Table of Contents
Visit the UMPNC Newsletter Archive
- UMPNC President's Update - Fall 2020
- Katie Oppenheim, RN - A Message from UMPNC-MNA Leadership Regarding ResponsiBlue Electronic Screening Tool
- All Campus Labor Council Speak-Out: U of M Workers Push Back Against Austerity, Unsafe Campus Reopening
- Ted McTaggart, RN - CVICU Report: Nurses Stand Up For Safe Staffing
- Brandi Josephs, RN - Medical Short Stay Unit Report:
Fighting for Patients Over Profits
- Amanda Gale, RN - Contract Corner: Staffing and Scheduling
- Bethany Moore, RN
Visit the UMPNC Newsletter Archive
UMPNC President's Update - Fall 2020
By Katie Oppenheim, RN
“I can no other answer make, but, thanks, and thanks.” William Shakespeare
As I sit down to write a few words to you, our bedside nurses, ambulatory care nurses, call center nurses, COVID-test site nurses, advanced practice nurses, educators, and anyone I may have missed – I am in complete awe of all you have done, especially over the past 6 months. There is no question that we have the best nurses and provide the best care to patients and families that I have ever seen in my many decades as a nurse. It simply can’t be said enough times!
Over the past months, it also must be acknowledged how we have taken care of each other, from a member starting a GoFundMe account in the ED, supporting the dozens of techs who were laid off, to small gestures of kindness people have shown for each other during times when nothing is “normal”. Child care, elder care, schooling, unemployment, etc. are things that have and continue to impact so many people on a daily basis.
I want to take this opportunity to congratulate the PAs (Physician Assistants) in their successful organizing campaign as they formed a union at Michigan Medicine. PAs joined the American Federation of Teachers (AFT), the second largest healthcare union in the country. Through the Graduate Employee’s Union (GEO/AFT) and the Lecturer’s Employee’s Union (LEO/AFT), UMPNC has received great support from AFT over multiple contract campaigns and other issues with the employer.
We stand with the PAs as they fight for stronger benefits, wages, and working conditions. We believe in the power of organized labor to fight for fairness and respect. We look forward to working together for years to come.
Last winter, when it became apparent that COVID-19 was not going to be a passing thing but, rather, a true pandemic, the Association requested to meet with the employer to discuss the ramifications for our members as we entered into an arena that could not have possibly been anticipated when we negotiated the last Agreement. We waited over 5 weeks to get a meeting with the employer (mid-March) and, by then, the need for details about PPE, need for accommodations, child care, etc. were in full force.
Our members sent many, many stories and concerns which we shared with the employer immediately. We were unable to come to a joint Agreement on COVID-19 so the employer “implemented” (something they legally can do after a period of negotiations) their last, best offer. As of this writing, we have gone back to bargaining over work conditions related to COVID and will keep you posted.
It is only because of our UMPNC members that we have been able to continue these negotiations. You continue to do the work, fill out ADOs, wear RED on Wednesdays (we could use more red, always!), present
data around why decreasing HPPD is a bad idea, etc. It is the 6300 of you that make UMPNC run.
As we move into the fall, your UMPNC leadership will continue to advocate for the best interests of our members, patients and families. Keep filling out ADO forms, when applicable. Please vote in our upcoming UMPNC elections, where all positions are open, and vote in the November election.
#wearamask #bekind #staysafe #umpncstrong
“I can no other answer make, but, thanks, and thanks.” William Shakespeare
As I sit down to write a few words to you, our bedside nurses, ambulatory care nurses, call center nurses, COVID-test site nurses, advanced practice nurses, educators, and anyone I may have missed – I am in complete awe of all you have done, especially over the past 6 months. There is no question that we have the best nurses and provide the best care to patients and families that I have ever seen in my many decades as a nurse. It simply can’t be said enough times!
