drivers walked off the job for three days in 2023 in protest of what Service Employees International Union (SEIU) Local 99 deemed unfair practices. The union and school district entered new negotiations in April 2024. On Dec. 16 of last year, SEIU Local 99’s bargaining team declared an impasse. The California Public Employment Relations Board was brought in to help reach an agreement. In February, SEIU said an 97 percent of union members voted to authorize a strike, again citing unfair practices.

SEIU Local 99 represents 50,000 workers including school bus drivers and special educational assistants at LAUSD, as well as six other local school districts and several charter schools. Its bargaining team issued a deadline of Tuesday morning for a deal to be reached. SEIU and the teacher’s union had threatened school closures if a deal was not reached. LAUSD confirmed classes were held Tuesday as normal.

The union said in a statement that LAUSD agreed on a 24-percent wage increase over three years including a 12-percent increase in retroactive pay. Unit C workers, classified as transportation, facilities and food service staff, won an increase in uniform and footwear allowances.

Politicians Urged School District to Avoid Strike

The Los Angeles City Council voted unanimously March 27 to urge LAUSD to return to the bargaining table and avert a strike after the school district reached agreements with United Teachers Los Angeles (UTLA) and the Associated Administrators of Los Angeles (AALA) representing principals. UTLA and AALA had vowed to support SEU Local 99 by joining classified employees on the picket line, effectively shutting down school. Dozens of Democratic members of the California Legislature backed the union in a letter last week to LAUSD.

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The post Strike Averted as School Bus Drivers, Los Angeles Reach Tentative Deal appeared first on School Transportation News.

Massachusetts parents are among those nationwide breathing easier after First Student and the Teamsters reached a tentative agreement, averting a nationwide school bus driver strike.

The labor deal was announced Tuesday ahead of a contract deadline and after two days of bargaining meetings.

Last week, union members voted to authorize a strike if negotiations completely broke down. The Teamsters represents more than 17,000 First Student school bus drivers nationwide, including those serving multiple districts in Massachusetts.

Union leaders said the agreement came after workers signaled they were prepared to walk off the job if necessary. The hang up had been benefits and time off. The tentative agreement is providing sronger retirement benefits, improved access to health care benefits, and robust contractual protections for all members, according to the Teamsters.

“First Student Teamsters were unified and prepared to take on this company nationwide,” Teamsters General President Sean O’Brien said in a statement. “Our solidarity forced real movement at the bargaining table, and we delivered a contract in the 11th hour that honors the critical work our members do every day.”

According to the union, the tentative labor deal establishes a national framework for wages and benefits, including stronger retirement plans, improved access to health care and enhanced contractual protections. Local unions will continue negotiating additional terms, and members are expected to vote on the agreement in the coming weeks.

“This tentative agreement is the direct result of members standing shoulder to shoulder and refusing to settle for less,” said Matt Taibi, director of the Teamsters Passenger Transportation Division. “Workers showed the company they were prepared to strike if necessary, and that solidarity made the difference at the bargaining table.”

First Student confirmed the agreement in a statement to STN, calling it “a tentative agreement on a new, fair National Master First Student Agreement.” The company said the proposal will now move through the union’s ratification process with the bargaining team’s full support.

“There has been no disruption to service, and we will continue to operate as normal,” a company spokesperson said. “We appreciate the professionalism and engagement of everyone involved in reaching this milestone.”

The agreement eases concerns for families who rely on school bus service. In Massachusetts, parents had expressed concern that a strike would create significant challenges for working households with limited transportation options.

Labor Deal Avoids Parental, School Disruptions

First Student provides transportation services for several school districts across the state, among the hundreds in 40 other states. Many communities depend heavily on the company’s drivers to maintain daily school bus and classroom operations. A disruption in service could have forced families to make last-minute arrangements or keep students at home.

School officials had also warned through local news reports that even the threat of a strike added strain to an already tight transportation system. In Wayland, Superintendent David Fleishman pointed to an ongoing shortage of drivers.

“It’s challenging when there is not a strike,” Fleishman said. “We are hopeful this will be settled since kids need to be in school and school needs to be open.”

Transportation shortages have affected some districts in recent years, with fewer drivers available to cover routes. Officials said a strike would have further complicated efforts to ensure students arrive safely and on time.

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Related: Massachusetts Governor Calls in National Guard Troops as School Bus Drivers

The post Labor Deal Averts Potential School Bus Strike, Easing Concerns for Parents appeared first on School Transportation News.