Read Roster Guidelines text version

FINAL VERSION

Balanced Rostering Guidelines

FINAL VERSION

Purpose ................................................................................................................... 3 Principles ................................................................................................................. 4 Roster Build Guidelines ........................................................................................... 9 Step 1: Patient Needs and Operational Requirements ...................................... 10 Step 2: Incorporate Employee Preferences into Roster .................................... 14 Step 3: Operate Roster ...................................................................................... 17 Roster implementation and training guidelines ..................................................... 19 Appendix A ­ Rostering Rules .............................................................................. 20

copyright © Hunter New England Area Health Service 2009

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Purpose

In NSW, the aim of the Health Service is to provide a good experience for people using public health services by making sure that these services are of high quality, appropriate, safe, available when and where needed, and coordinated to meet each individual's needs. Processes that focus on delivering high quality patient outcomes are paramount. In the health context, the primary objective of rostering is to plan and deploy the available skills and resources to best meet patient needs. This must be accomplished with the aim to deliver high levels of staff satisfaction and worklife balance. The rostering method must achieve this in way that meets the health services' objectives of patient outcomes and operational constraints, while also providing a safe working environment that delivers sustainable levels of employee satisfaction. The following diagram is a framework that shows each of the attributes that the rostering method considers when developing a roster:

Translating this conceptual view into a process-diagram shows how each of the 3 key attributes are considered in the step by step procedure of rostering: .

Data to be gathered

Patient needs data Step 2. Incorporate preferences to roster

Roster Build Process

Operational constraints

Step 1. Prepare roster requirements

Step 3. Operate

Employee preferences

The guidelines contained in this document outline the principles, the process, and the constraints that the Hunter New England Area Health Service uses to achieve the goals of balancing the needs of patients, operational requirements, and employees.

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Principles

Given the inherent complexity in balancing the needs when building a roster, the principles have been developed to provide the NUM/MUM (or the delegated Roster Manager) the necessary information on which to base rostering decisions. Whenever a decision needs to be made where there are conflicting needs - such as requests off for the same day or type of shift, or where the granting of a request impacts skill mix in a negative way - the principles provide direction to the NUM/MUM. The roster process recognises that every unit has a unique set of circumstances whether they are operational such as size, case mix, acuity, or whether they are employee focused such as proportion with carer's responsibilities, demographic, or unit culture. This means that the principles are not overly-specific, as doing so will limit the flexibility that the NUM/MUM and employees require when building a roster that meets the needs of their unit. The principles therefore embody the intent of what rostering is seeking to achieve, and apply to all units across the Area.

General Principles Rosters must be prepared to provide appropriate staffing levels and skill mix to ensure that: · Quality nursing care, including continuity of care, is available patients for all shifts 24 hours each day, seven days each week · That staff with appropriate skills mix are available for known fluctuations in demand and also in emergency situations Rosters must be prepared to achieve the appropriate balance between patient, operational and employee needs. Every employee will be able to request their preferences, however the accommodation of these must be within compliance requirements which must be met and are bound by legislation, policy and legal requirements. All employees should be encouraged to be actively involved in the assessment of their roster, including reviews of equity. Having first considered individual employees preferences, rostered shifts and shift sequences should be distributed equitably across the unit. Rosters may be reviewed and/or changed as necessary (eg, as a result of the Performance Management process, at the request of the NUM/MUM or as part of continuous improvement processes).

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Roles & Responsibilities A number of roles exist to deliver the rostering process. Accountability: The person or people who are answerable for the action/decision. Responsibility: The person or people who's job it is to implement the action/decision. Role

Nurse Unit Manager (NUM) Midwifery Unit Manager (MUM)

Who

Nurse Unit Manager Midwifery Unit Manager

Accountable for

· · · Managerial accountability for the roster process Managerial accountability for the cost of the roster Managerial accountability to ensure the roster produced meets all compliance aspects Informing the NUM/MUM of any change in circumstance that will affect a posted roster Be aware of the requirements of the unit Always consulting the NUM/MUM regarding any proposed changes to the roster

Responsible for

· · · Completion of the roster within the specified quality, timeframe Consulting with their employees Seeking signoff of the roster by the Service Manager

