Labor Management Partnership

QNCD Update: Staffing Improvements and Challenges

March2016StaffingReportCardA spot check on staffing conducted earlier this month by SEIU Local 1991 members showed improvements in some areas, but persistent challenges in others.

This was the second spot check conducted by the union to gauge compliance with the new staffing ratios article in the contract.

Holtz Hospital made the  most progress, meeting ratios 95% of the time and having the charge nurse free of assignment 99% of the time.

At Jackson North, after  opening the sixth floor, staffing issues in the two telemetry units pulled down the numbers for the hospital as a whole. Management is challenged with hiring staff for the third and sixth floors and is also creating a float pool.

At Jackson South, staffing struggled to keep up with increased patient volumes, especially in the ICU and worked to handle daily issues.

The Quality Nursing and Career Development Committee (QNCD) met on March 15 to review the data. This was an opportunity for frontline RNs and management to discuss the challenges and suggest solutions related to staffing.

Management and union members talked creatively about several strategies to improve retention and recruitment, as we all agree the solution is to hire and retain qualified nurses.

Local 1991 President Marker Baker, RN, urged management to increase efforts to utilize our own nurses to market the many unique benefits of Jackson. Other committee members spoke about the need for more unit-based nurse educators to help train all the new hires. Several other strategies discussed related to per diem employees, sign-on bonuses and more.

Find more details of the QNCD meeting here.


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Safe Patient Handling Project Testing New Equipment

Committee co-chair Vicki Gonzalez, RN, leads a multi-disciplinary team of employees and management.

Committee co-chair Vicki Gonzalez, RN, leads a multi-disciplinary team of employees and management.

A joint labor and management project to make lifting and handling patients at Jackson safer will soon be implemented for the first units to receive ceiling lifts and mobile equipment.

Members who’ve been wondering where the batteries are in the new machines sitting in their units will get to test them out after receiving training and practice on the equipment.
The first  phase will include Trauma ICU, Trauma 3A, 3B, 4B, the ERs, Transportation and Clinical Staff Office at Jackson Main, as well as specialties such as PT/OT. The program will eventually roll out across the system.
The first training will be for unit leaders, or Transfer Mobility Coaches (TMCs), who can then help to train and support the staff on their unit. The TMCs will begin training on Feb. 9. General staff training will occur from Feb. 16-April 8.
Sign up through the JEN system to be one of the first to use the new equipment!
The Safe Patient Handling project is a partnership between employees and management that calls for reducing patient handling injuries to employees by 60% a year. A multi-disciplinary committee at Jackson includes a nurse educator, staff nurses,  physical therapists, occupational therapists, a clinical expert familiar with the Arjo Huntleigh program and several members of hospital management.
The committee works together to oversee the process by which equipment will be purchased, installed, maintained and used by front-line caregivers on all three campuses.
The SPH Committee meets twice a month to monitor the rollout of the safe lift program at Jackson.

The SPH Committee meets twice a month to monitor the rollout of the safe lift program at Jackson.

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Labor Management Partnership Launches


Jackson CEO Carlos Migoya and SEIU Local 1991 president Martha Baker, RN, launch the partnership together.

The energy was palpable in DTC Oct. 29 and 30, as Jackson management and SEIU Local 1991 members launched an exciting new partnership to transform Jackson’s culture into one of constant learning and collaboration at all levels.

The Labor Management Partnership (LMP) was negotiated in the current contract. It is modeled after the successful, long-running partnership agreements at Kaiser Permanente, (covering more than 100,000 union employees, 14,000 managers and 18,000 physicians in seven states and Washington, D.C.).
The partnership launch at Jackson included more than 100 members and managers from a variety of units. The group came together to learn about the process and begin training to work in teams to tackle issues in their areas.

“For way too long we have been in an environment where we have been on the reactive side, not on the proactive side,” said Jackson CEO Carlos Migoya. “Our patients are expecting different things than they did 10, 20 years ago and we need to be prepared for that. It’s important we all work together as to what that future looks like.”
Several projects were chosen as the tests on which to develop a process that will then be used to solve any challenge that arises. It’s about building smart, flexible teams of employees and managers who work together as a true team to improve the quality of care we deliver. Each project is sponsored by one Local 1991 leader and one top Jackson manager.
Five units at JMH will be working on ways to improve HCAHPS scores. The units include SW 5, SW 6, WW 6, WW 10 and WW 11. Each team, which includes nurse managers and front-line staff, will be coming up with strategies to increase patient satisfaction ratings by improving elements such as effective communication among nurses, doctors, patients and families, among many other factors.
These Unit Based Teams (UBTs) are the guinea pigs, so to speak. Their experience over the next year will help us all tweak the process that will eventually roll out to every unit across the system.
Other projects include:
  • A team in Trauma ICU will be working on a project to reduce or eliminate ventilator-associated pneumonia in the trauma ICU.
  • The Safe Patient Handling team will set new goals for our patient-safety measures and tactics to reach and permanently sustain those standards.
  • A group of ER veterans will establish a clear method for improving processes such as routing low-acuity cases through a fast-track system.
  • Primary care strategy: for Jackson to deliver world-class care for all its patients in a complex and changing market, we need to spend more energy keeping people well instead of just treating them when they’re sick. SEIU will work closely with management on this transformation, which will take shape over the upcoming year.
(including SEIU President Martha Baker, RN, TICU nurse Carla Quigley, RN, clinical pharmacist Sereda White and ER physician Dr. David Woolsey) and another from the Jackson leadership team (Michelle Kligman, associate vice president for human resources, Don Steigman, executive vice president and chief operating officer, Mark Knight, executive vice president and chief financial officer, and Gila Kimmelman, one of Jackson’s most experienced process-improvement executives).

The Senior Partnership Committee consists of  (front row) ER physician Dr. David Woolsey, SEIU President Martha Baker, RN, CFO Mark Knight, (back row) clinical pharmacist Sereda White, COO Don Steigman, Michelle Kligman, associate vice president for human resources, CNO Indra Battle-Triana, RN and TICU nurse Carla Quigley, RN.


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Labor and Management Partnership to Improve Staffing Ratios

The Quality Nursing and Career Development Committee launched its first meeting Feb. 20 to begin improving staffing ratios throughout the system.

Local 1991 negotiated new nurse-to-patient staffing ratios in the 2014-2017 contract.

The timing couldn’t be better. Patient volumes are up in many areas, which is good news, but also means more short-term staffing challenges.

The QNCD Committee, comprised of Local 1991 members and JHS management,  will meet on a regular basis to discuss, prioritize and monitor the process of implementing the new ratios unit by unit.

The contract calls for the new ratios to be  in place in at least 50% of units by April 1, 2015, and in all by Oct. 1, 2015. Click here for more information.

The QNCD Committee represents a true partnership between front-line employees and management and is a huge victory for us, our patients, and better quality care at JHS.

Meanwhile, Local 1991members have been steadily working with management at all levels to improve the number of posted positions. Posts are up by 20%, with priorities in the ICUs, ORs and ERs.

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