Annual Report 2014 - St.Boniface Nurses

Transcription

Annual Report 2014
February 2015
Read this Annual Report and bring it with you to our
45 th Annual General Meeting
on
Wednesday, March 4, 2015
Norwood Hotel
112 Marion Street, Winnipeg
“Confidential within St. Boniface Nurses Local 5”
St. Boniface Nurses Local 5
Page 2 - Annual Report 2014
Local 5 Upcoming Meeting Dates
Pre MNU AGM Meeting
Tuesday, April 14, 2015 @ 1900 hrs
Taché Room - Norwood Hotel
Open to all Local 5 members. To prepare for the MNU AGM.
Proxy Votes:
Manitoba Nurses’ Union - Annual General Meeting 2015
Please read carefully!
Article IX—Elections
Open to all MNU members however, only elected voting delegates may vote on motions.
9.04 A member who is
unable to attend the
annual meeting only by
reason of being on duty
may appoint another
member as her/his proxy,
provided that no member
shall hold more than two
(2) Proxies.
Welcome reception Monday evening, April 27, 2015
April 28 & 29, 2015 (Annual Meeting)
April 30, 2015 (Education Day)
Victoria Inn, Winnipeg
The proxy must be
completed and the
original signed by the
member who is working,
indicating which member
he/she is assigning the
proxy to.
PROXY - MARCH 4, 2015
I,
a member in good standing of St. Boniface Nurses Local 5, of the Manitoba
Nurses' Union, by reason of being on duty, hereby assign my Proxy vote for the 2015 MNU Local 5 Annual General
Meeting to the member listed below, who is a member in good standing of St. Boniface Nurses Local 5.
Signature
Name of Membe r Rece iving Proxy (please print)
Dated:
Member Rece iving P roxy
Signature*
Member Giving P roxy
*My signature affirms that I am unable to attend the elections because I am at work
Forty-fifth (45 th ) Annual General Meeting
Norwood Hotel - 112 Marion Street, Winnipeg
Registration: 1645 hrs Appetizers 1700 - 1800 hrs Meeting: 1800 hrs
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Call to Order
Welcoming Remarks
Introduction of the Local 5 Executive
Approval of the Agenda
Approval of Rules of Procedure for the Meeting
Approval of Rules of Procedure for Elections
Minutes of the Last General Meeting – February 10, 2015
Business Arising
Nominating Committee Report – Elections
Finance Report
10.1
Auditor’s Report for 2014/Approval of Auditor for 2015
10.2
Approval of 2016 Proposed Budget
3
4
4
41
43
46
Special Guest Speaker - Sandi Mowat, President, MNU
11.
12.
President’s Report
Standing Committee Reports:
12.1
Grievance Report
5
17
Includes: Ongoing Issues & Resolutions, Attendance Support and Assistance Program (ASAP), WCB Employer
Appeals, Gradual Return to Work (GRTW), Duty to Accommodate (DTA), Mandatory Overtime &
Reassignment
13.
14.
15.
12.2
MNU Board Representatives' Report
12.3
Workload/Staffing Reports Committee Report
Joint Committee Reports:
13.1
Joint Education Fund Committee Report
13.2
Joint Union-Hospital Council Report
13.3
Nursing Advisory Committee Report
13.4
Regional Nursing Advisory Committee Report
13.5
Workplace Safety & Health Committee Report
13.6
WRHA Continuing Education Fund Committee Report
Other Business:
14.1
Event Committee Report
Adjournment
21
22
24
25
26
31
33
39
Rules of Procedure for the Meeting
1.
Order of business is subject to majority approval.
2.
A member may speak only once to any given matter. Debate is limited to three (3)
minutes, unless permission to the contrary is given by the assembly.
3.
All members are requested to speak at the microphone and identify themselves by
name.
4.
Speakers must address the chair.
5.
Scrutineers will be responsible for counting a “show of hands vote” and presenting totals
to the chair if necessary. Voting flags will be used for proxy votes.
6.
Robert’s Rules of Order will govern for any procedural matters brought into issue.
Rules of Procedure for Elections
1.
Only members in good standing are allowed to vote.
2.
Each Local 5 member is entitled to bring two proxies.
3.