Employee

Nurse, Midwife

·

·

· ·

·

· ·

Staffing Service

Staffing Service

·

Accountable to monitor all participants adherence to roster policy when building and operating the roster Accountable to monitor all participants adherence to roster policy when building and operating the roster

· ·

Roster Build Team

Member of the staffing service, or a nominated delegate

· ·

·

·

Roster Manager

Can be the nurse Unit Manager, or a person with which the NUM/MUM has delegated the responsibility of rostering too

·

If it is not the NUM/MUM this person must consult with the NUM/MUM regarding the roster

· ·

Providing roster information (such as preferences) in a timely manner Being aware of the rostering process and how it affects them, how they affect the roster, and how they affects their colleagues Alerting the NUM/MUM to any roster issues Alert the After-hours nurse manager of any last minute changes Supports the ongoing roster process Developing and maintaining training materials for the roster process Support and assist the NUM/MUM and the Roster Manager to build the roster Responsibility to monitor all participants adherence to roster policy when building the roster Responsible for managing the roster within the ward Builds and maintains the roster with the assistance of the roster build team

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Executive Manager

Service Manager, Operations Manager

· ·

·

Sign off that roster meets patient and operational needs Provides guidance and assistant to NUM/MUM in regards to the roster should it be required Ensuring rosters are compliant and meet the requirements of the service and employees Making decisions for rosters whenever the NUM/MUM is not on duty

· ·

Supports the NUM/MUM Assists in review of roster should there be any disputes ie NUM/MUM or employee driven

After Hours Nurse Manager

After Hours Nurse Manager or their nominated delegate

·

· ·

Identifying replacements for last minute roster changes Communicating last minute changes to the roster to the NUM/MUM/Roster Manager

Compliance There are several instruments within which the roster build must comply. These compliance mechanisms have a wider scope than rostering. The provisions in these instruments are mandatory and cannot be excluded from the roster build process. The Roster Manager is not able to operate, or make decisions, that contravene these regulations.

The instruments are: · Legislative requirements (both Federal and State) o Occupational Health & Safety o Human Rights o Anti-discrimination o EEO. Hunter New England Area Health Service is an equal employment opportunity (EEO) employer and recognises its legal obligations under antidiscrimination laws. HNEAHS will ensure that EEO principles are implemented in the rostering process o Workers Compensation o Long Service Leave Act · Award provisions in the Public Health System Nurses'& Midwives' (State) Award. The specific details of the Award that relate to Rostering are found in Appendix A ­ Rostering Rules o Contracted hours o Reasonable workloads Contractual arrangements, for example: o Contracted hours o Permanent night arrangements o Contracted specific day Dept of Health / HNEAHS Policy requirements

·

·

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o o o o o o

Code of Conduct. E.g. all participants must follow the Roster Process in full from start to finish Annual Leave policy Sick leave policy Return to work Reasonable workloads Secondary Employment/Worklife Balance

Patient needs are the first priority Whenever the Roster Manager makes a decision on the roster, patients' needs are always the first priority. All decisions on the granting of employee preferences are to be discussed between the NUM/MUM and are to be tested against their impact on skill mix and resource levels. The intent of this principle is to minimise the risk to patient safety that a shortage of skills or headcount can cause. The skill mix and resource levels must be balanced across each shift (morning. late, night) and each day of the week Monday to Sunday. The unit requires a certain number of staff in each skill mix category for a given shift. Should there be more requests for days off the NUM/MUM will need to discuss this with the individual staff members concerned and decide who will receive the request on that occasion. This however does not preclude the NUM/MUM from making a decision on a case by case basis while still ensuring a safe staffing level/skill mix.

Mutual Benefit Principle for accommodating preferences Given the complex nature of rostering, not all requests for preferences can be accommodated when building a roster. The mutual benefit principle will apply after all compliance requirements have been met. Should there be no negative impact on skill mix and resource levels, preferences should be accommodated where possible, and are to be accommodated where there is no relative net disadvantage to other employees. The outcome of a mutual benefit principle must meet with all relevant compliance requirements. The intent of mutual benefit is to achieve two things: 1. Ensure that all employees have the same level of access to requesting preferences that suit their needs 2. Ensure that the posted roster provides confidence to staff that their individual preferences were considered in the roster build the same way as everybody else's. Examples of mutual benefit:

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·

Employee A requests permanent night shifts, other employees on the unit are happy to work day shifts. All employees are benefited.