Over the past months, it also must be acknowledged how we have taken care of each other, from a member starting a GoFundMe account in the ED, supporting the dozens of techs who were laid off, to small gestures of kindness people have shown for each other during times when nothing is “normal”. Child care, elder care, schooling, unemployment, etc. are things that have and continue to impact so many people on a daily basis.
I want to take this opportunity to congratulate the PAs (Physician Assistants) in their successful organizing campaign as they formed a union at Michigan Medicine. PAs joined the American Federation of Teachers (AFT), the second largest healthcare union in the country. Through the Graduate Employee’s Union (GEO/AFT) and the Lecturer’s Employee’s Union (LEO/AFT), UMPNC has received great support from AFT over multiple contract campaigns and other issues with the employer.
We stand with the PAs as they fight for stronger benefits, wages, and working conditions. We believe in the power of organized labor to fight for fairness and respect. We look forward to working together for years to come.
Last winter, when it became apparent that COVID-19 was not going to be a passing thing but, rather, a true pandemic, the Association requested to meet with the employer to discuss the ramifications for our members as we entered into an arena that could not have possibly been anticipated when we negotiated the last Agreement. We waited over 5 weeks to get a meeting with the employer (mid-March) and, by then, the need for details about PPE, need for accommodations, child care, etc. were in full force.
Our members sent many, many stories and concerns which we shared with the employer immediately. We were unable to come to a joint Agreement on COVID-19 so the employer “implemented” (something they legally can do after a period of negotiations) their last, best offer. As of this writing, we have gone back to bargaining over work conditions related to COVID and will keep you posted.
It is only because of our UMPNC members that we have been able to continue these negotiations. You continue to do the work, fill out ADOs, wear RED on Wednesdays (we could use more red, always!), present
data around why decreasing HPPD is a bad idea, etc. It is the 6300 of you that make UMPNC run.
As we move into the fall, your UMPNC leadership will continue to advocate for the best interests of our members, patients and families. Keep filling out ADO forms, when applicable. Please vote in our upcoming UMPNC elections, where all positions are open, and vote in the November election.
#wearamask #bekind #staysafe #umpncstrong
A Message from UMPNC-MNA Leadership
Regarding ResponsiBlue Electronic Screening Tool
During this pandemic, UMPNC leadership supports efforts to regularly screen all members of the university community to slow the spread of COVID-19. However, members have raised a number of concerns about the ResponsiBlue electronic screening tool, including issues related to privacy and information security, and the fact that not all members have smartphones or wish to bring them to work.
UMPNC leadership has clarified with the administration that, while those who are able should use the ResponsiBlue screening tool to expedite the screening process, in person screening will continue to be an option.
UMPNC leadership has clarified with the administration that, while those who are able should use the ResponsiBlue screening tool to expedite the screening process, in person screening will continue to be an option.
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All Campus Labor Council Speak-Out:
U of M Workers Push Back Against Austerity, Unsafe Campus Reopening
By Ted McTaggart, RN
On Friday, September 11, UMPNC nurses joined with over 200 other campus workers, students and members of the community for a university-wide speak-out hosted by the All Campus Labor Council. The speak-out was an opportunity for participants to address the University’s pandemic response and imposition of sweeping austerity measures, as well as issues of gender-based violence and racial justice and policing on campus.
The speak-out took place as U of M president Mark Schlissel faces a full scale revolt after ignoring the recommendations of public health experts and opening dormitories and lecture halls for a “public health informed” – in name only – semester. In August, before classes started, tenured faculty members held several demonstrations in protest against the university’s plans for in person classes.
On Labor Day, GEO – the union representing graduate student instructors and research assistants on the Ann Arbor, Flint and Dearborn campuses – announced they would go on strike the next morning over public health and safety concerns, demanding among other things widespread testing and the cutting of university ties with the Ann Arbor Police Department and the Immigration and Customs Enforcement agency (ICE).
