DOCSLIB.ORG

Collective Bargaining Agreement by and Between Washington State

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Collective Bargaining Agreement by and Between Washington State Collective Bargaining Agreement by and between Washington State Nurses Association and Pullman Regional Hospital Pullman, Washington OCTOBER 1, 2019 TO SEPTEMBER 30, 2022 TABLE OF CONTENTS ARTICLE 1 – RECOGNITION ..........................................................................................1 ARTICLE 2 – PURPOSE OF THIS AGREEMENT ..........................................................1 ARTICLE 3 – DEFINITIONS .............................................................................................1 3.1 Resident Nurse .............................................................................................1 3.2 Staff RN .......................................................................................................1 3.3 Charge RN ...................................................................................................1 3.4 Full-time RN ................................................................................................2 3.5 Part-time RN ................................................................................................2 3.6 Supplemental RN .........................................................................................2 3.7 Preceptor ......................................................................................................2 ARTICLE 4 – NON-DISCRIMINATION ..........................................................................2 ARTICLE 5 – NURSES’ PROFESSIONAL RESPONSIBILITY ......................................3 5.2 Association Membership .............................................................................3 ARTICLE 6 – ASSOCIATION RESPONSIBILITIES .......................................................3 6.1 Payroll Deduction ........................................................................................3 6.2 Distribution of Agreement ...........................................................................3 6.3 Meeting Facilities.........................................................................................3 6.4 Bulletin Board ..............................................................................................3 6.5 Rosters..........................................................................................................3 6.6 Local Unit Chairperson ................................................................................4 6.7 Staff Representatives ...................................................................................4 6.8 Negotiating Representatives ........................................................................4 6.9 Public Records Requests and Privacy ..........................................................4 ARTICLE 7 – SENIORITY - JOB VACANCIES - LAYOFF NOTICE ............................4 7.1 Definition .....................................................................................................4 7.2 Job Vacancies and Layoffs ..........................................................................5 7.3 Notice of Layoff ...........................................................................................5 7.4 Voluntary Reduction of Hours .....................................................................6 7.5 Order of Layoff ............................................................................................6 7.6 Bumping Options .........................................................................................6 7.7 Nurses May Choose Layoff .........................................................................6 7.8 Recall ...........................................................................................................7 7.9 Transfer to Supplemental Status ..................................................................7 i ARTICLE 8 – EMPLOYMENT PRACTICES ...................................................................7 8.1 Discipline and Dismissal..............................................................................7 8.2 Notice of Resignation ..................................................................................8 8.3 Resignation Interview ..................................................................................8 8.4 Evaluations ...................................................................................................8 8.5 Personnel File...............................................................................................8 8.6 Hiring Documentation .................................................................................8 8.7 Written Personnel Forms .............................................................................9 ARTICLE 9 – HOURS, OVERTIME AND PREMIUMS ..................................................9 9.2 Work Period .................................................................................................9 9.3 Work Day .....................................................................................................9 9.4 Overtime ......................................................................................................9 9.5 Alternative Work Schedules ......................................................................10 9.6 Shift Differential ........................................................................................10 9.7 Temporary Assignment to Higher Positions ..............................................10 9.8 Standby (On-Call) Pay ...............................................................................10 9.9 Call-in Pay .................................................................................................10 9.10 Educational Premium .................................................................................10 9.11 Reporting Pay.............................................................................................11 