Proxies must be registered prior to elections. Proxies must abide by the constitutional
amendment passed at the Local 5 AGM on March 4, 2008, which states “A member who
is unable to attend the Annual Meeting ONLY by reason of being on duty, may appoint
another member as her/his proxy, provided that no member shall hold more than two (2)
proxies The proxy must be completed and the original signed by the member who is
working, indicating which member he/she is assigning the proxy to”.
4.
There will be a minimum of two (2) scrutineers.
5.
NO ONE may leave or enter the room once elections commence.
6.
Two Nominating Committee members may replace two scrutineers for the collection of
ballots.
7.
Scrutineers will be responsible for counting all ballots.
8.
Head scrutineer will give results of ballot votes to the chair as soon as possible.
9.
All ballots to be marked with an “X” or a “”.
10.
The number of voting delegates to be elected for the 2016 MNU AGM which will take
place in Brandon, will be announced at the Local 5 AGM prior to the elections. Actual
number of voting delegates is not known at time of printing this report.
President's Report - 2014
This annual report outlines the many ways in
which the union represents its members.
Local 5 and the Manitoba Nurses’ Union
(MNU) have worked diligently on your behalf
to address the issues and concerns which have
arisen. We have resolved collective
agreement issues and disputes, provided
educational information, and promoted issues
as directed by members.
In this annual report any references to articles
refers to articles in the St. Boniface Nurses Local
5 collective agreement.
A large part of Local 5’s member
representation is provided by nurses who
volunteer their time and energies on behalf of
all of us. We commend the Local key
executive and executive committee members
for their willingness to support the nurses in
our Local.
Key Executive Committee
In 2014 the key executive met four times as
the key executive committee and once as the
finance committee.
The key executive committee’s feedback,
advice and support have been invaluable to
me in my role as president. Their assistance
and input on issues is always reliable and their
consistent, unwavering support throughout
the year is very much appreciated.




Reviewing resolutions, budgets and
constitutional amendments for the MNU
annual general meeting (AGM);
Giving direction on issues being discussed
with regards to grievances or the
collective agreement;
Direction to assist me in representing
Local 5 matters at negotiations;
Decisions to ensure appropriate
representation for members.
Our executive committee members volunteer
their time and efforts to participate in
discussions and activities, and they provide
vital communication to co-workers. Their
efforts and commitment are sincerely
appreciated.
The executive committee met five times in
2014 and dealt with a variety of issues
including but not limited to:
 The Local 5 proposed 2016 budget;
President
Karen Sadler
Vice President
Sheila Holden
Secretary
Amber Schultz
Treasurer
Kathy Hillstrom
MNU Board Reps
Diana Martinson
Sheila Holden
General Membership
In 2014 there were four meetings of Local 5
general membership (inclusive of the 2014
annual general meeting) as well as one special
general meeting to prepare for the MNU AGM.
General meeting discussions and
presentations focused on preparing for the
MNU AGM; presentation of the Local 5 2015
budget; changes to the College of Registered
Nurses of Manitoba (CRNM) registration
process for 2015; an update on ACSS and
escort transports; updates on the areas in the
hospital experiencing workload issues; as well
as ongoing Transformation activities. PCBC
updates were also presented.
Executive Committee
The executive committee consists of the key
executive, chairpersons of Local committees,
and unit representatives. This committee is
vital to the operation of the Local. In addition
to their decision-making role, those serving on
this committee communicate vital
information to other Local 5 members.
Key Executive
2014/2015
Other Activities
Regionalization
At St. Boniface Hospital there was no change
in regional status in 2014. A "Service Purchase
Agreement" between St. Boniface Hospital
and the WRHA is negotiated on an annual
basis. This agreement means that St. Boniface
Hospital continues to be the employer,
whereas most other facilities have "evolved"
to WRHA control/authority.
(Continued on page 6)
General Meetings
Local 5 general meetings
are open to all Local 5
members.
(Continued from page 5)
than 92,000 customers in over 120 countries.
Having said that, programs at St. Boniface
Hospital continue to be vulnerable to
regionalization. I am pleased to report that
no programs affecting Local 5 members were
regionalized in 2014.
Enterprise Resource Planning (ERP) is an
integrated computer system used to manage
information across an organization's business
functions, as well as connections to external
business partners. An ERP system is described
as integrated because it is built on a central
database shared by all business areas.
