Safe Staffing. There shall be a programme of regular monitoring of staffing levels and mix. Any identified staffing deficiencies shall be addressed. In the event that an acute staffing shortage can not be alleviated, patient cares, and the volume and range of services may be reduced in accordance with direction by the appropriate manager and employer policies. In addition, the following escalation process shall apply: When a midwife considers she has reached the limits of safe practice, she will be supported to resolve the situation as follows: • The midwifery manager or duty manager will be immediately informed of the situation by the midwife • The midwife will not be required to take additional workload until strategies have been implemented to address the immediate workload issues (e.g. the redeployment of staff or patients), notwithstanding any immediate duty-of-care requirements If the process outlined above does not resolve the situation, steps will be taken immediately to elevate the issue to that level of midwifery service management authorised to resolve the immediate problem and take steps to reduce the likelihood or a recurrence of similar problems. The most senior midwife in the DHB, at the time of the event, will report the event to the most senior manager in the DHB as soon as is reasonably possible. Direct assistance will then be given from this level in the organisation, and the event reported to the Chief Executive by the senior manager as soon as is reasonably possible. All incidents shall be reported and investigated and a XXXXX representative will be involved in investigations and corrective measures.
Safe Staffing vacancies
Safe Staffing. Strategic Decision Making Plunket’s Strategy - The Journey Toward Generational Change, clearly sets out the need for change in the way Plunket delivers its services to address the increasingly complex needs of whanau. To enable delivery of the Strategy, Plunket has established a Transformation Group that will, using a portfolio approach, drive those initiatives that will enable us to achieve this change. Initiatives included in portfolios are those that have been developed through our Whanau Āwhina Whanau Ora, People and Digital Strategies. Plunket recognizes the importance of the role that XXXX plays in representing the views of members in respect of Safe Staffing and other workplace and work-related issues. Plunket also acknowledges the unique position of NZNO in needing to both contribute to strategic discussions and decisions, whilst also remaining independent of decision making in order to best advocate for members in that context. The workforce plan is of particular interest to NZNO in the context of safe staffing and resourcing. Appendix B sets out the first three projects underway that will form phase one of the workforce plan. The three separate but related projects aim to strengthen and transform the foundational systems and processes that are prerequisites for robust workforce planning. Plunket supports and encourages the engagement of NZNO in the Transformation Programme at all levels to support decision that will address the population health and safe staffing challenges that affect the way in which we deliver services. We invite NZNO to provide the names of Organisers and Delegates who are interested in being involved at project, portfolio and programme level to contribute to the strategic programme of work. The establishment of the Transformation Governance Group provides an opportunity for NZNO to participate and act in its independent advocacy role to provide greater transparency to the way in which key Plunket projects are determined, resourced and prioritised. Plunket invites NZNO to participate in this forum.
Safe Staffing. Unanticipated Leave Employees are not expected to manage caseload appointments when they have unanticipated leave. During periods of unanticipated leave, employees will make contact with their line managers via phone or text. In response, Line Managers will review appointments and determine appropriate course of action which may include: • Rebooking or cancelling clients (may utilize support services for this) • Redistributing the workload. Employees are required to share their calendars with support services so the above can be accessed and actioned when required. There may be some differences in regions depending on the local Support Services structures.
Safe Staffing a. The Employer is committed and acknowledges a responsibility to ensure staffing levels are appropriate for the delivery of high quality patient care and a safe working environment.
Safe Staffing. Where Care Capacity Demand Management (CCDM) FTE calculations have not been agreed by the parties, NZNO and local management will meet to agree the minimum numbers of safe staffing needed in each xxxx/service/workplace to provide safe and effective care to patients. The discussion should also consider the ratio of staff skill mix, data available and any relevant benchmarks. This will follow the same endorsement process as FTE calculations for wards/departments fully implemented with CCDM, including annual reviews, through the local CCDM Data Councils and district CCDM Councils. The parties continue to work together to fully implement CCDM, including acuity- based FTE calculations.