The university administration condemned the strike as illegal, but it gained widespread support from students and workers on campus and throughout the community. Over 700 non-union faculty members signed onto a letter expressing solidarity with the striking GEO members and calling on the university to respond more seriously to the union’s demands. The solidarity from union and non-union workers and community members were key to moving the university; GEO voted to end the strike on 9/16.
On Tuesday, September 8, the first night of GEO’s strike, 100 dormitory resident assistants – workers who are not represented by a union – declared they would also be going on strike in protest of the unsafe conditions prevailing in U of M dorms, 3 of which have had positive COVID cases in the first 2 weeks of classes according to the Michigan Daily.
Expressing similar concerns, non-union food service workers in the dorms also began to organize late in the week.
During the speak-out, ambulatory care nurse Anne Jackson spoke of the safety concerns and austerity measures which have confronted U of M nurses since the start of the pandemic.
Jackson said “I see this institution using them as a mechanism of fear and control. They have done this by announcing layoffs in April and then leaving folks hanging until mid-June. The fear and anxiety was palpable inside the hospital. . .
"Now in my area there is a reorganizing effort that was announced after the layoffs in June with little details dribbling out. This mostly affects our low wage workers, who are none the less important to our daily operations are still waiting to see if they will be assigned to a new job with less pay designed to make the institution more efficient and lean.
"People are fearful and anxious and just grateful to have a job. Just where the U of M wants us. Now more than ever it is important to push back. When we fight together, we win.”
The All Campus Labor Council plans on hosting two follow up events in October and November. For more information and updates on these events, email MNA Organizer Moe Fitzsimons at moe.fitzsimons@minurses.org.
On Friday, September 11, UMPNC nurses joined with over 200 other campus workers, students and members of the community for a university-wide speak-out hosted by the All Campus Labor Council. The speak-out was an opportunity for participants to address the University’s pandemic response and imposition of sweeping austerity measures, as well as issues of gender-based violence and racial justice and policing on campus.
The speak-out took place as U of M president Mark Schlissel faces a full scale revolt after ignoring the recommendations of public health experts and opening dormitories and lecture halls for a “public health informed” – in name only – semester. In August, before classes started, tenured faculty members held several demonstrations in protest against the university’s plans for in person classes.
On Labor Day, GEO – the union representing graduate student instructors and research assistants on the Ann Arbor, Flint and Dearborn campuses – announced they would go on strike the next morning over public health and safety concerns, demanding among other things widespread testing and the cutting of university ties with the Ann Arbor Police Department and the Immigration and Customs Enforcement agency (ICE).
The university administration condemned the strike as illegal, but it gained widespread support from students and workers on campus and throughout the community. Over 700 non-union faculty members signed onto a letter expressing solidarity with the striking GEO members and calling on the university to respond more seriously to the union’s demands. The solidarity from union and non-union workers and community members were key to moving the university; GEO voted to end the strike on 9/16.
On Tuesday, September 8, the first night of GEO’s strike, 100 dormitory resident assistants – workers who are not represented by a union – declared they would also be going on strike in protest of the unsafe conditions prevailing in U of M dorms, 3 of which have had positive COVID cases in the first 2 weeks of classes according to the Michigan Daily.
Expressing similar concerns, non-union food service workers in the dorms also began to organize late in the week.
During the speak-out, ambulatory care nurse Anne Jackson spoke of the safety concerns and austerity measures which have confronted U of M nurses since the start of the pandemic.
Jackson said “I see this institution using them as a mechanism of fear and control. They have done this by announcing layoffs in April and then leaving folks hanging until mid-June. The fear and anxiety was palpable inside the hospital. . .
"Now in my area there is a reorganizing effort that was announced after the layoffs in June with little details dribbling out. This mostly affects our low wage workers, who are none the less important to our daily operations are still waiting to see if they will be assigned to a new job with less pay designed to make the institution more efficient and lean.
"People are fearful and anxious and just grateful to have a job. Just where the U of M wants us. Now more than ever it is important to push back. When we fight together, we win.”