*****
Highlights/Updates (in no particular order)
Smoothing Banks
Smoothing banks for fulltime 12 hr nurses were
shut down on November
14, 2014 as they could not
be supported by the new
SAP payroll system.
The union was served
notice by the employer
during the last round of
bargaining that their past
practice of smoothing
banks would end.
Interestingly...There was
never any language in the
collective agreement to
begin with, that allowed/
supported smoothing
banks.
Business Process Solutions Project (BPSP) and
Systems, Applications and Products (SAP)
Discussions with our employer have been
taking place since the fall of 2013 regarding
BPSP and SAP. In the spring of 2014 we were
advised that St. Boniface Hospital had been
assigned a target date in 2015 to go live with
these initiatives. (At time of writing this
report SBH's go live date is set for July.)
The following information is from the WRHA's
"INSITE", which can be found on the WRHA's
intranet and is their explanation and rationale
for choosing these systems.
BPSP is an initiative to implement new,
integrated business software (SAP) and
processes for human resources/payroll, staff
scheduling, finance, and supply chain
functions across the Winnipeg Health Region.
By doing this, we will enable our business
areas to function more effectively. As a health
region, we will have enhanced access to
information to guide decision making, and as
a result, we will be able to more efficiently
support care delivery to our patients,
residents, and clients.
The plan is to complete the SAP deployment
across all sites within two years. This will be
done in three rollouts with sites grouped in a
way that captures available synergies.
SAP stands for Systeme, Anwendungenm,
Produkte (Systems, Applications and
Products), a German software corporation
which was founded in 1972 and is based in
Walldorf, Germany. SAP provides enterprise
resource planning to business and
organizations across the world with more
Centralized data means that all business areas
have access to the same information at the
same time. New information that is entered
into the system is automatically captured by
other related business functions. This
increases the efficiency of updated
information, reduces the potential for
mistakes, and provides a more accurate
picture of what is taking place at any given
moment.
We chose this product because SAP is a well
supported product used by top performing
businesses and healthcare organizations
throughout the world. It has proven to be an
effective solution for business needs such as
those of the WRHA.
SBH decided to try out "our new world" in
advance of the July 2015 go live date. This
was so they could run parallel payrolls with
the hopes of working out any issues that may
occur with this change, prior to the go live
date. The move to SAP revealed the need to
change SBH's pay week dates in order for
them to align with those of SAP.
The union recognized quickly that any change
to SBH's pay week date would have a major
impact on nurses' rotations. After many
discussions with employee relations and
hospital executive, it was determined that all
rotations would need to be reviewed and
then adjusted to align with the new pay week.
In many situations, new master rotations had
to be created.
The union recognized that changing nurses'
master rotations had the potential to be
disruptive and we did not take this fact lightly.
New collective agreement language achieved
in the most recent round of bargaining now
provides an opportunity for the union to
review all new rotations prior to being
implemented by the employer. New
rotations were reviewed by employee
relations who then provided a copy to the
union. We then reviewed the rotations for
contract compliance in addition to noting any
glaring inequities.
Nurses need to be aware that the union did
not receive nurses' meaningful input
submissions. That information was for the
PTM's to take into consideration when they
were building the new rotations.
The process of reviewing and re-reviewing all
nursing master rotation was undertaken by
our vice president, Sheila Holden, and it was
a colossal undertaking from a workload point
of view.
It is at this juncture that I wish to thank
Sheila and acknowledge the tremendous
time and effort that she devoted to this
project. Sheila reviewed each and every
master rotations and reported to me any
issues that needed to be addressed. She
compassionately advocated for fair and
reasonable rotations for all nurses.
Thank you Sheila for your unwavering
commitment to our members and the huge
support you were to me throughout this
process.
During this process we wanted to ensure our
members had as much information as
possible and we encouraged the employer to
provide updates in a timely fashion.
Transition to the new pay cycle took place on
November 21, 2014. The changes associated
with the new pay cycle included a new pay
week as well as a new pay day. As well, there
was an impact on how the night shift was
represented on master rotations and posted
hours. Previously the night shift was
represented as the first shift of the day. It is
now represented as the last shift of the day.
