Staffing and Scheduling. 18 88 14 WORKLOAD REVIEW ....................................................................................................................28 133 15 OVERTIME........................................................................................................................................33 140 15-A ASSIGNED TIME OFF .................................................................................................................40 164 16 SHIFT PREMIUM .............................................................................................................................43 165 17 ON-CALL SYSTEMS AND PAY......................................................................................................45 170A 18 CALL BACK PAY .............................................................................................................................48 176 20 VARIABLE ACTIVITY ....................................................................................................................48 178 20-A PER DIEM EMPLOYEE ..............................................................................................................56 185R 21 SENIORITY DEFINITIONS AND LOSS OF SENIORITY ...........................................................58 186 22 REINSTATEMENT, CREDIT FOR PRIOR SERVICE AND BRIDGING ELIGIBLE SERVICE PERIODS....60 199 23 INFORMATION LISTS AND REQUESTS .....................................................................................62 216 24 PERSONNEL FILES .........................................................................................................................63 230 25 PROBATIONARY EMPLOYEES....................................................................................................64 232 26 REDUCTION OF THE WORKING FORCE & RECALL PROCEDURES .................................65 243 27 TRANSFERS: PROMOTIONS, DEMOTIONS AND LATERALS ..............................................72 269 28 WORK REDESIGN ...........................................................................................................................79 296 29 PAID TIME OFF................................................................................................................................81 324 30 EXTENDED SICK TIME..................................................................................................................93 336
Staffing and Scheduling. During the activation of the low census process, the Employer may reduce the number of employees scheduled to work, provided staffing is maintained at safe and adequate levels in accordance with Article 14.2 of this Agreement. The Employer will first attempt to satisfy its reduced staffing needs by requesting volunteers who wish to reduce their work hours temporarily. If there are not enough volunteers, the Employer may reduce the schedule of employees beginning with the least senior employee in the job classification and department in which reductions must occur. When the Employer must reduce schedules involuntarily, the maximum reduction will be eight (8) hours per week, per employee.
Staffing and Scheduling. The committee will develop a process to utilize Concern for Safe Staffing Reports to identify and address professional concerns and develop the guidelines for weekend, holiday, and vacation scheduling, on-call, floating, overtime, weekends, and breaks.
Staffing and Scheduling. [16] A new process will be implemented which allows the Company and the Union to participate in the establishment of an equitable equipment desk rotation schedule. [17] The process for team bidding and the assignment of employees to teams for the Scheduling Specialist function of the Crew Scheduling classification has been modified. [18] The parties have agreed to formalize the advanced approval process required for shift trades. [19] The provisions regarding shift trades have been clarified to address the respective responsibilities of the Company and employees in instances where an employee is absent for a shift that was acquired through a shift trade. [20] The rules regarding staffing for Block Admin vacancies as well as temporary vacancies have been clarified. [21] The parties agreed that XXX 7 on vacation splits is renewed. [22] An overtime journal will be made available to employees in order for employees to record overtime preferences. [23] When an employee is requested to work overtime on a scheduled day off, the Company commits to pay a minimum of four (4) hours of work at time and one half (x1.5). [24] An employee required by the Company to work four (4) hours of overtime pursuant to Article 7.07.02 will be provided a ten (10) dollar meal allowance. [25] In cases where the Company makes an error in the awarding of overtime, a process has been established to allow employees to work an equivalent number of hours. [26] In cases where the Company cancels a pre-planned overtime shift that has been accepted by an employee, the employee will be entitled to compensation. [27] A vacation purchase program (VPP) has been established to permit eligible employees to purchase one (1) additional week of vacation per year. [28] The time bank has been extended from a twenty-six (26) hour time bank to an eight (80) hour time bank. [29] Through a letter of intent, the Company has agreed to hire Crew Schedulers in a timely manner in order to attain a staffing level of 12 active Crew Schedulers per team, including the Block Admins.
Staffing and Scheduling i. Staffing. ii. Scheduling and schedule patterns.
Staffing and Scheduling. Each of the five Community Outreach Team Members will be the designated liaison for one of the seven Municipalities. The Specialists also will provide coordinated, regional responses in certain situations. This approach allows for strengthened relationships and efficiencies in sharing resources. For example, if a Community Outreach Specialist in one community is experiencing a high volume of requests for service, he or she may reach out to the other Specialists for assistance.
Staffing and Scheduling. 2.2.3.1 For the first bid cycle following the acquisition, employees of the acquired entity will only bid for schedules in their former service area. Any open shifts in the former service area will then be filled by other employees of Allina Medical Transportation following completion of the appropriate orientation period. At the conclusion of the first bid cycle, employees of the acquired entity will be integrated into the current Allina Medical Transportation shift bidding process and awarded schedules based on their seniority with Allina Medical Transportation.
Staffing and Scheduling. A. This article is a general guideline subject to operational needs of the District.
Staffing and Scheduling. Jointly review and address issues regarding city letter carrier com- plements, starting times, employee availability, and related transportation schedules, in order to optimize staffing and scheduling efficiencies. • Route Evaluation. Utilizing the alternative and technological findings of the Alternate Route Evaluation and Adjustment Process Task Force, jointly develop and implement a process to effi- ciently and accurately evaluate delivery routes and assignments, and determine the most effi- cient and effective mix of letter routes, parcel routes, etc. Jointly explore the use of technology, data, advanced analytics and machine learning to improve operations, route evaluation, adjust- ment and optimization, delivery capabilities and visibility. • Safety. Jointly ensure that the parties are fully utilizing the provisions of Article 14 to maintain a safe environment for all employees, including adherence to COVID-19 protocols for as long as necessary. • Contractual Compliance. Jointly address issues with repeated violations of the parties’ collective bargaining agreement, as well as any issues with the timely and effective functioning of the Dispute Resolution Process. 233 • Mentorship. Explore the possibility of jointly developing and discussing implementation options for a mentorship program for new employees intended to improve the onboarding experience and retention rate of City Carrier Assistants. • Business Growth. Utilizing the findings of the New Product Development and Innovation Task Force, jointly explore how to safely and effectively perform existing, expanding, and future services, and how to efficiently integrate such services into the structure of city delivery. Jointly review the office’s use of the Customer Connect program and the potential for new business. The Task Force will consist of an equal number of members appointed by the NALC and by the Postal Service. The Task Force is authorized to jointly test techniques directed at improving work relationships between city letter carriers and supervisors as well as alternate methods and procedures related to city delivery functions. These initiatives may be tested separately or in concert with each other, as jointly determined by the Task Force. The Task Force’s guiding principles should be to improve the work climate and daily relationships on the workroom floor, and to increase operational efficiency in city delivery. This agreement is without prejudice to the Postal Service’s right to mak...
Staffing and Scheduling. Nothing contained in this Article or the Article on scheduling set forth in this Agreement shall be construed to interfere with the Employer’s right to determine the appropriate level of staffing or to establish the hours and days of operation and the number of Employees to be scheduled.
