Common use of Workload Management Strategies Clause in Contracts

Workload Management Strategies. The parties to this Agreement acknowledge that staff and management in the Hospital have a responsibility to maintain a balanced workload in line with Best Practice models and recognise the adverse effect that excessive workloads may have. The parties also agree that staff and management have a responsibility to ensure that as changes or new processes are adopted, priority will be given to achieving a balanced and safe workload for staff. Matters of workload and safety shall initially be raised with the employee’s direct Manager/Team Leader through already established group forums and service meetings. Workload Management issues will be a standing item for discussion in service meetings on a regular basis. If staff are not able to resolve an issue with their direct Manager, the matter shall be raised with the Executive Manager responsible for the area. If the matter remains unresolved, staff may seek the support of their nominated representative to further discuss the matter with the Executive. If not resolved the matter should be referred to the LCC. In considering staffing levels, the LCC - Clerical will develop criteria for service areas, based upon outcomes of staff involvement in group forums and service meetings, to ensure an appropriate standard is attained through; (a) measurement of bed occupancy workload; (b) measurement of number of staff and their respective workload; (c) establishment of appropriate casual pool; (d) implementation of permanent relievers; (e) implementation of backfilling; and (f) system of hour’s allocation in conjunction with clinical decision making at ▇▇▇▇ level. The Hospital will roster for continuity of service levels and will ensure that increased workloads do not result from inappropriate rostering. Where occupancy or business is increased resulting in an increase in workload, the Hospital will continue to manage staffing levels to maintain a safe environment for patients and staff. This will include bed management and patient allocation strategies which are coordinated by Unit and Service Managers, Day and After-Hours Managers. Where occupancy or business is reduced resulting in a decreased workload, it is accepted that the Hospital may retain flexibility in the workplace by reducing any excess hours being worked outside contracted hours and/or by temporary deployment. The Hospital will consult with the LCC if there are proposed staffing level changes to clerical areas where agreed staffing levels exist. Any issues of workload may be also reported via the completion of an incident report, which will be referred to the Workplace Health and Safety Committee for review.

Workload Management Strategies. The parties to this Agreement acknowledge that staff and management in the Hospital have a responsibility to maintain a balanced workload in line with Best Practice models and recognise the adverse effect that excessive workloads may have. The parties also agree that staff and management have a responsibility to ensure that as changes or new processes are adopted, priority will be given to achieving a balanced and safe workload for staff. Matters of workload and safety shall initially be raised with the employee’s direct Manager/Coordinator/Team Leader through already established group forums and unit/service meetings. Workload Management issues will be a standing item for discussion in unit/service forums/meetings on a regular basis. If staff are not able to resolve an issue with their direct Manager, the matter shall be raised with the Executive Manager responsible for the area. If the matter remains unresolved, staff may seek the support of their nominated representative to further discuss the matter with the Executive. If not resolved the matter should be referred to the LCC– Support Services which will meet on a three monthly basis. In considering staffing levels, the LCC - Clerical – Support Services will develop criteria for service areas, based upon outcomes of staff involvement in group forums and service meetings, to ensure an appropriate standard is attained through; (a) measurement of bed occupancy workload; (b) measurement of number of staff and their respective workload; (c) establishment of appropriate casual pool; (d) implementation of permanent relievers;; and (e) implementation of backfilling; and (f) system of hour’s allocation in conjunction with clinical decision making at ▇▇▇▇ level. The Hospital will roster for continuity of service levels and will ensure that increased workloads do not result from inappropriate rostering. Where occupancy or business is increased resulting in an increase in workload, the Hospital will continue to manage staffing levels to maintain a safe environment for patients and staff. This will include bed management and patient allocation strategies which are coordinated by Unit and Service Managers, Day and After-Hours Managers. Where occupancy or business is reduced resulting in a decreased workload, it is accepted that the Hospital may retain flexibility in the workplace by reducing any excess hours being worked outside contracted hours and/or by temporary deployment. The Hospital will consult with the LCC if there are proposed staffing level changes to clerical areas where agreed staffing levels exist. Any issues of workload may be also reported via the completion of an incident report, which will be referred to the Workplace Health and Safety Committee for review. The parties agree that from time to time requests will be made in regards to sharing workforce data including staffing levels and employment status reports. The Hospital will not unreasonably withhold meaningful data requested by the parties.