Common use of Staffing Practices Clause in Contracts

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 focused staffing review. The work team will be convened within thirty (30) days of the issue being presented at the Joint Labor Management Committee. Management and the Union will solicit volunteers to participate on the work team. Representatives will include staff from all shifts appropriate to the issue(s) raised and include a charge nurse. There will be Union and Employer co-chairs for each unit committee. All issues/reviews will be shared at the Joint Labor Management committee and are not grievable.

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 PA-ARNPs 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 focused staffing review. The work team will be convened within thirty (30) days of the issue being presented at the Joint Labor Management Committee. Management and the Union will solicit volunteers to participate on the work team. Representatives will include staff from all shifts appropriate to the issue(s) raised and include a charge nurse. There will be Union and Employer co-chairs for each unit committee. All issues/reviews will be shared at the Joint Labor Management committee and are not grievable.

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 focused staffing review. The work team will be convened within thirty (30) days of the issue being presented at the Joint Labor Management Committee. Management and the Union will solicit volunteers to participate on the work team. Representatives will include staff from all shifts appropriate to the issue(s) raised and include a charge nurse. There will be Union and Employer co-chairs for each unit committee. All issues/reviews will be shared at the Joint Labor Management committee and are not grievable.thirty

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 office. 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 Health Care Specialists 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 improvement, a Joint Staffing Work Team will 23 be convened to conduct a focused staffing review. The work team will be convened within 24 thirty (30) days of the issue being presented at the Joint Labor Management Committee. 26 Management and the Union will solicit volunteers to participate on the work team. Representatives will include staff from all shifts appropriate to the issue(s) raised and include a charge nurse. There will be Union and Employer co-chairs for each unit committee. All issues/reviews will be shared at the Joint Labor Management committee and are not grievable.