Common use of Healthy Workplaces Agreement Clause in Contracts

Healthy Workplaces Agreement. The parties to the Te Whatu Ora (previously DHBs) / CTU Health Unions National Terms of Settlement agree that all employees should have healthy workplaces. Achieving healthy workplaces requires: • Effective care capacity management; having the appropriate levels of staff, skill mix, experience, and resources to achieve a match between demand and capacity • Systems, processes and work practices that ensure efficient scheduling and a credible, consistent and timely response to variance in demand • A workplace culture between employees and their managers that reflects an understanding and actively advocates a balance between safe quality care, a safe quality work environment and organisational efficiency. • Recognition that everyone can be a leader by using the authority (expertise) vested in their role to participate and constructively engage with others. • The development of a learning culture that emphasises employees at all levels being given the opportunity to extend their knowledge and skills, as identified in their performance development plans where they are in place. • Appreciation that good patient outcomes rely on the whole team and that teams need opportunities to work and plan together. • Having the right tools, technology, environment and work design to support health and safety and to ensure effective health care delivery. This includes the opportunity to be involved in the decisions about what is needed and when. The parties agree that these seven elements should be evident in all Te Whatu Ora workplaces and apply to all employees, and agree to work jointly towards the implementation of them by the following: • The parties agree to work together to establish a national framework for a whole of system approach to care capacity management which; - provides efficient, effective, user friendly processes and structures - provides centralized, multi stakeholder governance - is used consistently and effectively at all levels to manage and monitor care capacity - includes a core data set by which the health of the system is monitored and is used to inform forecasting, demand planning, and budgeting - includes consistent, credible, required responses to variance in care capacity - recognises the need for local solutions consistent with the principles of healthy workplaces Each party will undertake to promote and model behaviour that demonstrates productive engagement and builds a workplace culture that enables everyone to feel their contribution is valued and respected. Opinions of those performing the work will be sought when new innovations, improvements and changes are required, in a manner consistent with consultation and change management processes referred to in section 10 (Management of Change). Quality of care and quality of the work environment are agreed priorities that underpin productivity and will be incorporated in all workplace processes and actively sponsored at all levels of the organization Developing and maintaining policies and practices that actively encourage all employees to be confident in leading and making decisions within their levels of expertise and experience. Access for all employees to appropriate professional development and learning opportunities, including appropriate national qualifications, to give them greater opportunities to extend their roles and responsibilities within the public health system. Facilitating appropriate release time to attend relevant professional development and learning opportunities; A wider team approach to planning and evaluating service capacity and service delivery will ensure the right people with the right skills are providing the right care (role) at the right time in the right place. This will support staff in taking responsibility and accountability for their own services’ performance and using the tools and policies in place to effect improvement. Nationally consistent consultation and change management processes to facilitate both input into decision-making on issues affecting the workplace and active engagement in the development and /or problem-solving of initiatives to address the issues. Escalation Processes Escalation will focus on the development of locally based variance response management processes. The parties endorse the development of locally based variance response management processes. The parties commit to developing these methodologies/tools throughout the term of this agreement. Escalation Pathway for workload issues. The parties acknowledge their mutual interest in ensuring services across all settings are appropriately resourced so they can safely and effectively deliver care, or support the delivery of care, for patients, their families/whānau and communities. Resourcing includes the numbers, skill mix and deployment of staffing. Service-level Standard Operating Procedures (SOPs) for dealing with variance between staffing levels and demand will be developed with and understood by team members.

