Staffing Practices Sample Clauses
The Staffing Practices clause outlines the standards and procedures an organization must follow when hiring, managing, and supervising its personnel. It typically covers requirements such as background checks, qualifications, training, and compliance with applicable employment laws. By establishing clear expectations for staffing, this clause helps ensure that only qualified and vetted individuals are assigned to perform services, thereby reducing risks related to unqualified staff and promoting a safe and effective working environment.
Staffing Practices. The Employer and the Union recognize that implementing a joint labor/management partnership for determining staffing produces a more satisfying work environment that ensures that patients receive quality care and that there is recruitment and retention of registered nurses. The use of evidence-based nurse staffing can help achieve that outcome. RN and other patient care staffing levels for each department/ unit/clinic/work area, including overflow areas, shall be based on the acuity of the patients on the unit, the Hospital and the unit's census/volume, the skill of the personnel on the unit, and the magnitude/variety of the activities needed that shift, including but not limited to discharges, admissions, transfers, patient and family education/teaching, patient transports and use of restraints. These criteria will be applied on a consistent basis throughout the patient care areas including inpatient, outpatient and overflow areas. Evaluation of staffing needs will be done on a shift-by-shift basis and communicated by the unit charge nurse to the staffing census office. The employer will collect data surrounding effectiveness indicators and share the data quarterly at the Joint Labor Management committee. Examples of indicators may include: patient falls, workplace injuries, patient complaints, percentage of shifts below matrix, numbers of new orientees including students, sick time usages, float pool hours utilized, overtime hours utilized, etc. In addition, for Health Care Specialists collection of available data regarding RVU’s (which incorporate the provider FTE, patient complexity, number of patient visits, etc.) will be discussed at JLM meetings. For the Airlift Northwest bargaining unit data on referral agency complaints and follow-up, flight volumes, missed flights (and reasons), response time, QA and QI and aircraft out of service will be provided to the extent such data are collected. Employees, individually or as a group, believing there is an immediate, continuous or potential workload/staffing problem are encouraged to document the problem and bring that problem to the attention of the supervisor or nurse manager at any time throughout the fiscal year. If concerns related to staffing or workload are not resolved through normal administrative channels and there are consistent and persistent concerns raised by staff or unit based indicators or trends reflect opportunities for improvement, a Joint Staffing Work Team will be convened to conduct a...
Staffing Practices. The following is the existing Board staffing practice and is appended here for informational purposes only. This practice does not form part of this Collective Agreement and is not a grievable item, except for purposes as outlined in Article 39. It is recognized that the staffing practice is based on supervised teachers and student enrolment as of Sept. 30. The allocation of secretarial staff may vary by up to 0.5 F.T.E. in any location while maintaining total overall system F.T.E.
Staffing Practices. The Employer and the Union recognize that implementing a joint 36 labor/management partnership for determining staffing produces a more satisfying work 37 environment that ensures that patients receive quality care and that there is recruitment 38 and retention of registered nurses. The use of evidence-based nurse staffing can help 39 achieve that outcome. 41 RN and other patient care staffing levels for each department/ unit/clinic/work area, 42 including overflow areas, shall be based on the acuity of the patients on the unit, the 43 Hospital and the unit's census/volume, the skill of the personnel on the unit, and the 44 magnitude/variety of the activities needed that shift, including but not limited to discharges, 45 admissions, transfers, patient and family education/teaching, patient transports and use 46 of restraints. 48 These criteria will be applied on a consistent basis throughout the patient care areas 49 including inpatient, outpatient and overflow areas. Evaluation of staffing needs will be done 1 on a shift-by-shift basis and communicated by the unit charge nurse to the staffing census 4 The employer will collect data surrounding effectiveness indicators and share the data 5 quarterly at the Joint Labor Management committee. Examples of indicators may include: 6 patient falls, workplace injuries, patient complaints, percentage of shifts below matrix, 7 numbers of new orientees including students, sick time usages, float pool hours utilized, 8 overtime hours utilized, etc. In addition, for PA-ARNPs collection of available data 9 regarding RVU’s (which incorporate the provider FTE, patient complexity, number of 10 patient visits, etc.) will be discussed at JLM meetings. For the Airlift Northwest bargaining 11 unit data on referral agency complaints and follow-up, flight volumes, missed flights (and 12 reasons), response time, QA and QI and aircraft out of service will be provided to the 13 extent such data are collected. 15 Employees, individually or as a group, believing there is an immediate, continuous or 16 potential workload/staffing problem are encouraged to document the problem and bring 17 that problem to the attention of the supervisor or nurse manager at any time throughout 18 the fiscal year. 20 If concerns related to staffing or workload are not resolved through normal administrative 21 channels and there are consistent and persistent concerns raised by staff or unit based 22 indicators or trends reflect opportunities for improveme...
Staffing Practices. The following is the existing Board staffing practice and is appended here for informational purposes only. This practice does not form part of this collective agreement and is not a item, except for purposes as outlined in Article It is recognized that the staffing practice is based on supervised teachers and student enrolment as of Sept. The allocation of secretarial staff may vary by up to in any location while maintaining total overall system One library technician per collegiate and composite school in the secondary panel. Minimum Supervised Teachers Supervised Teachers Supervised Teachers The base allocation of secretarial staff to each secondary school shall be secretaries. Additions to the base complement will be determined as follows, based on student enrolment (bodies). Student Enrolment Addition to Base Reduction at at at at at at Once an addition to staff has been made, a reduction is not implemented until there has been an enrolment decline of ten percent. This provision is necessary in order to prevent monthly or yearly fluctuations based upon a change in enrolment of one or two students. In addition to the staff allocated by formula in an amount of dollars will be allocated to each school each year for the payment of overtime as follows: Each school shall receive a minimum allocation of An additional allocation per school shall be calculated as follows: student bodies needed for additional secretary)] X A where A is calculated as follows: total system overtime budget x minimum allocation Der school) A= the sum of (number of student bodies needed for additional secretary) for each secondary school] In no case shall any calculations in be less than This is a summary only. For further information call the Benefits Clerk at the Board Office. Extended health care, other than the services of a dentist, must be ordered by a doctor.
Staffing Practices. The Employer recognizes that implementing a joint labor/management partnership for determining staffing produces a better work environment that ensures that patients receive quality care and that there is recruitment and retention of registered nurses.