Common use of PLANNED REPLACEMENT AND BUDGETING Clause in Contracts

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which planned replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycle. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance Timing will be determined jointly at the regional level. The parties are committed to ensuring that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionally, the parties are committed to utilizing staffing patterns that maintain operational flexibility at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possible. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked to cover leaves of absence and special projects. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing Staffing and planned replacement Planned Replacement in a comprehensive manner. Planned replacement Replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work work, or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacementPlanned Replacement, the objectives are to jointly define the circumstances in which planned replacement Planned Replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement Planned Replacement objectives can be successfully achieved; » provide planned replacement Planned Replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement Planned Replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance Attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement Planned Replacement in each region prior to the 2007 rate-setting process. Planned replacement Replacement will be incorporated into rate-rate setting and budgeting processes for all departments beginning with the 2007 cycle. The parties will mutually agree on the phasing in of additional resources for planned replacement Planned Replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing Joint Staffing provision below and incorporate the recommendations recommen- dations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed to ensuring that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionally, the parties are committed to utilizing staffing patterns that maintain operational flexibility at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possible. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked to cover leaves of absence and special projects. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue issues of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which planned replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycledepartments. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed LMP Tri-chairs will designate an LMP subgroup to ensuring review existing best practices and to develop a template that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionallycommunicates the financial performance, the parties are committed including indicators specific to utilizing staffing patterns that maintain operational flexibility budget, at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possibleRegional level. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time The template should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked used by labor and management leaders to cover leaves of absence and special projectsguide conversations at all levels. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue issues of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which planned replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycledepartments. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed LMP Tri-Chairs will designate an LMP subgroup to ensuring review existing best practices and to develop a template that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionallycommunicates the financial performance, the parties are committed including indicators specific to utilizing staffing patterns that maintain operational flexibility budget, at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possibleRegional level. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time The template should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked used by labor and management leaders to cover leaves of absence and special projectsguide conversations at all levels. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which planned replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycle. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed to ensuring that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionally, the parties are committed to utilizing staffing patterns that maintain operational flexibility at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possible. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single departmentsingledepartment, in the most recent twelve month period for which data is available. Credited hours will exclude time worked to cover leaves of absence and special projects. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/departments/ facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. andand 2. above shall be converted, unless the individual declines the regular part-time status, the first full pay period following September 30, 2015. Should the parties disagree as to the eligibility of employees for conversion, they shall use an interest-based problem- solving approach to resolve the issue. Going forward, the parties will utilize the process set forth in the respective collective bargaining agreements. The parties further agree to undertake a systematic review of the balance of FT/ PT, per diem and on-call positions under the auspices of the LMP Executive Committee, with the objective of finding an appropriate balance of positions. This review will begin immediately following the ratification of the National Agreement. Regular quarterly reports shall be made to the LMP Executive Committee until the review is complete.

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue issues of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which 32 | 2021 NATIONAL AGREEMENT Note: This contract is complete with the exception of the UFCW Local 3000 pension language. The table of contents, pagination, and indexing may change once the UFCW Local 3000 pension language is resolved. planned replacement will occur, using the following criteria: » plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » support the attendance provisions of this Agreement; » budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycledepartments. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed LMP Tri-Chairs will designate an LMP subgroup to ensuring review existing best practices and to develop a template that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionallycommunicates the financial performance, the parties are committed including indicators specific to utilizing staffing patterns that maintain operational flexibility budget, at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possibleRegional level. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time The template should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked used by labor and management leaders to cover leaves of absence and special projectsguide conversations at all levels. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing and planned replacement in a comprehensive manner. Planned replacement means budgeted replacement time for employees’ time away from their work unit (e.g., to participate in training, Partnership activities, approved union work or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacement, the objectives are to jointly define the circumstances in which planned replacement will occur, using the following criteria: » o plan for and schedule replacement activities wherever possible, so that planned replacement objectives can be successfully achieved; » o provide planned replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » o provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » o ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » o support the attendance provisions of this Agreement; » o budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » o accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement in each region prior to the 2007 rate-setting process. Planned replacement will be incorporated into rate-setting and budgeting processes for all departments beginning with the 2007 cycledepartments. The parties will mutually agree on the phasing in of additional resources for planned replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. The parties are committed LMP Tri-chairs will designate an LMP subgroup to ensuring review existing best practices and to develop a template that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionallycommunicates the financial performance, the parties are committed including indicators specific to utilizing staffing patterns that maintain operational flexibility budget, at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possibleRegional level. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time The template should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked used by labor and management leaders to cover leaves of absence and special projectsguide conversations at all levels. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-work unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing Staffing and planned replacement Planned Replacement in a comprehensive manner. Planned replacement Replacement means budgeted replacement time for employees’ time away from their work unit unit, (e.g., to participate in training, Partnership activities, approved union work work, or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacementPlanned Replacement, the objectives are to jointly define the circumstances in which planned replacement Planned Replacement will occur, using the following criteria: » • plan for and schedule replacement activities wherever possible, so that planned replacement Planned Replacement objectives can be successfully achieved; » • provide planned replacement Planned Replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » • provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement line item at all budgeting levels; » • ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » • support the attendance Attendance provisions of this Agreement; » • budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » • accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement Planned Replacement in each region prior to the 2007 rate-setting process. Planned replacement Replacement will be incorporated into rate-rate setting and budgeting processes for all departments beginning with the 2007 cycle. The parties will mutually agree on the phasing in of additional resources for planned replacement Planned Replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing Joint Staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, pages 20–23 (attached as Exhibit 1.F). Timing will be determined jointly at the regional level. The parties are committed to ensuring that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionally, the parties are committed to utilizing staffing patterns that maintain operational flexibility at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possible. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked to cover leaves of absence and special projects. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and

