Tri-partite Organizational Change Principles and Guidelines

Transcription

1 Tri-partite Organizational Change Principles and Guidelines Purpose: To capture changes to SUN member positions Principles: The goal of all parties is to achieve the best possible outcome for patients/residents/clients, registered nurses and health region employers by working together in the spirit of transparency, partnership and collaboration to address issues. It is understood that all parties will act in keeping with the spirit of the Tripartite Agreement. The search for alternative solutions will require flexibility and creativity where the parties consider service needs and potential solutions without overemphasis on "artificial" barriers such as RHA geographic boundaries. In order for the Tripartite Agreement to realize successful outcomes, frontline staff and managers will have to understand and utilize the processes as outlined in the partnership agreement. It is also understood that frontline employees must be engaged early in organizational change initiatives when circumstances allow time for planning. Collaborative dialogue needs to be initiated prior to decisions being made. Changes affecting multiple bargaining units will present challenges. In cases where employees from other bargaining units are affected by organizational changes, these bargaining units will also have to be engaged. Layoffs are to be avoided and used only as a last resort. If there is a need to abolish or re-deploy positions, these should be vacant positions wherever possible. The parties must be mindful of the role of the client/patient/resident in implementing organizational change. Patient and/or community representatives may be invited to provide feedback if appropriate. Organizational change will be considered in the context of patient and family centered care. The need for evidenced- based decision making will require access by all parties to accurate data in real time. Approved by the Tripartite Steering Committee November 29, 2013 Page 1

2 Success will be measured by the number of instances achieving a solution through open dialogue and true collaboration as opposed to reaching an impasse and relying solely on the Collective Bargaining Agreement(CBA). It is recognized and accepted that the RHA employers have the right to make operational decisions. There is a commitment by RHAs to adopt a culture and a management approach that focuses on "LEAN" principles, action plans and methodologies. Processes will be standardized as much as possible. If necessary, revert to CBA language but the principle remains that layoffs will be avoided. If someone wants to be laid off, identify that preference and the reason for it to see if the reason can be addressed in alternate ways. It is understood that any timelines for filing grievances or initiating notice provisions shall be held in abeyance so that discussions can proceed. Rationale/Triggers for Organizational Change: Legislative changes Service/Program Enhancements Model of care changes Facility closures Reduction of work Loss of Physicians Perhaps other reasons/rationale Fiscal Responsibility Options for Dealing with Organizational Change Where There is a Potential for Redeployment/Abolishment of a Position: Identify potential areas where staff change(s) may be required as per above list of triggers. Advance notice of change is preferred, but at times there simply can't be advance notice because of emergent or unforeseen circumstances. The principle remains, however, that layoffs are to be avoided if possible. If able at this stage, determine what services will remain, how those will be provided, and for how long utilizing the Labour Relations/Organizational Change Form. Approved by the Tripartite Steering Committee November 29, 2013 Page 2

3 Identify situation to Labour Relations Consultant and SUN Employee Relations Officer (ERO) to brainstorm ideas. Engage registered nurse and operation leaders in the initial discussion phase prior to any final determination. Options for consideration may include but are not limited to: Restructure the work as opposed to abolishing the work (nurses could provide a lot of services within current scope of practice guidelines that they do not practice now, ie. chronic disease management). In temporary shut-down or service reduction periods, nurses may be able to take vacation. Develop the Nursing Response/Resource Teams' concept. Exercise individual options such as retirement Pursue voluntary redeployment. If employee takes a temporary position, consider extensions of the temp when it expires, or revisit other options. Voluntary re-education/retraining. Reduce hours or the FTE portion, but keep the job. Flexibility in scheduling (example: change from 12-hour to 8-hour shifts) Identify all scenarios up for consideration to the staff. Meet with staff and review vacancies/opportunities. Determine how opportunities will be accessed. Personal circumstances must be considered. Identify what positions remain in program/facility Identify how employees access opportunities to remain in the program/facility. (*an agreed to methodology should be established to determine any disputes with consideration of seniority and accommodation as factors) Explore potential for crossing over RHA boundary lines if combining existing OTFT opportunities. Adjacent Regions may be able to help in creating additional consolidated FTE's and/or replacement positions. Order of approach may be inregion, adjacent regions, then provincial) Approved by the Tripartite Steering Committee November 29, 2013 Page 3

4 Options for Dealing with Organizational Change When There is an Unencumbered Position: Identify situation to Labour Relations Consultant and SUN ERO to brainstorm to complete the Labour Relations/Organizational Change Form. Ensure appropriate communication of changes to the staff of the unit/facility/agency to engage and inform nurses in the initial phase prior to final determination. Approved by the Tripartite Steering Committee November 29, 2013 Page 4

5 Tripartite Organizational Change Form Purpose: The purpose of this document is to provide a summary of the situation and outcome and to provide data back to the Tripartite Committee. Section 1: General information (to be provided by the Employer) Date: Region: Dept Name and/or Service Area Location: Manager: Encumbered positions affected: yes or no LR Consultant/Employment Consultant Name: SUN Employment Relations Officer Name: SUN Local President Name: Reason for the change: Enhanced service Facility closure - Permanent Facility closure - Temporary Fiscal Changes Legislative changes Loss of key service provider Model of care change Temporary Service Change Other Brief Description of the Proposed Change: Approved by the Tripartite Steering Committee November 29, 2013 Page 5

6 Abolished Re-deployed Enhanced Laid Off Deferred Vacancy [Article 27.01(d)] Other Section 2: Agreed upon Action: (please attach any Letters of Understanding, revised Master Rosters and other documentation as may be relevant) Changes by FTE: Unit/Facility/Agency: Disposition of changed FTEs # of positions FTEs Approved by the Tripartite Steering Committee November 29, 2013 Page 6

7 Note: When a position is re-deployed, please indicate where (unit/facility/agency) and Regional Health Authority. Note: When a position or positions are enhanced, please indicate where the enhancements are and why the enhancements are necessary Signatures: Manager: Please Print Name and Title: Date: Regional Labour Relations/Employment Consultant: Please Print Name and Title: Date: SUN Employment Relations Officer: Please Print Name: Date: SUN Local President: Please Print Name and Title: Date: Submitted to Tripartite Project Coordinator, Karen Kimpton at karen.kimpton@health.gov.sk.ca Process Owner: Tripartite Steering Committee Approved by the Tripartite Steering Committee November 29, 2013 Page 7