9.12 Meal Periods ..............................................................................................11 9.13 Rest Periods ...............................................................................................11 9.14 Work Schedules .........................................................................................11 9.15 Weekends ...................................................................................................11 9.16 Off-Duty Meetings .....................................................................................12 9.17 Low Census ................................................................................................12 9.18 Work in Advance of Shift ..........................................................................13 9.19 Rest Between Shifts ...................................................................................13 9.20 Work on Day Off .......................................................................................13 9.21 Shift Rotation .............................................................................................13 9.22 Split Shifts ..................................................................................................13 9.23 Transfers ....................................................................................................13 9.24 Health and Safety .......................................................................................13 9.25 Safety Committee.......................................................................................14 ARTICLE 10 – WAGES ...................................................................................................14 10.2 Credit for Previous Experience ..................................................................14 10.3 Anniversary Salary Increase ......................................................................14 10.4 Employee Incentive Plan ...........................................................................15 ARTICLE 11 – ANNUAL LEAVE ...................................................................................15 ii ARTICLE 12 – HOLIDAYS .............................................................................................15 12.1 Recognized Holidays .................................................................................15 ARTICLE 13 – SICK LEAVE ..........................................................................................16 13.5 Verification ................................................................................................17 13.6 Notification ................................................................................................17 13.7 Absenteeism ...............................................................................................18 13.8 No Discrimination or Retaliation ...............................................................18 13.11 Annual Leave Donation .............................................................................18 ARTICLE 14 – LEAVES OF ABSENCES .......................................................................18 14.1 Illness/Injury Leave of Absence ................................................................18 14.2 Personal Leave ...........................................................................................18 14.3 Emergency Leave.......................................................................................19 14.4 Educational Leave ......................................................................................19 14.5 Military Leave ............................................................................................21 14.6 Family
Load more

Recommended publications
  • 2000 Report on Hospitals
    2000 Report on Hospitals Licensed by Mississippi State Department of Health Division of Health Facilities Licensure and Certification 2000 Report on Hospitals Licensed by Mississippi State Department of Health P.O. Box 1700 Jackson, Mississippi 39216 Published June 2001 Health Facilities Licensure and Certification Vanessa Phipps, Chief and Public Health Statistics Judy Moulder, Director Table of Contents Page Preface..............................................................i Map I Distribution of Mississippi Hospitals by Type of Facility and County.................................1 Table I-A Number of Acute Care Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000...............................................2 Table I-B Number of Psychiatric Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................3 Table I-C Number of Chemical Dependency Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................4 Table I-D Number of Rehabilitation Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................5 Table II Accreditations and Certifications of Mississippi Hospitals, 1990, 1995 and 2000..,...................6 Table III 2000 Staffing of All Mississippi Hospitals by Type....7 Map II Hospital Service Area Map.............................8 Table IV-A Computed Tomographic Body Procedures by Hospital Service Area in 2000................................9
    [Show full text]
  • Hospital Emergency Services Inventory