The All Campus Labor Council plans on hosting two follow up events in October and November. For more information and updates on these events, email MNA Organizer Moe Fitzsimons at moe.fitzsimons@minurses.org.
CVICU Report: Nurses Stand Up For Safe Staffing
By Brandi Josephs, RN
Lest ye forget, the vision of the University of Michigan Frankel Cardiovascular Center is to be the best academic heart and vascular center in the world. The staff of the University of Michigan Health System takes great pride in providing the highest quality of care to our patients and their families.
Nurses at UMHS worked hard to obtain Magnet Award of Nursing Excellence, of which only 8% of hospitals in the United States are awarded. It signifies rigorous standards for quality patient care, experience, safety and satisfaction focused on nursing.
Magnet institutions are worldwide leaders in advancing nursing standards, which helps to attract and retain the highest skilled nurses in healthcare, and therefore contributes to the best outcomes that Michigan Medicine provides.
The University of Michigan Health System, now Michigan Medicine, is ranked No. 11 Best Hospitals Honor Roll, No. 13 in Cardiology and Heart Surgery in U.S. News and World Report ’19- ’20. In Newsweek’s World’s Best Hospitals 2020 it is ranked No. 1 in Michigan, No. 5 in U.S. and No. 15 worldwide.
As the institution has become corporate Michigan Medicine, it seems clearer than ever that the administration’s priorities remain profit over patients. Over the course of fiscal year 2020, the administration has developed a new budget that clearly defines its goals, and the global pandemic has fueled the budgetary agenda.
In the Cardiovascular ICU, nursing assignments are beginning to reflect this agenda, which feels like willfully risking patient safety, despite nurses voicing concerns. Burnout is an overwhelming reality at Michigan Medicine. We simply cannot care for patients the way we always have and desperately want because administration is pushing for budget cuts across the board.
From my perspective, it seems like the cuts in nursing, inpatient pharmacists, respiratory therapists, patient care techs, speech language pathologists, as well as physical therapists have already resulted in delays in important areas. These delays could occur in areas such as extubating patients after surgeries, medication delivery, CT scans being pushed back, ECMO patients not being decannulated when desired due to lack of OR staff availability, and the number of walks a patient gets to take in a day in order to go home.
All of this is happening as it seems like the number of admits and surgeries is rising.
Why is this happening? Traditionally, CVICU loses 7-15 nurses every year to further education or other endeavors; this year that number is nine. CVICU RNs are not being RIF’d or furloughed. Michigan Medicine’s administration is simply not replacing any of these losses, or anyone on a leave of absence just over 12 weeks. The losses I describe above are just in nursing alone.
We have met with the administration and brought forward data that we believe demonstrates the problem. June and July of 2020, WRC and the unit was presented with a budget including significantly lower FTEs and HPPD than we have staffed with in over six years. In fact, six years ago, our leadership fought for us and our patients and advocated for an increase in HPPD from 21 to 24, where we have been ever since.
Now, despite what seems to be an increasing number of far more critical admissions and cases, as well as an increased occupancy, we are being asked to return to an HPPD of 21, equating to dropping in FTEs from 94 to 86 in June and now 81 in July.
We are repeatedly being told to decrease resources left and right. In my nearly thirteen years of nursing in CVICU, teamwork has always been a fundamental core value and has always existed at the bedside. It has helped to develop and strengthen my nursing skills beginning as a graduate nurse and has continued to do the same for countless nurses.
Many of my colleagues left other institutions to join nursing at Michigan’s CVICU, knowing they were joining a team that took pride in delivering the highest quality specialized nursing care. Delivering the highest quality care possible is the reason why so many of us chose a career in nursing.
Corporate Michigan Medicine is attempting to change this institution, perhaps forgetting that in fact a person lies in the ICU bed. It seems like staffing the way Michigan Medicine would like does not offer the luxury of teamwork as we are being spread too thin.