Examples where mutual benefit principle may result in some employees not receiving all their preferences: · Employee B requests permanent night shifts, however some other employees on the unit want access to some night shifts, and would miss out on obtaining them if Employee B was fully accommodated. Employee B can only be partly accommodated. Employee C, who is a new starter on the unit, is offered the line that became vacant. This does not suit their work/life balance needs. Other staff on the unit may then need to have their rosters adjusted so that the needs of the new staff member can also be accommodated.

·

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Roster Build Guidelines

The end to end roster build process will follow the 3-Step process in the following figure:

Step 1. Prepare unit requirements template

Step 2. Incorporate preferences

Step 3. Operate roster

a)

NUM identifies unit requirements based on patient needs Roster build team enters unit requirements into roster planner and reviews with NUM Roster planner signed off Roster build team builds unit requirements template, reviews and modifies with NUM Unit requirements template signed off

a) b)

Employees identify roster preferences Roster build team and NUM/MUM incorporates employee preferences into roster Draft roster reviewed with employees to gather feedback Draft roster revised as needed based on feedback from NUM and employees Roster signed off

a) b) c) d)

Leave management entered onto roster Ad hoc changes entered into roster Changes to patient needs incorporated into roster New employees incorporated into roster

b)

c)

c) d)

d)

e)

e)

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Step 1: Patient Needs and Operational Requirements A draft Unit Requirements Template will be constructed for each unit, used as a tool, and represents the patient needs on which the posted Roster ­ after incorporation of staff preferences ­ will be built. It is the Roster Manager's responsibility to consult with staff and with senior management as appropriate, and make the decisions identified in this section. This does not preclude the NUM/MUM accountability of ensuring that the necessary processes have been followed, compliance has been achieved, and that patient needs and employee preferences have been appropriately considered and incorporated. Roster decisions will be based on compliance requirements, patient needs and staff safety, operational requirements, employee needs and preferences, and knowledge of unit operations and unit staff. Future recruitment needs should be considered when building the baseline roster. a) NUM/MUM identifies unit requirements based on patient needs

Staffing Levels and Skill Mix 1. The Unit Requirements template will be built according to, the unique skill mix needs and acuity of the unit, as identified by the NUM/MUM. 2. The NUM/MUM will be responsible for identifying and regularly reviewing the Skill Mix categories required on the unit, based on the HNEAHS Skill Mix Category Guidelines. Service Managers and employees are consulted in this process. 3. Assignment of staff to skill categories will be determined by the NUM/MUM in conjunction with the Roster Build Team, and with direction from the Director of Nursing/Midwifery. Service Managers and employees are consulted in this process. 4. The NUM/MUM will identify what shift lengths, and start/end times can be used across each of the skill mix categories, and across times of the day based on compliance requirements and patient need. 5. The NUM/MUM will identify how many staff are needed on each shift, in each skill mix category, including identifying seasonal and planned changes in activity levels to deliver a safe service. 6. The NUM/MUM will identify how many students, undergraduate AIN's, TEN's, midwifery students, or any other "in training" group that are applicable to that unit, are to be rostered on each shift, if applicable, and whether students should be rostered as a separate skill mix category or part of another skill mix category. 7. The Posted rosters will be built to meet the unit requirements, i.e. all required shifts will be covered in the required skill mix category, and there will be no excess shifts created (over unit requirements) in the Unit Requirements Template. Excess shifts needed for unplanned increases in workload will be processed according to the previously

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approved HNEAHS "Workload Increase" process, which identifies the necessary signoffs for excess shifts. (This process cannot override the workload clause in the Award ­ clause 53). 8. The NUM/MUM will identify "on call" requirements, including whether "on call" is used/needed on the unit, what time the "on call" shifts start and end, and how many staff need to be rostered to be on call. 9. The requirements under the workload Clause 53 in the Public Health System Nurses & Midwives (State) Award e.g General workload monitoring tool will be followed. Staffing levels are reviewed periodically based on the information from these tools, however the information from the tools are not the only aspects which need to be considered when looking at Nurses/Midwives workloads.