Despite the change in representation of the
night shift on the new rotations and posted
hours, the definition of the night shift as per
article 1503 has not changed - it is still
considered as the first shift of the calendar
day
*****
NICU Master Rotation Concerns
In late September we began receiving calls
from nurses in NICU expressing their
concerns regarding meaningful input and the
lack thereof during the process of changing
NICU's master rotation.
When we raised this issue with the employer
we were hopeful that nurses would be given
an opportunity to provide their meaningful
input and that their concerns regarding a
certain shift configuration would be taken
into consideration. We were prepared to
offer the employer a timeline extension in
order for the PTM to re-do the master
rotation.
On October 20, 2014 a meeting was held in
employee relations with Sue McMahon,
PTM; Monica Warren, program director
Woman & Child; Debbie Appleyard,
employee relations officer; Reghan Scaletta,
manager employee relations; Sheila Holden
and myself. We were hopeful that the
employer was going to advise us that they
would be re-opening the NICU master
rotation to allow opportunity for those
nurses who wished to provide input into an
alternate shift pattern. We were very
disappointed when the employer advised
that they were going to go ahead and
implement the NICU master rotation "as is"
on November 21, 2014.
As a result of the employer's decision and
after a review of the information provided to
us by the NICU nurses, we filed a grievance
on this issue.
frontline nurses being directed to call their
own staff.
In December 2014 I sent a letter to each NICU
nurse (who we had contact information for)
chronicling the events leading up to the filing
of the grievance so that these nurses are kept
apprised of the situation.
*****
Staff Scheduling Project Update
The long awaited Staff Scheduling Office took
up residence in room CR2204 in the I.H. Asper
Clinical Research Institute on April 23, 2014.
The following is an excerpt from an employer
memo circulated on April 22, 2014:
"...The move to the new office space is the
first step towards centralizing staff scheduling
services. The consolidation of staff scheduling
services will reduce manager and frontline
staff time spent on scheduling, allowing staff
to focus on what matters most - providing
exceptional patient care.
Things to Know
Right to Refuse Dangerous
Work
If you would like more
information on your right to
refuse dangerous work, please
visit Safe Work Manitoba's
website.
Below is the link for bulletin #193
which outlines your rights to
refuse dangerous work.
http://safemanitoba.com/
bulletin-193
St. Boniface Hospital operates 24 hours a day,
seven days a week - a central location is
critical to better meet frontline staff needs, to
expand staff scheduling services to a 24/7
operation, and to prepare for the
implementation of an electronic staff
scheduling system, expected to occur in mid to
late 2015.
Program based scheduling assistants and
program assistants will move to CR2240 in
late June or early July (date to be confirmed),
at which time the staff scheduling office will
expand to a 24/7 service model. The staff
scheduling office team will provide
consolidated staffing scheduling services to all
clinical programs, and will be responsible for
all business processes affecting clinical staff
scheduling…."
At time of writing this report nurses have
raised concerns with us regarding the
awarding of additional shifts and overtime
shifts, as well as the notification timelines,
and we are taking these concerns forward to
the employer. We have also been made
aware that there are still many instances of
As with any change, there is always a time of
transition. We continue to advise the
employer of concerns related to this project
as nurses bring them forward to us.
The creation of the staff scheduling office is
the resolution of a grievance filed by the
union in 2009. We are hopeful that in the
near future this process will be an assistive
and seamless solution to managing staff
scheduling.
*****
Entonox on L&D and LDRP
On March 10, 2014 a member advised the
Local that the Entonox being administered to
laboring women on LDRP was not being
evacuated (scavenged). The nurse previously
worked at HSC where Entonox is scavenged.
She also advised us that there are studies that
show Entonox exposure is detrimental to
women who are pregnant.
We immediately raised this issue with the
employer and requested a meeting to discuss
it further. We also informed our WS&H reps
of these concerns and solicited MNU's
assistance.
Occupational Health advised the PTM to not
allow any pregnant staff to work with or be
around the Entonox.
On March 13, 2014, at a meeting with the
employer, which included the director and
PTM of these areas ,the use of Entonox was
discussed. The employer's explanation for no
longer properly scavenging the gas was that
the scavenging system broke down over time
and parts were no longer available. The
employer went back to using the old "tank
and mask" method of Entonox delivery and
left it at that. The employer also shared that
when Occupational Health was on the unit on
March 12 to measure the Entonox as part of a
hygiene study, the reading was very high and
therefore unacceptable. I inquired as to what
the employer was going to do now that they
were aware of this unsafe situation and I
reminded them of their obligation of
providing a safe workplace for their staff.