As one of my esteemed colleagues once stated at another time and seems appropriate now, it seems like we are running red lights every single day. Sooner or later, it is likely we’re going to get caught. Getting caught in the ICU means catastrophe.
Now more than ever, going into a year of negotiations, nursing remains strong in solidarity, ready to fight for our licenses and for our patients.
Lest ye forget, the vision of the University of Michigan Frankel Cardiovascular Center is to be the best academic heart and vascular center in the world. The staff of the University of Michigan Health System takes great pride in providing the highest quality of care to our patients and their families.
Nurses at UMHS worked hard to obtain Magnet Award of Nursing Excellence, of which only 8% of hospitals in the United States are awarded. It signifies rigorous standards for quality patient care, experience, safety and satisfaction focused on nursing.
Magnet institutions are worldwide leaders in advancing nursing standards, which helps to attract and retain the highest skilled nurses in healthcare, and therefore contributes to the best outcomes that Michigan Medicine provides.
The University of Michigan Health System, now Michigan Medicine, is ranked No. 11 Best Hospitals Honor Roll, No. 13 in Cardiology and Heart Surgery in U.S. News and World Report ’19- ’20. In Newsweek’s World’s Best Hospitals 2020 it is ranked No. 1 in Michigan, No. 5 in U.S. and No. 15 worldwide.
As the institution has become corporate Michigan Medicine, it seems clearer than ever that the administration’s priorities remain profit over patients. Over the course of fiscal year 2020, the administration has developed a new budget that clearly defines its goals, and the global pandemic has fueled the budgetary agenda.
In the Cardiovascular ICU, nursing assignments are beginning to reflect this agenda, which feels like willfully risking patient safety, despite nurses voicing concerns. Burnout is an overwhelming reality at Michigan Medicine. We simply cannot care for patients the way we always have and desperately want because administration is pushing for budget cuts across the board.
From my perspective, it seems like the cuts in nursing, inpatient pharmacists, respiratory therapists, patient care techs, speech language pathologists, as well as physical therapists have already resulted in delays in important areas. These delays could occur in areas such as extubating patients after surgeries, medication delivery, CT scans being pushed back, ECMO patients not being decannulated when desired due to lack of OR staff availability, and the number of walks a patient gets to take in a day in order to go home.
All of this is happening as it seems like the number of admits and surgeries is rising.
Why is this happening? Traditionally, CVICU loses 7-15 nurses every year to further education or other endeavors; this year that number is nine. CVICU RNs are not being RIF’d or furloughed. Michigan Medicine’s administration is simply not replacing any of these losses, or anyone on a leave of absence just over 12 weeks. The losses I describe above are just in nursing alone.
We have met with the administration and brought forward data that we believe demonstrates the problem. June and July of 2020, WRC and the unit was presented with a budget including significantly lower FTEs and HPPD than we have staffed with in over six years. In fact, six years ago, our leadership fought for us and our patients and advocated for an increase in HPPD from 21 to 24, where we have been ever since.
Now, despite what seems to be an increasing number of far more critical admissions and cases, as well as an increased occupancy, we are being asked to return to an HPPD of 21, equating to dropping in FTEs from 94 to 86 in June and now 81 in July.
We are repeatedly being told to decrease resources left and right. In my nearly thirteen years of nursing in CVICU, teamwork has always been a fundamental core value and has always existed at the bedside. It has helped to develop and strengthen my nursing skills beginning as a graduate nurse and has continued to do the same for countless nurses.
Many of my colleagues left other institutions to join nursing at Michigan’s CVICU, knowing they were joining a team that took pride in delivering the highest quality specialized nursing care. Delivering the highest quality care possible is the reason why so many of us chose a career in nursing.
Corporate Michigan Medicine is attempting to change this institution, perhaps forgetting that in fact a person lies in the ICU bed. It seems like staffing the way Michigan Medicine would like does not offer the luxury of teamwork as we are being spread too thin.
As one of my esteemed colleagues once stated at another time and seems appropriate now, it seems like we are running red lights every single day. Sooner or later, it is likely we’re going to get caught. Getting caught in the ICU means catastrophe.
Now more than ever, going into a year of negotiations, nursing remains strong in solidarity, ready to fight for our licenses and for our patients.
Medical Short Stay Unit Report: Fighting for Patients Over Profits
By Amanda Gale, RN
The Medical Short Stay Unit (MSSU) is a unique unit that provides comprehensive monitoring and focused teaching with a brief stay of 24 to 48 hours. Our mission is to provide patient-centered care, while keeping patient safety our top priority.
Recently, Michigan Medicine has proposed that we decrease our Hours Per Patient Day (HPPD). HPPD is used as a staffing guide for the hospital. Our current HPPD is 11.4 and Michigan Medicine urged us to reduce our HPPD to 10.34.
This proposed HPPD reduction was unsettling and generated a lot of stress for the unit staff. This would be a dramatic change to our current workload. It would mean increased nurse-to-patient ratios and put more strain on already overwhelmed charge nurses. More importantly, it could compromise patient safety.
Our Workload Committee developed a presentation on how these changes would impact our unit and why it is imperative that our HPPD remains 11.4. After our presentation, Michigan Medicine countered our recommendation with an HPPD of 10.84. Although 10.84 would improve our predicament, it is still concerning for the safety of our patients and nurses.
Nurses come to Michigan Medicine to provide the “Michigan Difference.” This change could derail that. Think of it this way: if you see an upcoming bridge that had previously been posted for a two-ton weight limit, then go ahead and try to cross it hauling FOUR tons, what do you think will happen?
The bottom line is that Michigan Medicine can’t increase our workload without compromising something else, whether this ends up being role expectations, employee satisfaction, or patient safety.
Patients should come first, not profits.
The Medical Short Stay Unit (MSSU) is a unique unit that provides comprehensive monitoring and focused teaching with a brief stay of 24 to 48 hours. Our mission is to provide patient-centered care, while keeping patient safety our top priority.
Recently, Michigan Medicine has proposed that we decrease our Hours Per Patient Day (HPPD). HPPD is used as a staffing guide for the hospital. Our current HPPD is 11.4 and Michigan Medicine urged us to reduce our HPPD to 10.34.
This proposed HPPD reduction was unsettling and generated a lot of stress for the unit staff. This would be a dramatic change to our current workload. It would mean increased nurse-to-patient ratios and put more strain on already overwhelmed charge nurses. More importantly, it could compromise patient safety.
Our Workload Committee developed a presentation on how these changes would impact our unit and why it is imperative that our HPPD remains 11.4. After our presentation, Michigan Medicine countered our recommendation with an HPPD of 10.84. Although 10.84 would improve our predicament, it is still concerning for the safety of our patients and nurses.
Nurses come to Michigan Medicine to provide the “Michigan Difference.” This change could derail that. Think of it this way: if you see an upcoming bridge that had previously been posted for a two-ton weight limit, then go ahead and try to cross it hauling FOUR tons, what do you think will happen?
The bottom line is that Michigan Medicine can’t increase our workload without compromising something else, whether this ends up being role expectations, employee satisfaction, or patient safety.
Patients should come first, not profits.
Contract Corner: Staffing and Scheduling
By Bethany Moore, RN
With the onset of COVID-19 the healthcare environment has seen innumerable changes. Perhaps one of the greatest changes has been how we deliver outpatient care. With so many nurses now working remotely, changes in staffing levels, reorganization of units and workflows, and realigning of leadership teams, this is an extremely important time to review some of the contract language around scheduling.
Article 13 (Staffing and Scheduling) of the collective bargaining agreement (CBA) speaks to this issue. This article begins with the recognition that the “staffing models…are driven by patient care need and based on a number of variables…” It is important to remember to put the patients first in all of our decisions as professional nurses, ensuring that we have adequate staff to provide safe, high-quality patient care.