Safe Staffing. The safety and health of all employees is a foremost concern of the Service, and will be considered when employees are required to work after hours or overtime. Ensuring adequate staffing is an essential part of maintaining a safe and healthy workplace. When overtime assignments are required to ensure safety, such assignments shall be made in a fashion consistent with applicable agreements regarding overtime distribution.
Safe Staffing. Contra Costa Regional Medical Center acknowledges and complies with state legislation Safe Staffing (AB394). Contra Costa Regional Medical Center and California Nurses Association agree to work cooperatively to ensure the highest quality of patient care and optimal outcomes. Staff will be actively involved through the Professional Practice Committee, in development of core staffing processes as well as skill mix for patient care areas. In addition, any concerns regarding staffing issues will be addressed through the New Technology and Staffing Ratio Dispute Resolution process.
Safe Staffing. 20.01 The District agrees to provide safe staffing minimums for in-service firefighting and rescue apparatus within and out of the District. Operations Rank Definitions ● Battalion Chief - A person who is qualified to the position of Battalion Chief and assigned to Operations. ● Officer - A person who is qualified to the position of Lieutenant or Captain and assigned to Operations. ● Engineer - A person who is qualified to the position of Engineer and assigned to Operations. ● Firefighter - A person who is qualified to the position of firefighter and assigned to Operations. ● Squad Operator - A firefighter who is qualified to operate a squad and assigned to Operations. ● Auxiliary Apparatus - Any apparatus used for special operations.
Safe Staffing. The parties hereby recognize the importance of providing patients with the highest quality health care and of providing employees with working conditions which are conducive to performing their duties in a safe and healthful atmosphere. Accordingly, it shall be the responsibility of the Employer to provide professional and technical staffing in all Hospital units during all working hours which, in the Employer’s judgment, is sufficient to meet the standards of the rules and regulations of the Vermont Department of Health. APPENDIX A BASE RATE WAGE SCALE FY 24 RANGE INCREASE 1.00% FY 25 INCREASE 2.00% FY23 FY24 FY25 0 $31.00 $31.31 $31.94 1 $31.62 $31.94 $32.57 2 $32.25 $32.57 $33.23 3 $32.90 $33.23 $33.89 4 $33.56 $33.89 $34.57 5 $34.23 $34.57 $35.26 6 $34.91 $35.26 $35.97 7 $35.61 $35.97 $36.68 8 $36.32 $36.68 $37.42 9 $37.05 $37.42 $38.17 10 $37.79 $38.17 $38.93 11 $38.54 $38.93 $39.71 12 $39.32 $39.71 $40.50 13 $40.10 $40.50 $41.31 14 $40.90 $41.31 $42.14 15 $41.72 $42.14 $42.98 16 $42.56 $42.98 $43.84 17 $43.41 $43.84 $44.72 18 $44.28 $44.72 $45.61 19 $45.16 $45.61 $46.53 20 $46.06 $46.53 $47.46 21 $46.99 $47.46 $48.40 22 $47.93 $48.40 $49.37 23 $48.88 $49.37 $50.36 24 $49.86 $50.36 $51.37 25 $50.86 $51.37 $52.39 The parties agree that should employees demonstrate within thirty (30) days from the ratification of this agreement that their placement on the wage scale is incorrect, the Hospital shall correct such errors retroactive to the ratification date. Examples of such errors include: • LPN, not properly calculated/credited • Total nursing experience not properly calculated/credited • BSN or MSN not given MEMORANDUM OF UNDERSTANDING: PER DIEM/PREMIUM RATE SPRINGFIELD HOSPITAL AND UNITED NURSES & ALLIED PROFESSIONALS This Memorandum of Agreement (the “MOA”) is entered into on this 30th day of September 2022 between Springfield Hospital (the “hospital”) and the United Nurses and Allied Professionals Local 5122 (the “Union”). The parties hereby agree as follows:
