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 BTG Report, Concept No. 3, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. Per Diem/On-Call Conversion. 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:

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, and pages 20–23 (attached as Exhibit 1.F.). Timing will be determined jointly at the regional level. Per Diem/On-Call Conversion. 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:.

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. Per Diem/OnThe LMP Tri-Call Conversionchairs will designate an LMP subgroup to review existing best practices and to develop a template that communicates the financial performance, including indicators specific to budget, 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 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:used by labor and management leaders to guide conversations at all levels.

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, and pages 20–23 (attached as Exhibit 1.F.1.F). Timing will be determined jointly at the regional level. Per Diem/On-Call Conversion. 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:.

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. Per Diem/OnThe LMP Tri-Call ConversionChairs will designate an LMP subgroup to review existing best practices and to develop a template that communicates the financial performance, including indicators specific to budget, 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 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:used by labor and management leaders to guide conversations at all levels.

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. Per Diem/OnThe LMP Tri-Call Conversionchairs will designate an LMP subgroup to review existing best practices and to develop a template that communicates the financial performance, including indicators specific to budget, 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 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:used by labor and management leaders to guide conversations at all levels.

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. Per Diem/OnThe LMP Tri-Call ConversionChairs will designate an LMP subgroup to review existing best practices and to develop a template that communicates the financial performance, including indicators specific to budget, 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 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:used by labor and management leaders to guide conversations at all levels.