On March 14 the union was advised by the
employer that until further notice the hospital
would no longer be providing nitrous oxide for
pain management in LDRP and L&D.
On July 15, after changes were made to the
scavenging system, Occupational Health ran
tests confirming acceptable levels of nitrous
oxide and the use of nitrous was reintroduced but to the LDRP suite only.
As for the use of nitrous on L&D, the
employer (simultaneously to the Entonox
issue) was experiencing issues with the
unsatisfactory ventilation of general
anesthetic gas post C-section in the L&D
recovery room. To manage this concern the
employer was not allowing pregnant nurses to
work in the recovery room and was restricting
the number of C-section assignments to one C
-section per nurse per shift for all other
nurses. As well, newborns were restricted
from "skin-to-skin" within the first hour of
delivery. In September of 2014 the employer
devised a ventilation/evacuation system to
address the general anesthetic off-gasses that
met Occupational Health standards. The
employer continued to restrict pregnant
nurses from caring for post C-section patients.
At time of writing this report nitrous oxide is
not available for use on L&D as the employer
is having difficulty developing a scavenging
system that meets the needs of this area.
*****
L&D and LDRP Delivery Model Changes
On October 28, 2014 two staff forums were
held by the Woman & Child Program to
present "preliminary ideas and options to
address obstetrical capacity". Staff from the
W&C program were invited to these
presentations along with MNU and UFCW.
PTMs in the W&C program, Wendy Rudnick
our chief nursing officer; and Susan Fogg,
director for the regional W&C program were
also in attendance.
Monica Warren, director of SBH's W&C
program presented concepts to better meet
the needs of patients and staff and increase
capacity. The following are excerpts from the
employers presentation:
The goal:
 Better support staff and all health care
providers in delivering care to patients
 Reduce the focus on which unit is more
appropriate for the laboring woman
 Reduce juggling of postpartum patients or
staff to better respond to incoming
patients
 Consider how we might use our current
space more effectively to create capacity
to increase obstetrical volumes and
reduce diversions
 Bring our infrastructure deficits up to
standard
The concepts:
 Restructure to one labour delivery
recovery (LDR) unit
 Convert some non-patient rooms on
postpartum to patient rooms to increase
bed base from 38 to 48 (18 additional
beds).
 Consolidate all vaginal deliveries (high
and low risk) on LDRP. This should
provide beds to manage all of the
deliveries on this unit.
 Women would move into a postpartum
bed after delivery, creating capacity to
receive other labouring women.
 L&D staff would be one team and
assigned to care for patients as needed.
 Continue to perform C-sections in the L&D
OR (no move).
 Explore converting L&D to Triage.
 Explore converting Triage into a program
wide staff lounge, and the early labour
lounge into a program wide family
lounge.
Email Addresses
If you have not shared your
personal email address
with us (no hospital email
addresses) please do so, so
that we can include you in
any future communication
"blasts".
Email us at
[email protected]
The one service unit model would allow more
capacity to accept laboring women and care
for them safely. Currently patients are
assigned to LDRP or L&D based on assessment
of risk There are times when MCU unit beds
are available and the unit is fully staffed when
Triage, LDRP and L&D are full and busy.
One service unit model would better support
patients needs. Changing the current LDRP
model into an LDR unit would create space to
accept other laboring women. Women would
be moved to a postpartum bed after delivery
and suitable recovery. This would make better
use of the current mother and child unit
spaces. Staff on the new LDR unit would be
assigned to care for patients where they are
needed.
Discussions occurred at these sessions
regarding what this change would mean for
staff. Merging two separate units into one
new unit will mean employment changes
related to restructuring, however the
employer was very clear that there would be
no job loss associated with this new model.
The employer is inviting staff to share their
ideas and participate on committees as these
options are explored. The hospital needs to
develop a detailed plan with a total cost
estimate before it goes to the region's
leadership for review and approval.
Sheila Holden and I attended these two
sessions as our nurses were hearing this
information for the first time. It was evident
how invested these nurses are in the success
of their program. They were professional,
asked appropriate questions, and even
offered suggestions for the employer's
consideration.
