tripartite agreement overview february 11, 2013

Tripartite Agreement Overview

February 11, 2013

SUN/Government/RHA Tripartite Partnership AgreementSUN/Government/RHA Tripartite Partnership Agreement

History - 2008 Partnership

• 2008 Negotiations focused on addressing registered nurse shortage.

• Focused on retention & recruitment to improve professional environment.

• Parties achieved a 4 year agreement addressing competitive wages & benefits.


History - 2008 Partnership continued…

• More than 900 registered nurses hired over four years (exceeding goal of 800).

• Going into negotiations in 2012, SUN and Government recognized the importance in preserving unallocated funds to continue the positive work that had been accomplished.


2012 Bargaining Outcome

• SUN/Government/RHA Tripartite Agreement

– Signed April 26, 2012

• 2012 Memorandum of Settlement

– Two-year agreement

– Roll-over agreement (2% lump sum); plus 2% in year-two


Tripartite Agreement

Strategic Focus and Objectives• Maximize registered nursing employment opportunities.• Identify initiatives that support innovation, positive system

transformation, positive patient outcomes and employee engagement .

• Work collaboratively to establish a culture of safety and wellness in the workplace with a focus on patient and staff safety.

• Establish registered nursing workforce plan to be used to determine the number and distribution of registered nurses within the province.

• Communication/knowledge transfer.• Work in alignment with Lean principles


Priorities

1. Regularization of hours of work.

2. Improved safety for nurses.

3. Recruitment and retention in rural & remote locations.


What can it do?

A new way of doing business:

•Build relationships to address shared concerns & priorities in a collaborative environment.

•Engage parties in collaborative discussion – speaking the same language with the same goals.


What can it do? … continued …

• Develop research & evidence in concert with RHAs and Ministry of Health.

• Create an opportunity to learn, evaluate & begin to improve workplace issues.

• Opportunity to talk about how RNs/RPNs/RN(NP)s can improve health care.


Tripartite Agreement

• What it is not:

– A quick fix

– Replacement CBA


Who is doing the work of the Tripartite

Tripartite Steering Committee



Tripartite Working Group



Sub-Working Groups

LR/Organizational Change Safety Communication


Regional Champions

Regional Champions are being identified:

- Each Region will appoint a Nursing Operational Leader and Labour Relations Lead to champion the Tri-Partite work. In addition, SUN and the MOH will assign their lead names.


Regional Champions continued…

- Each Region will identify their internal process for cascading information from the CEO level down to the front line Managers and employees.

- Each Lead can act as a liaison back to any of the working groups


Your Regional Champions

Region Nursing Leader LR Leader

Saskatoon Gaylene Molnar Barry Barss

PA Parkland Lynnda Berg Dennis Karakochuk

Keewatin Yatthé Jean Marc Desmeules

Iris Clarke

Five Hills Heather Segall Amy Johnson




Prairie North Gloria King Debbie Iwanchuk

Sunrise Sharon Clark Trent Szabo

Sun Country Janice Giroux Terry Steininger

Regina Qu’Appelle

Karen Earnshaw Ingrid Reid




Kelsey Trail Lisa Major Tim Hobbins

Heartland Carrie Glassford Brenda Scholer

Cypress Anita Sagadahl Norma Kilcher

Mamawetan Churchill River

Jenny Parris C V Singh


www.sun-nurses.sk.ca


Labour Relations/Organizational Change process

Purpose: To capture changes to SUN member positions

– Goal is to achieve the best possible outcome for patients, nurses and employers by working collaboratively to address issues.

•Principles & guidelines developed


Labour relations/Organizational Change process continued…

• Focus on discussions involving front line staff, managers and the Union

• Utilizing Lean principles

• Supports transparency and information sharing

• Measuring success by the achieving a solution through open dialogue


Rationale/Triggers for Organizational Change:

• Legislative changes

• Service/Program Enhancements

• Model of care changes

• Facility closures


Rationale/Triggers for Organizational Change continued …

• Reduction of work

• Loss of Physicians

• Fiscal Responsibility

• Other reasons/rationale


Organizational Change Process

• Manager determines that a SUN position may be affected by a proposed operational change.

• Manager makes initial contact with a Labour Relations consultant or an Employee Relations consultant to start the dialogue process.


Organizational Change Process continued..

• Coordination of further discussion occurs which involves a SUN Employment Relations Officer and the Local President.

• Options for consideration are discussed and reviewed

• Resolution is reached


Organizational Change Process continued…

• Completed Tri-partite Organizational Change Form sent to a designate of the Tripartite Steering Committee.

• Completion of the form is to ensure appropriate data capture and future reporting.


Communications Working Group

• Clear communication and education will be essential.

• Our goal is to ensure all stakeholders are fully informed and engaged in the important work occurring through this partnership, and to provide channels for feedback.

• and questions.


Safety Working Group

The Safety Working Group continues to:

• Examine potential OHS project opportunities to enhance current work.

• Examine the current state of health


Rural and Remote Recruitment/Retention

• Review of work undertaken by Recruitment/Retention Committees completed by Dr. Lois Barry.

• Further work to come to identify key initiatives that support the work of the Tripartite.


QUESTIONS

tripartite agreement overview february 11, 2013

Documents

partnership continuedmore

positive work

tripartite work

registered nurse shortage

positive patient outcomes

retention recruitment

collaborative environment

improved safety