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Additional Operational Requirements In addition to the patient needs, a number of additional operational requirements will be gathered from the Roster Manager before the draft Unit Requirements Template is developed. These include: 1. Requirements for rotational positions such as new graduates and student midwives who are not part of the permanent staff, and rotate from one unit to another 2. Identification of staff who work on multiple units on an ongoing basis, to ensure that their rosters do not overlap between the units, and that they fit the unit requirements for each unit. 3. Requirements for matching rosters of Educators / Preceptors / Mentor with Preceptee rosters 4. Requirements for rostering of Students. 5. Employees who require return to work programs under workers compensation legislation

b) Roster Build Team enters unit requirements into roster planner and reviews with NUM The Roster Build Team prepares the roster planner with the information provided by the Roster Manager. An iterative review will occur with the Roster Manager to ensure that patient needs, operational constraints and compliance are being met. c) Roster planner signed off The NUM/MUM is accountable and responsible to gain sign off Executive management are accountable for sign off. d) Roster build team builds Unit Requirements Template, reviews and modifies with NUM/MUM

1. The Roster Manager will determine the sequence of shifts that best suit the overall needs of the unit. These will act as a starting point to apply preferences to in Step 2 of the roster process. The information required will cover the sequence off shifts over a rostered on period (i.e. from first day to last day), and distribution of shifts over the longer term (e.g. starting shifts, finishing shifts). The sequences must comply with all relevant compliance requirements. 2. If the Roster Manager has identified that the Unit Requirements Template should contain consistent runs of shift type (e.g. successive M shifts over the week), they will also identify how long the shift type will run before changing to another shift type.

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Unit Requirements Template: Shift and Weekend Distribution 1. In the Unit Requirements Template, day, afternoon, and night shifts will be shared evenly amongst draft roster lines, and pro-rated by FTE, as much as possible. 2. In the Unit Requirements Template, weekend work will be evenly shared amongst the draft roster lines, and pro-rated by FTE as much as possible. 3. In the Unit Requirements Template, weekends off should not be limited to full weekends. 4. In the Unit Requirements Template, weekends off will be as evenly spaced as possible. 5. These principles apply to the Unit Requirements Template, however the distribution of M, L & N shifts, and of penalty shifts, may change during the incorporation of employee preferences. For example, if some staff prefer weekend shifts, and other staff prefer weekday shifts, or if some staff prefer as many nights as possible and others as few nights as possible, these preferences are to be met under the principle of mutual benefit, even if this results in uneven distribution of these shifts. 6. Roster cycle length is determined by weighing up the following factors: number of staff in ward, number of skill categories and number of shifts required. The NUM/MUM and the Roster Build team will work together to determine the optimum length

1. Unit Requirements Template: Quick Shifts HNEAHS's approach to quick shifts is guided by fatigue management and occupational health and safety principles. Quick shifts should be minimised in roster lines where mixed blocks are utilised. 2. The Roster Manager will identify whether the Unit Requirements Template for each skill mix category should contain minimal quick shifts, or try to avoid quick shifts altogether. 3. Quick shifts that would result in an overtime cost will not be rostered.

e) Unit Requirements Template signed off

The NUM/MUM is accountable and responsible for sign off Executive management are accountable for sign off

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Step 2: Incorporate Employee Preferences into Roster In order to allow employees better access to their roster preferences, as much as is practically possible roster preferences will be gathered from unit staff and incorporated into roster This will occur without compromising skill mix, staff/patient safety and operational constraints including compliance. A periodic review of employee preferences will occur to provide employees the opportunity to update their preferences. a) Employees identify roster preferences 1. Individual staff members will submit written roster preferences to the Roster Manager, using a standardised Employee Preference form. The preference form is to collect the roster preferences of individual employees ­ not their individual circumstances. As the preference form is a document that can be accessed by all staff in the ward, the Roster Manager must be cognisant of privacy considerations. 2. Roster preferences will be based on themes and can include one or more themes depending on employees needs. They can include preferences for shift type (morning, late, night), weekday vs. weekend or specific days of the week (to work or not work). They are the preferences and requirements derived from long term needs such as carer's responsibilities or seasonal sport, study, other personal commitments. (Requests for specific days off are provided for in Step 3 ­ Operate. These are requests that apply to specific dates, or are short term in nature) 3. The Roster Build Team will review staff preferences with the Roster Manager, and discuss with NUM/MUM and staff wherever clarification is required.