The employer has not set timelines for
undertaking this change, but we will make
every effort to keep nurses apprised of where
this is at.
Should this plan be approved and move
forward the union will work with the employer
throughout the process to ensure all
applicable provisions of the collective
agreement are followed.
For other Woman & Child issues I refer you to
my Nursing Advisory Committee report which
can be found on page 26.
*****
ER Utilization Working Group
Sandi Mowat, president of MNU, reports on
the progress of the ER utilization working
group at Regional NAC. The working group
was established in April of 2012. Laurie
Baxter is the emergency staff nurse that
represents Local 5 on this working group.
This group has been working on a list of
recommendations that Sandi presented in
October 2012 to the then minister of health
Theresa Oswald. Two years and three
ministers of health later, this group is still
drilling down and working on solutions.
It has been a long wait but the feeling is very
positive and optimistic that some good
changes will be forthcoming for the city's
emergency departments. We will keep
members apprised of the status of these
recommendations as further meetings take
place.
*****
Article 10 - Operating Room Flood
In the early morning hours of January 22,
2014 the operating rooms at SBH experienced
a failure of the heating, ventilation and air
conditioning (HVAC) system. This resulted in
water freezing in pipes, eventually splitting
the pipes open and flooding the OR suites on
the second floor. No patients or staff were
harmed, surgeries were immediately
cancelled, and the hospital activated their
Hospital Incident Command System (HICS)
team.
The hospital notified the union of what
transpired and declared a state of emergency.
Article 10 went into effect immediately upon
that notice.
Meetings took place on January 23, 2014
which included hospital executive, managers,
directors, all OR staff, as well as union
representatives. Dan Kushneryk, MNU LRO
was also in attendance to provide us with
assistance and respond to any questions our
members had regarding the process of an
article 10.
What was first thought to be a situation that
would only shut down the OR for two or three
days, ended up spanning a 20 day period.
During those 20 days, approximately 350
elective surgeries were cancelled. Heart
surgeries were redirected to HSC and Local 5
nurses were reassigned to work at HSC so that
they could continue to care for those cardiac
patients.
On Monday, February 10, 2014 the employer
notified the union that they were in a position
to stand down from article 10.
As far as emergencies go, I must admit that
this one appeared to run smoothly. This was
in part due to the commitment made by the
employer to share information with the union
as soon as they were of any changes in the
process. Communication with Local leaders at
the Vic, the Grace, the Conc and HSC allowed
for a smooth transition for Local 5 members
working at other sites.
Throughout this experience we received
nothing but positive comments from the CNO
and employee relations praising the efforts of
our members along with the entire staff of the
OR. The comments regarding our members
were not surprising to us. We know just how
hard this committed group of nurses work to
care for their patients and we are very proud
of how they handled themselves during this
emergency.
CRNM Registration Renewal
CRNM has again "tweaked" their registration
process, this time by including the completion
of a jurisprudence module prior to renewing
your registration for 2015. The deadline for
registration for 2015 was midnight, December
1, 2014.
This meant that if you did not renew your
registration for 2015 by December 1, 2014, as
of midnight on December 31, 2014 you would
not be on the practice register for 2015; you
would not be able to work; and you would
now have to wait until the CRNM office
opened after the Christmas break to reregister for 2015.
At time of writing this report only one RN was
not registered to practice for 2015.
*****
CLPNM Registration Renewal
LPN's current active practicing license expires
each year at midnight on November 30.
Registration renewal opens August 15 of each
year with a deadline of midnight October 15.
Late renewal (after the October 15 deadline) is
accepted but is subject to a $100 late fee.
LPNs who have not renewed their license by
November 30 must pay a late fee of $100 in
addition to a reactivation fee of $125. At this
point your license is no longer valid and you
are not authorized to practice.
After midnight on December 15 LPNs who
have not renewed to an active practicing
registration will have their license cancelled
and will be required to contact the CLPNM to
have their license reinstated.
At time of writing this report there were no
issues with LPNs not being registered for
2015.
CRNM Registration
If you have changed your
CRNM status from active
practicing to non practicing
due to a prolonged leave of
absence or maternity leave
of absence, please contact
the College well in advance
of your expected return to
work date.