    Agency For Health Care Administration 9/1/2021 2:03 PM Hospital ER Services License Provider Name County Number No Emergency Room Services Dedicated Emergency Department Anesthesia Burn Cardiology Cardiovascular Surgery Colon & Rectal Surgery Emergency Medicine Endocrinology Gastroenterology General Surgery Gynecology Hematology Hyperbaric Medicine Internal Medicine Nephrology Neurology Neurosurgery Obstetrics Ophthalmology Oral/Maxillo-Facial Surgery Orthopedics Otolaryngology Plastic Surgery Podiatry Psychiatry Pulmonary Medicine Radiology Thoracic Surgery Urology Vascular Surgery Level 1 Trauma Center Level 2 Trauma Center Pediatric Trauma Center Provisional Level 1 Trauma Center Provisional Level 2 Trauma Center Provisional Pediatric Trauma Center 4247 NORTH FLORIDA REGIONAL ALACHUA X X X X X X X X X X X X X X X X X X X X X X X X X X X MEDICAL CENTER 4489 SELECT SPECIALTY ALACHUA X HOSPITAL GAINESVILLE 4529 UF HEALTH REHAB ALACHUA X HOSPITAL 4286 UF HEALTH SHANDS ALACHUA X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X HOSPITAL 4286 UF HEALTH SHANDS ALACHUA X PSYCHIATRIC HOSPITAL 4152 ED FRASER MEMORIAL BAKER X X X HOSPITAL 4004 NORTHEAST FLORIDA BAKER X STATE HOSPITAL 3982 ASCENSION SACRED HEART BAY X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X BAY 4500 EMERALD COAST BAY X BEHAVIORAL HOSPITAL 4458 ENCOMPASS HEALTH BAY X REHABILITATION HOSPITAL OF PANAMA CITY 4337 GULF COAST REGIONAL BAY X X X X X X X X X X X X X X X X X X X X X X X X X X X X MEDICAL CENTER 4475 SELECT SPECIALTY BAY X HOSPITAL - PANAMA CITY
    [Show full text]
  • Norman Regional Hospital Authority
    Norman Regional Hospital Authority Independent Auditor’s Reports and Financial Statements June 30, 2020 and 2019 Norman Regional Hospital Authority June 30, 2020 and 2019 Contents Independent Auditor’s Report ......................................................................................................... 1 Management’s Discussion and Analysis ..................................................................................... 3 Financial Statements Balance Sheets .................................................................................................................................... 9 Statements of Revenues, Expenses, and Changes in Net Position ................................................... 10 Statements of Cash Flows ................................................................................................................ 11 Notes to Financial Statements .......................................................................................................... 12 Required Supplementary Information Schedule of Changes in Net Pension Liability and Related Ratios .................................................. 49 Schedule of Authority Contributions ................................................................................................ 50 Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards – Independent Auditor’s Report ................................. 51 Schedule
    [Show full text]
  • Regional Hospital Diversion Policy Section: Operational Policies Polcy Number: 07-003 Date Issused: August 1, 2004 Reviewed: 06-17-15
    Regional Hospital Diversion Policy Section: Operational Policies Polcy Number: 07-003 Date Issused: August 1, 2004 Reviewed: 06-17-15 I. Indications: a. Hospital equipment failure b. Internal disaster(ER only effected) c. Hospital disaster(entire hospital effected) II. Policy: Stable patients should generally be transported to the hospital of their choice, unless otherwise stated in the agency’s written standard operating procedures. Diversion to another hospital may become necessary only for the indications listed above. Patients will not be diverted due to a crowded ER, lack of Critical Care beds, or lack of a specialty service / physician. The receiving facility will accept the patient, stabilize as needed, and then arrange for appropriate transport to another facility if required. It is not appropriate to hold or delay EMS crews to receive a patient turnover or to re- transport to another facility. In the event that any 2 hospital ERs are closed due to an internal disaster, the MCI Coordinating Hospital system will be instituted. The Coordinating Hospital is Sentara Careplex on odd numbered months and Riverside Regional on even numbered months. When on diversion roll call all peninsula EMS units are to contact the Coordinating Hospital on the COR system (either via radio, cell, or landline) with the patient report. On line Medical Control will determine the most appropriate hospital to receive the patient and the EMS unit will then contact that receiving hospital to give a patient report. III. Procedure: WebEOC shall be used for diversion. a. WebEOC Description i. WebEOC is a web-based program providing real-time information on hospital emergency department status, hospital patient capacity, availability of staffed beds and available specialized treatment capabilities.
    [Show full text]
  • PATIENT GUIDE Copyright © 2018 Norman Regional Health System to Reorder Call 307-1170
    NORMAN REGIONAL 901 N. Porter Avenue, Norman, OK 73071 405.307.1000 • NormanRegional.com PATIENT GUIDE Copyright © 2018 Norman Regional Health System To reorder call 307-1170. TABLE OF CONTENTS Letter from our President 1 COMMUNICATIONS Mission & Vision 2 Online Access 10 Online Health Newsletter 10 PHONE DIRECTORY Keep In Touch 10 Norman Regional Hospital 3 Support Groups and Classes 10 YOUR CARE Non-Discrimination Statement 10 Emergencies: Dial 88 4 VISITORS Speak Up About Your Care 4 Visitor Guidelines 11 Language and TDD Services 4 Visitor Entrances 11 Advanced Directive 4-5 Parking 12 Tobacco-Free Campus 5 Hospitality House 12 iCare 5 Guardian Angel Program 5-6 SERVICES Case Management 13 YOUR ROOM Giving Tree Gift Shop 13 During Your Stay 7 Pastoral Care 13 Television 7 Volunteer Services 13 Telephone 7 Consumer Health 13 Cell Phone 7 Information Outgoing Calls 7 Home Run Van 14 Courtesy Telephone 8 Home Medical Equipment 14 Incoming Calls 8 Before You Leave 8 FINANCE Patient Advisors 15 DINING Financial Services 15-17 Cafeteria Hours 9 Daily Grind Coffee Shop 9 SAFETY Guest Meal Trays 9 Patient Safety 18-19 Vending Machines 9 Security 19 National Safety Goals 19 FROM OUR PRESIDENT Welcome to Norman Regional Hospital Thank you for choosing Norman Regional Health System for your healthcare needs. Our staff of qualified physicians and medical professionals is dedicated to providing the highest-quality, personalized care in a respectful, courteous and timely manner. Norman Regional Hospital is equipped with the technology that will meet your healthcare needs and afford you the best of care.