b) Roster build team and NUM/MUM incorporate employee preferences into a draft roster A draft Roster will be developed using the Unit Requirements Template and incorporating employee preferences. The preferences are initially assessed by the NUM/MUM with the Roster Build team, then the Roster Build Team will process the preferences based on this guidance. While it will be attempted to incorporate as many preferences as possible, it is understood that it is unlikely that all employee preferences will be able to be met all the time. Example of roster requests relevant to EEO and Anti ­Discrimination law: Nurses who have carer's responsibilities and/or disabilities have the right to request that reasonable adjustments be made to the roster to enable them to participate equally in employment with nurses who do not have carers' responsibilities or a disability.

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In general the employer (NUM/MUM) can only refuse to make the adjustment if it is not reasonable in all the circumstances and/or it would cause an unjustifiable hardship to the employer. For further information on discrimination law contact HNE Health Human Resources, the NSW Nurses' Association or go the Anti-Discrimination Board's website at the address below: http://www.lawlink.nsw.gov.au/lawlink/adb/ll_adb.nsf/pages/adb_adlaw Each skill category section of the roster will be adjusted to incorporate preferences that are mutually beneficial to the staff within the skill category, to the extent possible such that there is no compromise to compliance requirements, approved skill mix and staffing levels, or to other staff. In the case that an employee works across two units, the Roster Managers for each unit and the Roster Build team must communicate to ensure the rosters are compliant with the guidelines. The draft Roster will be reviewed with the NUM/MUM and with staff for further feedback, prior to finalisation. Roster Guidelines: Preferential Nights 1. Compliance requirements & safety considerations ... 2. There will be a mandatory rotation off of night duties within a 12 month period to be decided between NUM/MUM to allow for educational purposes, training, professional development, 3. There is an expectation of a total of 4 weeks over a 12 month period for rotating off night shifts. This may be split into 2 or more smaller durations, depending on the unit and employee needs. Operating within the compliance framework, the NUM/MUM will consult with the employee to provide a solution that incorporates preferences (such as rotating off nights after a period of annual leave).

c) Draft roster reviewed with staff This process step is designed to provide employees the opportunity to further enhance the roster over and above what was achieved by the Roster Manager and the Roster Build Team. To provide the maximum level of visibility into the decisions made during the roster build process, employees will be provided with all relevant information pertaining to the build, as contained on the: · · · · Unit Requirements Template Draft Roster Other operational data collected as part of the Roster Build process (e.g. budget information) Compliance documents, e.g. award provisions, policies

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d) Draft roster revised as needed based on feedback from NUM/MUM and employees The Roster Build Team will then support the Roster Manager to incorporate the feedback and additional request from employees during the consultation. Roster Guidelines: Employee requested swaps Employees are able to consult with each other, then initiate swaps for submission to the Roster Manager for consideration. The approval criteria will follow the same guidelines as above: · Compliance requirements are met · · No compromise to resource level or skill mix The principle of mutual benefit applies.

Employee requested swaps must be approved by the Roster Builder/NUM/MUM. If a request cannot be met, The NUM/MUM at this point will discuss options with the staff member and decide if the request can be met in some other way. Subsequent to gaining approval, the draft roster is further customised to reflect the employee requested swap, and this swap remains in place as a part of the final posted roster. Date-specific swaps for a specific event (such as a wedding, study requirement etc - usually for a single occurrence on a specific date) are provided for as ad-hoc swaps in `Step 3 Operate'. 1. Employee generated swaps can involve 2 or more employees 2. A request to swap can only be submitted to the Roster Manager /NUM/MUM on the approved form. Signatures from all employees party to the swap are required 3. Employee initiated swaps will not be approved if doing so will breach compliance requirements, negatively impact skill mix and resource level requirements 4. There are no limitations on the amount of requests an employee wishes to submit 5. The NUM/MUM, or their delegated Roster Manager will be available to assist any employee when they are seeking to submit a request.