General Scheduling Provisions in our CBA begins with Article 13, paragraph 102. Everyone should be following the schedule request calendar to ensure that all staffing needs are met in a timely fashion. Once your schedule has been posted, the employer may not alter your shift (times assigned) without your permission.
Due to some of the institutional changes that have taken place since the onset of the COVID-19 pandemic, some of our members may be asked to change their shifts (though this request must come before the schedule is posted.) If you are affected by these changes, you will want to review Article 13, paragraph 131A regarding shift reassignment.
While unit leadership is permitted to adjust shift length and shift rotation (when you work), all attempts should be made to discuss the changes at the unit level, and to have affected members involved in the decision-making process.
Members may be feeling an increased need for overtime due to loss of some team members to RIF or reassignment, and UMPNC-MNA leadership always encourages the use of Assignment Despite Objection (ADO) forms when conditions are unsafe or when patient care is compromised.
More information about when and how to complete these forms is available at http://www.umpnc.org/assignment-despite-objection.html. Ambulatory care specific ADO form can be found here. There is also an online form for unsafe practices specifically related to COVID-19 situations, which can be found at https://www.minurses.org/covidADO/.
In the event that your clinical area is utilizing overtime, please familiarize yourself with Article 15 in the CBA. There are limits to amount of overtime you can be assigned, as well as specific criteria that need to be met in order to assign (mandate) overtime.
If you ever have questions about any of the provisions of your CBA, please don’t hesitate to reach out to your UMPNC Representatives, who are always happy to help. To find your representative, please visit http://www.umpnc.org/representatives.html, or call the UMPNC office at 734.663.5657.
With the onset of COVID-19 the healthcare environment has seen innumerable changes. Perhaps one of the greatest changes has been how we deliver outpatient care. With so many nurses now working remotely, changes in staffing levels, reorganization of units and workflows, and realigning of leadership teams, this is an extremely important time to review some of the contract language around scheduling.
Article 13 (Staffing and Scheduling) of the collective bargaining agreement (CBA) speaks to this issue. This article begins with the recognition that the “staffing models…are driven by patient care need and based on a number of variables…” It is important to remember to put the patients first in all of our decisions as professional nurses, ensuring that we have adequate staff to provide safe, high-quality patient care.
General Scheduling Provisions in our CBA begins with Article 13, paragraph 102. Everyone should be following the schedule request calendar to ensure that all staffing needs are met in a timely fashion. Once your schedule has been posted, the employer may not alter your shift (times assigned) without your permission.
Due to some of the institutional changes that have taken place since the onset of the COVID-19 pandemic, some of our members may be asked to change their shifts (though this request must come before the schedule is posted.) If you are affected by these changes, you will want to review Article 13, paragraph 131A regarding shift reassignment.
While unit leadership is permitted to adjust shift length and shift rotation (when you work), all attempts should be made to discuss the changes at the unit level, and to have affected members involved in the decision-making process.
Members may be feeling an increased need for overtime due to loss of some team members to RIF or reassignment, and UMPNC-MNA leadership always encourages the use of Assignment Despite Objection (ADO) forms when conditions are unsafe or when patient care is compromised.
More information about when and how to complete these forms is available at http://www.umpnc.org/assignment-despite-objection.html. Ambulatory care specific ADO form can be found here. There is also an online form for unsafe practices specifically related to COVID-19 situations, which can be found at https://www.minurses.org/covidADO/.
In the event that your clinical area is utilizing overtime, please familiarize yourself with Article 15 in the CBA. There are limits to amount of overtime you can be assigned, as well as specific criteria that need to be met in order to assign (mandate) overtime.
If you ever have questions about any of the provisions of your CBA, please don’t hesitate to reach out to your UMPNC Representatives, who are always happy to help. To find your representative, please visit http://www.umpnc.org/representatives.html, or call the UMPNC office at 734.663.5657.