What’s the $ implication of a 10-year agreement?
The conversation continues and today we answer more of your questions. For past Q & As, refer to our November 14 article and previously published submissions to VCH News-Vancouver.
If you have a question you’d still like to ask, email us.
Today’s answered questions
Q. What changes in public finance would VCH require to implement a 10 year agreement with staff?Currently the K-12 education sector is undergoing changes in governance and negotiating for a 10 year agreement with teachers. This will require a restructuring of the public finance regime so as to avoid wage reopeners amongst other factors.
Changes required to accommodate a ten year term will undoubtedly alter the current service delivery model in fundamental ways, most notably public finance. Some differences in the financial regime between VCH and K-12 sector are apparent.
VCH is required to zero out its budget March 31st, similar to other sectors. The education sector K-12 school board budgets already have one of the requirements for long term arrangement – budgets permit ‘surplus’ to be carried over for multiple years. The ‘surplus’ includes funds actually dedicated to purchases that have yet to be delivered, shareable capital allocations, and actual unallocated funds.
What other changes in public finance would VCH require to implement a 10 year agreement with staff?
A. It’s an interesting question, but one that isn’t relevant to VCH and other B.C. health authorities. We checked in with our colleagues at Employee Engagement and they say that they’re unaware of any plans for a 10-year collective agreement in the health sector, and they don’t foresee any changes in governance related to a longer collective agreement term.
Q. If you want your entire workforce vaccinated against influenza and you are interested in “engagement”, why would you discontinue the free flu shot clinics at VGH?
A. We have good news: staff flu clinics will be held at VGH November 26 to December 5. There are other options for you as well. Refer to this week’s VCH-Vancouver News story on our peer nurse immunizers and other immunization options.
Q. A goal of the transitioning process from a 36 hour work week to a 37.5 hour work week was to build schedules that “optimizes the consistent access to services for our clients and patients”. With respect to in-house based community mental health services this was translated as increased accessibility to services over a 7.5 hour – 5 days per week schedule from an 8 hour – 9 day fortnight schedule.
Of interest is the efficiency of actual service delivery of the 37.5 hours in terms of:
- Total hours allocated to the 7.5 hour – 5 days per week schedule;
- The service provided in terms of scheduled contact hours with clients and patients.
A comparator would be the same measures for the 36 hour work week.
The matter of measuring consistent access to services presents an equity issue as the 7.5 hour day re-directs coverage to clients, patients, and their families available during the day and inconveniences, perhaps cuts out those working or in school. Albeit an approximation is:
- The early and late contacts accommodated by the ‘book ends’ provided in the 8 hour day.
- The number of staggered schedules in the 7.5 hour – 5 days per week.
These measures do not address the team aspect of doctor provided services, and disruption to seamless delivery of mental health services.
But they will go some way to promoting the transition and loss of scheduled days off of by a committed staff.
A. We recognize that this has been a difficult adjustment for some, but we’re also pleased to report that the shift to a 37.5-hour work week is accomplishing our first and foremost goal: expand patient and client access to service.
Across VCH, a total of 359 — that’s 80% of units requiring a rotation change — have improved access by smoothing their service hours through the week so patients/clients experience consistent service hours each weekday. Of these 359 units, 10% also increased evening staffing and an additional 10% also increased weekend staffing, providing options for those at work or in school 9 to 5.
Within Vancouver, the numbers break down as follows:
- Vancouver Community: 135 units (79% of units requiring rotation change) have improved patient and client access to services
- Vancouver Acute: 94 units (60% of units requiring rotation change) have improved patient and client access to services
With respect to mental health services, program interlinks with acute services have improved as there’s now full access and staffing five days a week instead of four – and this means we’re enhancing the continuum of care for our mental health patients/clients.
As we’ve said before, we recognize that the shift has been difficult, but we also have faith in our staff, their professionalism and their commitment to provide best care. A 37.5-hour work week allows our teams to deliver more quality care and service cost-effectively.
Q. Why are the residents at George Pearson Centre not being engaged in the plans for their new home on that site?
A. This is simply not true. Pearson residents and their loved ones and families have been extensively consulted with since our public process formally began a year ago. The Pearson Residents Redevelopment Group, entirely composed of residents, has been advocating on behalf of all Pearson clients and residents throughout the preliminary design and consultation process, including participating in three public Open Houses, several community roundtables, a design charette, and in on-going Community Advisory Group meetings. Additionally, many other residents have been involved on their own, attending several of the previously mentioned consultations. VCH has been working hard to ensure every resident who wants to have input is given the opportunity to do just that. Also, all GPC and Dogwood Lodge residents and their families are made aware well in advance of GPC redevelopment meetings or events so that they may attend. Residents and staff of GPC are welcome to visit the project office located in Ward 7 of George Pearson Centre. More information is also available at the Pearson Dogwood Redevelopment website.
Q. Along with a great deal of other research, the 2011 study DiverseCity Counts pointed out that there is only one demographic that moves into leadership positions in most sectors including VCH. I have spoken to supervisors and managers who say that diversity awareness is not part of any leadership training at VCH. I have also heard managers express uninformed ideas about diversity, racism, prejudice, stigma, etc. and have behaviours which promote only one demographic. Is there any plan to include equality of opportunity and diversity as part of an employee engagement goal in VCH?
A. While some public sector employers in B.C. track recruitment of the four employment equity groups (members of visible minorities, women, people with disabilities and Aboriginal peoples), this has not been done to date in health care. To do so we would have to ask current and new employees if they belong to any of the employment equity groups, and there is a concern that employees would find that a violation of their privacy.
Having said that, our Employee Engagement (EE) department offers these services and supports to all staff:
- Professional development: VCH Management Development and Education provides frontline supervisor training you can access through the CCRS system and which can help staff achieve their career goals.
- Hiring and recruitment: Hiring decisions are made based on each applicant’s skills, abilities and competencies. EE will be announcing new management competencies in January, a shorter more practical list, and there will be information sessions for employees about those competencies. Online job postings provide information about the requirements for particular jobs and additional information is available by phoning the Recruitment Services at 604 675-2500.Understanding the qualifications helps employees to plan their careers and understand what courses they can take outside of VCH to qualify for VCH management positions. Asking advice from your manager may also provide useful information to assist with career planning, depending on your career choices.
- Respectful workplace: EE has not received any complaints about discrimination based on race. We also know that it’s not easy to report or deal with disrespectful behaviour in the workplace. To make it easier to address incidents of disrespectful behaviour, EE will be introducing a new policy on Respect in the Workplace in January. This new policy will include a 1-800 telephone number where employees can report problems with disrespectful behaviour and bullying. Every reported incident will be investigated and resolved. In the meantime, you can report complaints to EmployeeEngagementInquiries@vch.ca.
Last but not least, if you have a concern or are seeking help, Anne Harvey, vice-president of EE, and Wayne Balshin, executive director, employee relations, would gladly speak with you as well.