HOME HEALTHCARE SERVICES: Home healthcare services employees will be able to file a grievance if their workload cannot reasonably be completed within the scheduled shift length.
FLOATING: Employees will get float pay if:
- They are specifically assigned to a float pool (i.e. they float every day);
- They are temporarily reassigned to a unit that has a vacant position;
- They are assigned to a different unit to use skills outside their usual specialty, or
- They voluntarily accept an assignment outside their primary location.
Float pay will not be paid in the following circumstances:
- The work by its nature requires movement to different locations (e.g. interpreters in UH)
- When there are no vacancies in the unit and the employee is reassigned by management to a different geographic location to perform within the same specialty or same patient population
- An employee voluntarily accepts an overtime shift outside of their primary work location(s).
- If an employee is mandated to report to a different location, and the reason is not due to a low staffing, but absenteeism in a unit without low staffing.
When floating assignments arise, volunteers are prioritized. They are selected based on qualifications and seniority. If no volunteers are available, employees are assigned floats in reverse seniority order (lowest to highest).
Floating employees must receive appropriate orientation and training to ensure they are prepared for the new setting. Necessary resources and support, such as adequate staffing and managerial assistance, must be provided.
When an Employee floats to a location different from their regular work location, the Employee will be paid mileage equal to the difference between the Employee’s regular commute and the Employee’s actual travel to the different location.
The management must provide a business pass or equivalent parking/travel arrangements for Employees floating to the main medical campus.
LEAD PAY: differential of 5% of base salary
ON-CALL
- Management will determine the required number of Employees and skill sets for on-call coverage.
- The Union may provide recommendations regarding on-call scheduling through the process outlined in the Staffing and Scheduling article. A default process is provided.
- Employees activated to report to work will receive a minimum of two (2) hours of compensation, regardless of the actual time worked or if the shift is subsequently canceled.
- Departments will maintain current parking arrangements for on-call staff and establish appropriate parking options for Employees responding to on-call activations.
PROFESSIONAL DEVELOPMENT
- PD support is available to all benefit-eligible staff who have completed their six-month probationary period. Staff on written disciplinary status may require unit leader approval for eligibility.
- Annual funding of at least $800 and 40 hours of business-paid time is available, prorated for FTE. For Clinical specialists and employees with lead or senior job titles, the amounts are $1,000 and 64 hours. However, management may not deny reasonable requests for up to a total amount of $1,500. Denials require written explanation.
- Employees may flex up to two (2) days of their schedule to attend CE/PD activities, provided utilization does not exceed 20%.
- Employees preparing and presenting at conferences or courses may use approved funds for related expenses, including abstract submission fees, poster printing, travel, lodging, and meals.
STAFFING AND SCHEDULING
- For employees that are employed in a 24/7 operating environment, weekends will be assigned to ensure operational and patient care needs are met. Team specific weekend coverage needs will be determined by unit leadership at the start of each quarterly scheduling process.
- Acute care physical and occupational therapists who chose to maintain a permanent weekend day in their schedule will be allowed to select up to four (4) weekend shifts per quarter as paid-time off (PTO). These requests will be prioritized prior to the start of the quarterly volunteer scheduling process. Prior to the quarterly scheduling process, a request for volunteers to work additional weekend days will be made to all team members and contingent staff. Those volunteers for weekend coverage shifts will be prioritized for the requested shifts.
- Current team practice regarding employee weekend requirements will be maintained.
- Current team weekend scheduling processes will be maintained for weekend shift selection Weekend shifts that fall within the Holiday Schedule will be assigned based on team specific Holiday scheduling guidelines.
- Employees in a 24/7 environment, with the exclusion of acute care therapies, will maintain current unit/clinic weekend scheduling procedures for the duration of this contract.
- Those staff whose position is funded out of contracts with third parties, such as the MedSport athletic training service, will maintain prior staffing and scheduling processes and commitments, as agreed upon in those contracts.
- In the event that an outreach contract location requires coverage, the following process will be utilized in the below order until the coverage need is met:
- Any available coverage within the outreach team will be identified and scheduled
- Volunteers from the outreach or clinical teams, including contingent staff
- The On-Call process will identify and mandate staff for two (2) week coverage beginning with reverse date of hire
- If a clinical athletic trainer needs to be sent to a contracted school, they will receive training on the assigned duties, as well as the Emergency Action Plan for each location covered.
- Administrative Time
- All unit members working in Ambulatory Care will be allocated an amount of administrative time that is equal to 20% of their appointment fraction, when the appointment fraction exceeds 0.1
- If a unit currently uses another arrangement regarding administrative time, that unit will maintain the status quo, but in all cases the minimum will be 20%.
- Administrative duties will prioritize, but are not limited to, documentation, returning calls/InBasket messages, meetings, emails, mandatories, journal clubs, committee meetings, and case conferences .
- After completion of clinical administrative duties, if there is remaining administrative time, such time can be used for project work and/or as hospital business for scholarly activities.
- Requests for additional administrative time to support specific, time-limited needs, will be reviewed and prioritized by the unit leader, as operational needs allow. No reasonable requests will be denied. If a request is denied, the unit or clinic leader will provide written notification with the reason.
- It is understood that the needs of the unit may necessitate rescheduling an employee to perform direct patient care during time that was originally set aside for the performance of non-direct patient care duties. In this event, an alternative time for non-direct patient care will be re-scheduled as reasonably determined by the unit leader.
- Workload
- The workload performed by all employees must be reasonably able to be completed within employees scheduled shift length.
- Employees shall determine when breaks are taken during the workday, as long as it aligns with patient care obligations.
- In the event of employee illness/call in, Employees shall not be responsible for contacting patients or other staff regarding cancellations or re-scheduling
- If a unit closes early for any reason not covered in Article XX Emergency Reduction in Operations, employees will be provided the opportunity to take flex time, PTO, or no-pay time.
- Employees who perform patient care without scheduled appointments will determine the structure of their day, so long as it aligns with the patient care obligations
- Productivity metrics will be appropriately adjusted to accommodate the inclusion of administrative time for ambulatory care employees.
- Employees will not be disciplined or given extra work for not meeting productivity metrics.
- The university shall provide to the union thirty (30) day’s advance notice anytime a productivity measurement or modification to an existing productivity metric is proposed . If the change in productivity results in an employee determining that their workload is excessive, a workload review will be conducted by their supervisor to determine the best method to remedy the issue. If the Employee is not satisfied with the remedy, they may file a grievance.