PROBLEM SOLVING PROCESS. At the time the workload issue occurs, discuss the matter within the Unit/Floor to develop strategies to meet resident care needs using current resources. Using established lines of communication, seek immediate assistance from an individual identified by the Employer (e.g. Charge Nurse/Assistant Director of Care/Director of Care/Administrator) who has responsibility for timely resolution of workload issues.
PROBLEM SOLVING PROCESS. It is agreed and understood that problems should be resolved at the building’s lowest administrative level to find equitable solutions to problems which may from time to time arise. Both parties agree that the problem solving process will be kept informal and confidential as appropriate at any level of the procedure. All certified employees and administrators are encouraged to have professional individual conversations with one another in an attempt to resolve the situation(s). However, any party of interest may be represented at any and all stages of the problem solving process by a person of his/her own choosing, except that (s)he may not be represented by a representative or an officer of any competing organization. When a certified employee is not represented by the Association, the Association shall have the right to be present and to state its views at all stages. It is further agreed that at the beginning of each school year the building administrators and the Association Representatives (ARs) will review and become comfortable with all of the language around the problem solving process. This review will be followed up by a formal review of all of the problem solving language with the entire building staff. This review at the local level will be conducted jointly by the building principal and the building ARs.
PROBLEM SOLVING PROCESS a. A Problem Solving Process shall be for the purpose of providing a forum for concerns to be discussed for possible resolution and shall be exercised prior to the initiation of any formal grievance procedure. If the concern is a MOU violation it may be grievable. The participants present in the forum shall be specific to the concern. While no specific number of participants will be indicated, it is understood that a representative balance of viewpoints is desirable.
b. Following knowledge of an act or condition which is the basis of the concern, the employee will provide the administrator with Appendix B form. A Problem Solving meeting will be scheduled within 7 working days of receipt of Appendix B. Problem Solving meetings can be extended beyond 7 days by mutual agreement but not to exceed 14 working days from original receipt of Appendix B. A written statement, written by the Administrator, as to the results or decisions made during the Problem Solving Process shall be signed by both parties and submitted to the Association and TSD within seven working days of the final meeting. Copies of the statement shall be sent to the Association and TSD for record keeping purposes.
c. Further remedies may include the Formal Grievance Procedure. A grievance can be initiated only after written results of a decision have been made.
PROBLEM SOLVING PROCESS a. If a special educator feels his/her work load is above the range established by the District Workload Committee, he/she contacts a District Workload Committee Representative to review his/her data within 10 working days from date of workload range publication or when a change in a special educator’s workload exceeds the range.
b. After the representative and special educator review the data, and if a problem has been identified, both the teacher and the representative shall meet with the building principal to resolve the problem within 10 working days from the time of request to meet.
c. If the identified problem cannot be resolved at the building level, all concerned (e.g. special educator, committee representative, and principal) shall meet with the Special Education Coordinator(s) within 10 working days of request to meet.
i. Speech and language pathologists and all ancillary special educators shall begin at this level.
PROBLEM SOLVING PROCESS. 7-1 The purpose is to resolve issues that affect student and staff well-being, safety and health or positive work environment within a reasonable amount of time as determined by the process.
PROBLEM SOLVING PROCESS. It is the intent of the parties that a collaborative problem-solving process shall be utilized when issues exist that are neither subject to the grievance nor formal complaint process. If a member has a problem that needs to be solved, they may work with the building representative to do the following:
1. Determine if the problem could be a grievance. If so, follow the grievance process outlined in Article 11, Section D.
2. Determine if the problem is a complaint. If so, follow the complaint procedure in Article 8, or appropriate District policy.
3. If the problem is not a grievance or complaint, then the association and district will try to solve the issue in a collaborative problem-solving process.
PROBLEM SOLVING PROCESS. The Problem Solving Process can be initiated by either the Union or the Company and flows through any or all of four (4) procedures:
i) Complaint Procedure (Union);
ii) Grievance Procedure (Union);
iii) Arbitration Procedure (Union and Company); and,
iv) Discipline Procedure (Company). To ensure an expeditious resolution to issues addressed through this process, a number of time lines have been mandated. Failure by the Union to respond within the allotted time lines constitutes forfeiture and the issue is considered resolved in favour of the Company. Likewise, failure of the Company to respond within the allotted time lines constitutes forfeiture and the issue is considered resolved in favour of the Employee. However, the parties may by mutual agreement extend the time lines at any step of the Problem Solving Process.
PROBLEM SOLVING PROCESS. The Problem Solving Process follows through four (4) stages:
PROBLEM SOLVING PROCESS a. A Problem-Solving Process shall be for the purpose of providing a forum for concerns to be discussed for possible resolution and shall be exercised prior to the initiation of any formal grievance procedure. If the concern is a MOU violation it may be grievable. The participants present in the forum shall be specific to the concern. While no specific number of participants will be indicated, it is understood that a representative balance of viewpoints is desirable. The aggrieved’s accompanying TSD employee may include but is not limited to the building AR, teaching partner, or representative from the Member Rights committee. The principal’s accompanying other member of the administrative staff may include but is not limited to another principal, assistant principal, or district coordinator. This reinforces that problem-solving should be handled by the people closest to the problem, if possible, but still allows for involvement by TEA and district leadership if necessary.
b. Following knowledge of an act or condition which is the basis of the concern, the employee will provide the administrator with Appendix B form. A Problem-Solving meeting will be scheduled within 7 working days of receipt of Appendix B. Problem Solving meetings can be extended beyond 7 days by mutual agreement but not to exceed 14 working days from original receipt of Appendix B. A written statement, written by the Administrator, as to the results or decisions made during the Problem-Solving Process shall be signed by both parties and submitted to the Association and TSD within seven working days of the final meeting. Copies of the statement shall be sent to the Association and TSD for record keeping purposes.
c. Further remedies may include the Formal Grievance Procedure. A grievance can be initiated only after written results of a decision have been made.
PROBLEM SOLVING PROCESS. 1) At the time the workload issue occurs, discuss the matter within the Unit/Area/Program to develop strategies to meet patient care needs using current resources. Using established lines of communication, seek immediate assistance from an individual identified by the Employer (e.g. team leader/charge nurse/co-ordinator/supervisor) who has responsibility for timely resolution of workload issues.
2) Failing resolution of the workload issue at the time of the occurrence, discuss the issue with the Manager (or designate) on the next day that both the employee and Manager (or designate) are working or within five (5) calendar days, whichever is sooner, and complete the form.
3) When meeting with the manager, you may request the assistance of a Union representative to support/assist you in the meeting. Every effort will be made to resolve the workload issues at the unit level. A Union representative shall be involved in any resolution discussions at the unit level. All discussions and action will be documented.
4) Failing resolution, submit the Professional Responsibility Workload Report Form to the Hospital-Association Committee within twenty (20) calendar days from the date of the Manager’s response or when she or he ought to have responded under Article 8.01 (a)(iii). (SEE BLANK REPORT FORM ATTACHED TO THESE GUIDELINES.)
5) As per Article 8, the Hospital-Association Committee shall hear and attempt to resolve the complaint to the satisfaction of both parties. Any settlement/resolution under 8.01 (a)(iii) (iv) or (v) of the collective agreement will be signed by the parties.
6) If the issue remains unresolved it shall be forwarded to an Independent Assessment Committee as outlined in Article 8 of the Collective Agreement within the requisite number of days of the meeting in 4) above.
7) The Union and the Employer may mutually agree to extend the time limits for referral of the complaint at any stage of the complaint procedure.