e) Draft Roster signed off The NUM/MUM is accountable and responsible for sign off Executive management are accountable for sign off The final output is the Posted Roster

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Step 3: Operate Roster The processes and guidelines in this refer to managing the roster on an ongoing basis. a. Leave Management entered into roster 1. Each NUM/MUM is responsible for following the leave requirements set out in the Public Health System Nurses and Midwives (State) Award and policy/procedure approved HNEAHS process to determine, with the appropriate approvals from their Executive management, the appropriate number of staff in each skill mix category to be away on leave each week. 2. Each NUM/MUM is responsible for ensuring that the appropriate number of staff is on leave each week, according to the approved HNEAHS Leave Planning process and award provisions. 3. Management of study leave, conference leave, trade union leave, committee meetings (or similar non-annual/long service leave) is the responsibility of the NUM/MUM, as per approved HNEAHS Leave Management and Exception Management Guidelines. 4. Accounting for high leave demand times of year (such as School holidays, Easter, Christmas) will follow the same principles as for rostering, where the unique needs of the unit and employees are considered. Roster planning for these times of year will not affect the posted roster, they will be adjustments to it.

b. Changes entered into roster Changes happen over time due to changing employee circumstances such as attending a wedding or changing carer's needs. The changes are usually for specific days or shifts, can be ad hoc or known in advance. 1. A roster change can be initiated by the NUM/MUM or an employee or group of employees. The employee/s must consult with the NUM/MUM seeking approval prior to any ad hoc swap being enacted. If this was to occur after hours and the change would impact immediately eg the following shift, the employee must consult with the Afterhours Nurse Manager to seek approval. 2. The NUM/MUM will use all information available to them ­ including the Roster Guidelines - when determining whether to accommodate a request for an ad hoc roster change. 3. A roster change can result in a swap, the creation of a relief shift, or not be covered as determined by the NUM/MUM. This decision must fit within the operational requirements of the unit, such as proper use of overtime.

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c. New employees incorporated into roster 1. When a new staff member is hired into the unit, their roster preferences will be discussed with the NUM/MUM. 2. The objective in incorporating the new starter will be to minimise disruption of the roster changes as much as practically possible, and follow in this order: 2.1. 2.2. Attempt to recruit into the vacancy Should the new employee have specific preferences there will be a consultative process involving the NUM/MUM and employees to ensure this is considered and accommodated as much as possible. In the case that employee preferences are incompatible, the Unit Requirements Template will be used as a starting point, and taking an updated list of employee preferences, an adjusted roster will be built taking current and new staff preferences into full consideration. This process will seek to minimise the impact on existing employees, for example keeping the adjustments to within the effected skill category.

2.3.

The NUM/MUM can seek assistance from the Roster Build team as required

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Roster implementation and training guidelines

Training will be provided to all employees whenever a need is identified, for example when a new roster is implemented, a new employee starts, or for refresher training. The Staffing Service and the Roster Build team will be available to provide training to NUM/MUMs and employees during implementation and on an ongoing basis. Likewise, the Staffing Service will be available to answer all questions related to the use of the Roster Guidelines. In addition, training material and FAQ's will be available to employees on the HNE Intranet.

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Appendix A ­ Rostering Rules