Healthy Workplaces Agreement. The parties to the Te Whatu Ora (previously DHBsDHB) / CTU Health Unions National Terms of Settlement agree that all employees should have healthy workplaces. Achieving healthy workplaces requires: • Effective care capacity management; having the appropriate levels of staff, skill mix, experience, and resources resourcing to achieve a match between demand and capacity • Systems, processes and work practices that ensure efficient scheduling and a credible, consistent and timely response to variance in demand • A workplace culture between employees and their managers that reflects an understanding and actively advocates a balance between safe quality care, a safe quality work environment and organisational efficiency. • Recognition that everyone can be a leader by using the authority (expertise) vested in their role to participate and constructively engage with others. • The development of a learning culture that emphasises emphasizes employees at all levels being given the opportunity to extend their knowledge and skills, as identified in their performance development plans where they are in place. • Appreciation that good patient outcomes rely on the whole team and that teams need opportunities to work and plan together. • Having the right tools, technology, environment and work design to support health and safety and to ensure effective health care delivery. This includes the opportunity to be involved in the decisions about what is needed and when. The parties agree that these seven elements should be evident in all Te Whatu Ora workplaces and apply to all employees, and agree to work jointly towards the implementation of them by the following: • The parties agree to work together to establish a national framework for a whole of system approach to care capacity management which; - provides efficient, effective, user friendly processes and structures - provides centralized, multi stakeholder governance - is used consistently and effectively at all levels to manage and monitor care capacity - includes a core data set by which the health of the system is monitored and is used to inform forecasting, demand planning, and budgeting - includes consistent, credible, required responses to variance in care capacity - recognises the need for local solutions consistent with the principles of healthy workplaces Each party will undertake to promote and model behaviour that demonstrates productive engagement and builds a workplace culture that enables everyone to feel their contribution is valued and respected. Opinions of those performing the work will be sought when new innovations, improvements and changes are required, in a manner consistent with consultation and change management processes referred to in section 10 (Management of Change). Quality of care and quality of the work environment are agreed priorities that underpin productivity and will be incorporated in all workplace processes and actively sponsored at all levels of the organization Developing and maintaining policies and practices that actively encourage all employees to be confident in leading and making decisions within their levels of expertise and experience. Access for all employees to appropriate professional development and appropriate learning opportunities, including appropriate national qualifications, in order to give them greater opportunities to extend their roles and responsibilities within the public health system. Facilitating appropriate release time to attend relevant professional development and learning opportunities; A wider team approach to planning and evaluating evaluation of service capacity and service delivery will be used to ensure the right people with the right skills are providing the right care (role) at the right time in the right place. This will support staff in taking responsibility and accountability for their own services’ performance performance, and using the tools and policies in place to effect improvement. improvement Nationally consistent consultation and change management processes to facilitate both input into decision-decision making on issues affecting the workplace and active engagement in the development and /or problem-problem solving of initiatives to address the issues. Escalation Processes Escalation will focus on the development of locally based variance response management processes. The parties endorse the development of locally based variance response management processesprocesses and commit to constructive engagement with the Care Capacity Demand Management (CCDM) program within the Safe Staffing Unit for implementation. The parties commit to developing these methodologies/methodologies / tools throughout the term of this agreementMECA. Escalation Pathway for Allied, Public Health and Technical workload issues. The parties acknowledge their mutual interest in ensuring services across all settings are appropriately resourced so they can safely and effectively deliver care, or support the delivery of care, for patients, their families/whānau and communities. Resourcing includes the numbers, skill mix and deployment of staffing. Service-level Standard Operating Procedures (SOPs) for dealing with variance between staffing levels and demand will be developed with and understood by team members. Where workload demand exceeds capacity the following process shall be followed: • The member or team will notify their manager, who will implement the service’s SOPs to alleviate the immediate workload issues. • Strategies that managers consider implementing may include but is not limited to: - Team huddles - Sourcing casual, cross-site, community and/or inter-team cover taking into consideration impact on service demand and workloads/capacity - Cancelling or deferring non-clinical activities - Extending hours, overtime -taking level of overtime required into consideration to ensure time for rest and recuperation. Ensuring staff breaks are scheduled into workloads - Increasing the clinical load of the Clinical co-ordinator or other leadership/management roles - Reviewing any emerging demand likely to impact service delivery in the service area that may require prioritised therapeutic interventions Depending on the extent of the variance between capacity and demand, the Integrated Operations Centres or service leadership team will undertake the following actions: • Operations Centre manager/service leadership team determines plan for immediate management and communicates with stakeholders – such plans may include cancellation or deferral of planned procedures or clinics • Review staffing for next 24 hours • Check with allied health, scientific and technical leaders that all demand data is up- to-date and accurately reflects current workloads, waiting lists, and acuity (where this exists) • Checks the impact of forecasted demand for service provision for the next 24 hours against known capacity • Checks capacity and demand for each team/xxxx/unit Mitigation plan documented and implemented In the event that the steps above do not resolve the workload issue, the member or team will be supported to resolve the issue as follows: The member or team will notify the most senior Allied Health Manager in the local area as soon as immediately practicable, including a summary of the workload issue and steps already taken. This manager will escalate to Executive team as per the SOPs PSA and relevant Allied Managers will agree to an appropriate level of review or evaluation of the incident.