    [Show full text]
  • Changes in Hospital Ownership in California
    Changes in Hospital Ownership in California ••• Joanne Spetz Jean Ann Seago Shannon Mitchell 1999 PUBLIC POLICY INSTITUTE OF CALIFORNIA Foreword Californians are understandably concerned about rapid changes in the health care industry. One concern that has prompted state legislation is the increased merger activity between for-profit and nonprofit hospitals. Many critics view the potential decline of nonprofit hospitals as another restriction on choice in health care. In response to this concern, Joanne Spetz and her colleagues Jean Ann Seago and Shannon Mitchell have undertaken a careful study of the state’s hospital mergers and their consequences. Their findings indicate that nonprofit hospitals are in no danger of extinction. About 80 percent of hospital mergers and acquisitions between 1986 and 1996 did not involve any change in the profit status of the hospitals. The remaining mergers were almost equally divided between conversions to for-profit and to nonprofit status. Although these mergers have not altered the overall balance between for-profit and nonprofit hospitals, they have raised new concerns about the concentration of hospital ownership in California. At least half of the iii state’s hospitals are now affiliated with multi-site hospital corporations, and the six largest firms in the state operate over one-third of its hospitals. The three largest hospital firms in both Sacramento and San Diego control more than 60 percent of the beds. Although hospital ownership is less concentrated in the Los Angeles and San Francisco metropolitan areas, both markets are far more consolidated than they were ten years ago. With these patterns in mind, the authors plan to continue their study of ownership changes and their consequences.
    [Show full text]
  • I. INTRODUCTION A. History and Background Of
    I. INTRODUCTION A. History and Background of The Cleveland Clinic Foundation A brief history of The Cleveland Clinic Foundation (“CCF” or “Cleveland Clinic”) is necessary to provide background and context for the materials that follow. The Cleveland Clinic was founded in 1921 in Cleveland, Ohio by four physicians who envisioned a group practice in which individual members would share clinical expertise and specialization and dedicate themselves to the education of future medical practitioners, and where innovations in medical procedures and practices would be encouraged through basic and applied research activities. The Cleveland Clinic began with a staff of six surgeons, one radiologist, four internists and one biophysicist. As early as 1921, they recognized that medicine was far too complex for any one person to fully comprehend and that it would be in the best interests of patients if the resources and talents of multiple specialties were pooled for the development and application of the best medical techniques. The four founders also envisioned a corporate structure that would support their vision and one which involved the oversight and direction by a separate board of community trustees in matters unrelated to patient and medical practice issues. The original clinic facility was located on the near east side of Cleveland, in the area where the main campus of CCF is located today. In 1924, CCF opened its first hospital on property near the original clinic facility. To this day, although larger and broader in scope, CCF continues to operate as an integrated and cooperative group practice, as an academic medical center and as an active research institute.