The following rules apply to all stages of the Roster Build process, and are considered a compliance requirement. 1. Single shifts preceded and followed by a day off should be avoided but may be appropriate for some part time rosters. 2. Single Night shifts, in isolation, should be avoided but may be required and approved by the NUM/MUM for some rosters, or to meet unit needs. 3. Single days off should be avoided but may be appropriate for some part time roster lines. 4. The Roster Manager has the choice over how long consecutive days can be rostered. They will identify whether the draft lines for each skill mix category will maximise the number of consecutive days worked, and length of stretches of days off, (i.e. contain predominantly consecutive shifts up to the maximum number of shifts allowed by Award) OR contain predominantly shorter consecutive days worked and shorter stretches of days off, OR contain a combination of both. 5. The Roster Manager/NUM/MUM will specify the maximum consecutive night shifts that can be worked for each skill mix category on the unit. 6. At least two full days off will be rostered after each shift sequence of night duty. 7. If an employee is rostered on a Friday night, that weekend will not count as a full weekend off, but will count as a part weekend off. A full weekend is defined as Saturday & Sunday, part weekend is defined as either Saturday or Sunday off. 8. HNEAHS's approach to approving quick shift requests is guided by fatigue management and occupational health and safety principles, and the Award as it is stipulated in clause 4 iv a. Employees will have the flexibility to arrange quick shifts at their own choice through this process, subject to NUM/MUM approval and operational needs. 9. Requests to swap into a quick shift that will result in overtime will not be permitted. Quick shifts that result in an overtime cost are only permitted if requested by the NUM/MUM to meet patient and operational needs.

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Following are the Award Clauses applicable to rostering which are a part of the compliance requirements. Other Clauses in the Award also need to be met under the compliance requirements and should be referred to as required. The NUM/MUM's and the Roster Managers must be conversant with all the requirements detailed in these clauses. The Clauses taken from the Public Health System Nurses' & Midwives (State) Award that are applicable to the rostering are: 3 4 5 6 8 12 15 19 25 29 30 32 33 34 35 37 42 45 46 49 53 54 55 56 Definitions Hour of work and free time of Employees other than Directors of Nursing and Area Managers,Nurse Education Pilot Roster Projects Introduction of Change Rosters Special Allowances Penalty Rates for Shift Work and Weekend Work Trainee Enrolled Nurses Overtime Part-time,Casual and Temporary Employees Annual Leave Family and Community Services Leave and Personal/Carers'Leave Long Service Leave Maternity,Adoption and Parental Leave Military Leave Sick Leave Proportion Termination of Employment Labour Flexibility Antidiscrimination Reasonable Workloads Trade Union Activities Learning &Development Leave Career Break Scheme

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Appendix B ­Preference Form

Preference Form - Ongoing Preferences This form is designed for you to record the preferences you have for your roster on an ongoing basis. It is not designed to record one-off or date-specific requests: they can be recorded on the Request form Name: Pay #: Unit/Ward: Classification: eg, RN/EN/CNS Skill Category: eg, Category 1 or 2 or 3 etc...(If known) Prefer to work Prefer not to work Shift Types Majority day shifts Majority afternoon shifts Majority night shifts Mix of AM /PM shifts Mix of AM/Night shifts Mix of PM/Night shifts Mix of All shifts Weekends Majority M-F Shifts Majority Weekend Shifts Mixture of Mon-Fri and Weekends Consecutive Consecutive shifts Non-Consecutive Shifts, ie. Days off between shifts where possible Other Preferences

Neutral

Accommodation of preferences will be within compliance requirements which must be met and are bound by legislation, policy and legal requirements. There is no guarantee that a preference will be accommodated. Should there be no negative impact on skill mix and resource levels, preferences will be accommodated where possible, and are to be accommodated where there is no relative net disadvantage to other employees.

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Appendix C ­ Acknowledgements These guidelines were developed by a collaborative working group comprising members of Hunter New England management, the NSW Nurses Association, and members of the USCC. The working group utilised information gained from the research study into rostering across six units in JHH and Maitland: · · · · · · · · · · · · · · Dale Mason Gerard Jeffery Greg Groombridge Greg Ribbons Helene Anderson Julie Tait Keith Drinkwater Leanne Reeves Ronelle Kiernan Roz Norman Wendy Goodman Elsie May Henson Debbi Long (external adviser) Blair Hopkins (external adviser)

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APPENDIX D Skill Mix Category Guidelines

HNE Health is committed to ensuring that staffing and skill mix support the achievement of safe patient care. In accordance with the Balanced Rostering Guidelines, rosters are to be built according to the unique skill mix needs and acuity of the unit, as identified by the NUM/MUM. The skill mix category guidelines below have been developed to assist the NUM/MUM in this process. All staff will work within their scope of practice. A staff member may belong to different categories on different units, as determined by the manager of each unit. Nothing in the Skill Mix Category Guidelines should be interpreted as being intended to dilute skill mix. The skill mix category guidelines support the NUM/MUM's decisions for inclusion of individuals in relevant categories based on objective criteria.