PLANNED REPLACEMENT AND BUDGETING. Providing a work-work unit environment where quality of care and employee satisfaction are not compromised by fluctuations in staff is a crucial concern. The parties commit to resolving the complex issue of staffing Staffing and planned replacement Planned Replacement in a comprehensive manner. Planned replacement Replacement means budgeted replacement time for employees’ time away from their work unit unit, (e.g., to participate in training, Partnership activities, approved union work work, or to take contractual time off, including unpaid leaves of absence). In addressing the issue of planned replacementPlanned Replacement, the objectives are to jointly define the circumstances in which planned replacement Planned Replacement will occur, using the following criteria: » • plan for and schedule replacement activities wherever possible, so that planned replacement Planned Replacement objectives can be successfully achieved; » • provide planned replacement Planned Replacement so employees are able to use leave benefits appropriately and take time off related to activities listed above; » • provide adequate staffing within the budget to cover the work operations and other work-related requirements by creating a planned replacement Planned Replacement line item at all budgeting levels; » • ensure forward-looking and realistic planning to anticipate and provide for future staffing needs; » • support the attendance Attendance provisions of this Agreement; » • budget and plan realistically to provide for all components of legitimate time off from work and apply those budget components as intended; and » • accurately track time off requests and responses to provide managers and employees with transparent data on time off. The parties will conduct and complete a gap analysis (i.e., the difference between needed average amount of time off and current budget practice) for planned replacement Planned Replacement in each region prior to the 2007 rate-setting process. Planned replacement Replacement will be incorporated into rate-rate setting and budgeting processes for all departments beginning with the 2007 cycle. The parties will mutually agree on the phasing in of additional resources for planned replacement Planned Replacement in 2006, and regional market conditions will be a factor in those considerations. In departments where management and the unions agree that the budgetary process meets the objectives as outlined above, the process does not need to be modified. Those departments without an effective joint staffing, budgeting and planning process in place will observe the joint staffing Joint Staffing provision below and incorporate the recommendations taken substantially from the 2005 Attendance BTG Report, Concept No. 3, pages 20–23 (attached as Exhibit 1.F). Timing will be determined jointly at the regional level. The parties are committed to ensuring that individuals working more than 1,040 hours per year receive benefits under conditions outlined below. Additionally, the parties are committed to utilizing staffing patterns that maintain operational flexibility at the same time we recognize the importance of relying on regular full-time and part-time staff to the greatest extent possible. Immediately, the parties will review all available information for the purpose of determining which employees now classified as per diem, on-call or limited part time should be classified as regular part-time if they satisfy the following criteria. For the purposes of the review, the parties will use hours worked during the period of August 1, 2014, through July 31, 2015. Those that will be reviewed must satisfy the following criteria: 1. Employees who have worked 1,040 hours or more, in a single department, in the most recent twelve month period for which data is available. Credited hours will exclude time worked to cover leaves of absence and special projects. 2. Employees who have worked 1,040 hours or more, in a combination of departments, subject to the criteria outlined in 1. above, may be eligible to be classified as regular part time as “float-pool” employees and may be assigned by the Employer to work in a department or multiple departments/facilities for which they are qualified to work. Not all employees in this category will be converted. The intent of this provision is to convert those employees that the parties agree have met the eligibility requirements outlined above while also considering the Employer’s staffing needs. Every reasonable effort will be made to convert such employees to regular part-time status. Individuals covered under criteria 1. and