    [Show full text]
  • General Student Orientation Packet
    WELCOME TO CENTRAL FLORIDA REGIONAL HOSPITAL! This information will provide the foundation for you to understand who we are, what we do, and your role in achieving our mission. Complete the orientation pre-test that was given to you with this handbook. Your successful completion of the pre-test is your ticket to many new experiences at CFRH. We welcome you to our select group of healthcare professionals. If you have any questions about the material in this handbook, please discuss them with your instructor. Please complete the accompanying quiz and turn it in to your school or Staff Development as directed. 1 2 TABLE OF CONTENTS PAGE About Central Florida Regional Hospital (CFRH) 4 Patient Experience 10 Quality/Process Improvement 15 Patient Rights & Privacy 26 Risk Management 42 Infection Prevention & Control 49 Occupational Health Services 69 Environment of Care 73 Revised May 2014 3 ABOUT CENTRAL FLORIDA REGIONAL HOSPITAL (CFRH) Central Florida Regional Hospital, a 221-bed acute care hospital serving the communities of Seminole and West Volusia counties, is the only hospital in Central Florida to be recognized by The Joint Commission for three consecutive years as a Top Performer on Key Quality measures for heart attack, heart failure, pneumonia and surgical care. The hospital is an Accredited Chest Pain Center with PCI from the Society of Cardiovascular Patient Care and Joint Commission Certified Primary Stroke Center, and provides the only full-service cardiovascular program in Seminole and West Volusia Counties, including open heart surgery, interventional cardiology, electrophysiology, cardiac rehabilitation and comprehensive diagnostic services. In addition to complete cardiac care, Central Florida Regional Hospital offers neurohealth sciences and spine care, emergency services, hyperbaric medicine and wound care, diagnostic and women’s imaging services.
    [Show full text]
  • Frontline Hospital Planning Guide for Special Pathogens
    FRONTLINE HOSPITAL PLANNING GUIDE: SPECIAL PATHOGENS JUNE 2019 EMERGENCY MANAGEMENT Background: NYC Health + Hospitals is the largest municipal healthcare delivery system in the United States, providing essential inpatient, outpatient, and home-based services to more than one million New Yorkers every year in more than 70 locations across the city’s five boroughs. With our unique experiences in responding to emerging, re-emerging, and high consequence infectious disease incidents, including safely and successfully treating NYC’s single, confirmed case of Ebola virus disease and numerous persons under investigation, we understand first-hand the myriad impacts infectious disease threats and special pathogens events have on healthcare delivery. With the increasing demand for preparedness for and responses to the world’s emerging public health threats, this planning guide breaks new ground and leads the way as a distinctive domestic resource for healthcare delivery systems to customize their plans specific to their unique clinical, operational, and financial needs. Purpose and Audience: All hospitals must be prepared to identify and isolate a patient presenting with a suspected special pathogen infection (i.e., one that is particularly virulent and requires care processes and personal protective equipment beyond daily infection control practices) and inform internal and external stakeholders. This document provides high level planning guidance for a frontline hospital multidisciplinary team (e.g., emergency management, infection prevention and control, emergency department, inpatient care, safety, public relations, and infectious disease, depending on the resources and role of the facility in the community) to support planning and training for the provision of initial care to such patients while determining whether and when the patient will be transferred to another facility for further assessment and treatment.
    [Show full text]
  • Levels of Health Care at Academic and Regional Hospitals in Kwazulu-Natal
    Art c e s REFERENCES 1. Report of the CommiuJon of Inquiry into the Responsibility of Mentally Deranged Levels of health care at Persons and Related Matters. Pretoria: Government Printer. 1967. 2. Janofsky JS, Dunn MH, Roskes EJ. Briskln JK. Audolph ML. Insanity defense pleas in Baltimore City: An analysis of outcome. Am J Psychiatry 1996: 153: academic and regional 1464-1468. 3. Nair MG. W~els WHo The insanity defence: a South African ~pectlVe. Med Law 1992; 11: 297·302. hospitals in KwaZulu-Natal ~. Snyman CR. Criminal Law. 3rt! eel. Dutban: 6unerworIh. 1995. 5. Schrtliber J, Roe5oI;h R. Golding S. An evalllation of procedures for asSt!'SSing competency to stand trial. Bull Am Acaa Psychiatry La .... 1987: 15(2): 187-204. KN Vallabhjee. CC Jinabhai. E Gouws, 6. Drab Sl.. Serger RH, Wemstein He. Competency to stand trial: a conceptual model for its propel'" assessment. Bull Am Acad Psychlarry La.... 1987: 1.5(1}: 85-94. Bradshaw. K Naidoo 7. Ciccone JR. Clements C. The insanity cefence: asking and answenng the o ultimate questiOn. Bull Am Acad Psychiatry Law 1987; 15(4): 329-348. 8. Diamond B. Criminal responsibility of the mentally ill. In: Ouen JM, eds. The Psychiarrisr in the Courtroom (Se-lected papers of Bernard t. Diamond. MO). Objective. To assess the levels of health care based on Hillsdale. NJ: The Analytic Press. 1994. g. Stone AA. Law. Psychiatry and MOrTality. Washington: American Psychiatric hosprtal bed utilisation at seven academic and regional Press. 1984. 10. Insanity Defense Work Group. American Psychiatric Association statement 011 the hospitals in Kwazulu-Natal.