Capability Framework and Descriptors Supporting Skill Mix Categories

Technical Capabilities ­ Nursing and Midwifery

Group 1

Registered Nurse/Midwife with significant experience and who is able to demonstrate the following core capabilities: Core Capabilities Able to effectively plan and coordinate best practice nursing/midwifery care within the context of a clinical environment and demonstrate effective clinical leadership within the nursing team and complex clinical settings. Provides comprehensive care with a high degree of autonomy. Demonstrates highly developed clinical judgement and decision making skills in complex situations. Demonstrates leadership within the nursing team in the coordination and delivery of nursing care. Provides clinical support for nursing colleagues and other health professionals.

Group 2

Registered Nurse/Midwife with post-graduate experience and who is able to demonstrate the following core capabilities: Core Capabilities Possesses the knowledge and skills to practise effectively within the multidisciplinary team in the coordination and delivery of nursing/midwifery care to patients within the context of a clinical environment. Possesses the capability to provide clinical advice and practice direction to nursing colleagues and other health professionals as required. Provides comprehensive care as an interdependent team member.

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Demonstrates well developed clinical judgement and decision making skills in complex situations. Provides clinical support within the nursing team.

Enrolled Nurse with post enrolment experience in specialty and who is able to demonstrate the following core capabilities: Core Capabilities Possesses the knowledge and skills to practise effectively within the multidisciplinary team in collaboration with the registered nurse. Able to contribute to the coordination and delivery of nursing care to patients within the context of a clinical environment. Possesses the capability to provide clinical and practice input to nursing colleagues as required. Provides comprehensive care in stable situations as an interdependent team member requiring less direct supervision from the Registered Nurse. Demonstrates clinical judgement and decision making skills. Provides clinical support to others in the nursing team.

Group 3

Registered Nurse/Midwife with limited experience and who is able to demonstrate the following core capabilities: Core Capabilities Able to work effectively as part of the multidisciplinary team in the delivery of complex and specialised nursing/midwifery care required within the context of the clinical environment when appropriately supported and supervised. Provides comprehensive care as a supported team member. Demonstrates effective clinical judgement and decision making skills.

Enrolled Nurse with limited experience and who is able to demonstrate the following core capabilities: Core Capabilities Able to work effectively as part of the multidisciplinary team in the delivery of complex and specialised nursing/midwifery care required within the context of the clinical environment when appropriately supported and supervised and directed by the Registered Nurse. Contributes to the provision of comprehensive care as a supported and supervised team member. Contributes to effective clinical decision making.

Group 4

Assistant in Nursing ­ must hold either Certificate III in Health Services Assistance or Certificate III in Aged Care (depending on the clinical context) or enrolled in a Bachelor of Nursing or a Diploma/Certificate IV Enrolled Nursing program and be able to demonstrate the following core capabilities:

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FINAL VERSION

Core Capabilities Possesses the knowledge and skills required to provide assistance to registered and enrolled nurses in the delivery of aspects of nursing care in clinical environments. Demonstrates ability to work within a nursing team in a clinical environment. Implementation of Skill Mix Categories Nursing and midwifery staff will be assigned to skill mix categories consistent with the principles outlined in the Balanced Rostering Guidelines. Nursing and midwifery staff are to be consulted throughout the assignment process. Where a staff member has concerns about the skill category to which their Nursing/Midwifery Unit Manager has assigned them, the staff member should discuss the matter with the Unit Manager in the first instance. Should the staff member's concerns not be resolved through discussions with the Nursing/Midwifery Unit Manager, then the staff members concerns should be referred to the next level line manager for review. It is a core expectation for all HNE Health staff that they have a current performance development and review (PDR) agreement in place. As such, the assignment of nursing and midwifery staff should be based on a `no surprises' principle. Assignment of nursing and midwifery staff to skill mix categories is not to be used as a substitute for proper and ongoing PDR processes at a unit level.

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Information

Roster Guidelines

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