    [Show full text]
  • Community Health Systems, Inc. 2009 Located in the Nashville, Tennessee, Suburb of Franklin, Community Health Systems, Inc
    Annual Report to Shareholders Community Health Systems, Inc. 2009 Located in the Nashville, Tennessee, suburb of Franklin, Community Health Systems, Inc. is the largest publicly- traded hospital company in the United States and a leading operator of general acute care hospitals in non-urban and mid-size markets throughout the country. Through its subsidiaries, the Company currently owns, leases or operates 122 hospitals in 29 states with an aggregate of over 18,000 licensed beds. (as of March 1, 2010). Its hospitals offer a broad range of inpatient and surgical services, outpatient treatment and skilled nursing care. In addition, through its QHR subsidiary, the Company provides management and consulting services to over 150 independent non-affiliated general acute care hospitals located throughout the United States. Shares in Community Health Systems, Inc. are traded on the New York Stock Exchange under the symbol“CYH.” Hospital Locations Operating Revenues (in billions) $13.5 $11.5 $9.5 Alaska Georgia North Carolina South Carolina Utah Palmer, Mat-Su Regional Medical Center Augusta, Trinity Hospital of Augusta Williamston, Martin General Hospital Bennettsville, Marlboro Park Hospital Tooele, Mountain West Medical Center $7.5 Blue Ridge, Fannin Regional Hospital Cheraw, Chesterfield General Hospital $5.5 Alabama Nevada Florence, Carolinas Hospital System Virginia Birmingham, Trinity Medical Center Illinois Mesquite, Mesa View Regional Hospital Lancaster, Springs Memorial Hospital Emporia, Southern Virginia Regional $3.5 Centre, Cherokee
    [Show full text]
  • Orderlies in Action: Cleaning from the Bottom of a Hospital Hierarchy
    Orderlies in Action: Cleaning from the bottom of a hospital hierarchy Report from an anthropological study among orderlies at two hospitals in Ghana with focus on cleaning in relation to healthcare associated infections Orderlies in Action: Cleaning from the bottom of a hospital hierarchy Report from an anthropological study among orderlies at two hospitals in Ghana with focus on cleaning in relation to healthcare associated infections April 2019 The report is written and based on a study by Mette Breinholdt, Anthropologist, Hermes Interaktion Email: [email protected] The report is part of the HAI-Ghana Project funded by DANIDA. The study was further funded by Oticon and Aarhus University Background group: Gifty Sunkwa-Mills, PI, University of Ghana School of Biomedical & Allied Health Science Department of Medical Microbiology Email: [email protected] Prof. Mercy Newman, PI for the HAI-Ghana Project, University of Ghana, School of Biomedical and Allied Health Sciences, Department of Medical Microbiology. Email: [email protected] Prof. Britt Pinkowsky Tersbol, University of Copenhagen, Department of Global Health Email: [email protected] Ass. Prof. Marie Louise Tørring, Master thesis supervisor Aarhus University, School of Culture and Society, department of Anthropology Email: [email protected] 2 Content Abstract.................................................................................................................................................4 1. Introduction......................................................................................................................................5
    [Show full text]