Re-registration with CRNM
appears to be a lengthy
and time consuming
process and failure to
register with the College
means you cannot work as
a nurse!
Witness Duty clause).
Provincial Collective Bargaining
Committee (PCBC) 2014
Sandi Mowat
President
Kirsten Andersson
Director of Labour Relations
(Chief Negotiator)
Dan Kushneryk
Labour Relations Officer
Wendy Giesbrecht
Administrative Support
*****
Karen Taylor
Assiniboine Region
Wanda Zolinski
Brandon Region
Cindy Hunter
Central Region
Darlene Jackson
Churchill/Burntwood/ Norman
Region
Renate McGowan
Eastman Regions
Kathy Nicholson
Interlake Region
Karen Cleaver
Parkland Region
Dawn Thompson
Winnipeg Community &
Health Care Region
Charlotte Adolphe
Winnipeg Long Term Care
Region
Kim Swanson
Grace/Victoria Hospitals
Lana Penner
Health Sciences Centre
Dana Orr
Misericordia/Riverview
Kardene Campbell
Concordia/Seven Oaks Hospitals
Karen Sadler
St. Boniface Hospital
CRPNM Registration Renewal
Registration renewal deadline is November
15. Late fees apply to all renewals submitted
after December 1.
RPN's who's license is not renewed by
midnight on December 31 will have their
license cancelled.
At time of writing this report there were no
issues with RPNs not being registered for
2015.
*****
Provincial Collective Bargaining Committee
PCBC) Update
Collective bargaining commenced August 12,
2013. After ten weeks of bargaining spanning
August 2013 - April 2014, a tentative
agreement was reached on April 9, 2014.
The monetary highlights in the proposed four
year contract included wage increases and
market adjustments which totaled 10.1% over
the life of the contract. The monetary
breakdown is as follows:
Effective April 1, 2013
2% wage increase (retroactive*)
2% wage increase (retroactive*)
Effective October 1, 2014
1.1% market adjustment
2% wage increase
April 1, 2016
2% wage increase
October 1, 2016
1% market adjustment
*Retroactive pay was part of the settlement.
Many language enhancements were also
achieved including, but not limited to, the
Nursing Advisory Committee, the Workplace
Safety & Health Committee and Legal and
Investigative Proceedings (formerly Jury/
On April 30, 2014 MNU members from across
the province overwhelmingly endorsed the
tentative agreement by voting in favour of the
new collective agreement.
At Local 5 we were successful in maintaining
our threshold clause as well as our supreme
language in article 1808 for our nurses who
work standby.
*****
Updates re Change in Practice Notice served by
the employer on June 24, 2013
Five issues were on the change in practice
notice we received from the employer. Two
issues related to article 16:
1.
Article 1601 - Overtime - The hospital has
been improperly applying how it applies
"two consecutive bi-weekly periods"
when determining eligibility for overtime
payment. The hospital will no longer be
looking at a rolling 4 weeks, but a fixed
posted 4 week schedule (2 pay periods).
This notice along with the new language in
article 1607 (which states Overtime shall be
distributed as equitably as possible amongst
those nurses qualified for the work in
accordance with 1601. Preference for such
overtime shall be awarded in order by unit,
program, and then facility) has seen the
employer and the union meet to discuss and
revise the guidelines for the equitable
distribution of overtime.
At time of writing this report, the revised
guidelines have not yet been finalized. Once
the guidelines have been finalized they will be
shared with our members.
2.
Article 16 - Overtime - When a scheduling
error is made, and a nurse is owed an
overtime shift, she will no longer be paid
at overtime rates and will be paid at
straight time.
This change would bring SBH's payment
practice for nurses who were overlooked for
an overtime opportunity, in line with other
facilities.
On March 20, 2013 the provincial labour
relations secretariat also served notice to
MNU's director of labour relations and chief
negotiator, Kirsten Andersson regarding
overtime payment errors. The provincial
notice directed the employer to offer the next
opportunity for overtime to an nurse who was
overlooked for overtime.
At the time of writing this report discussions
continue between the union and the
employer as to which of the two notices is the
one in effect at SBH. The employer has
implemented the provincial notice while we
investigate our position.
*****
Ebola Planning
The unfortunate outbreak that occurred in
many West African countries soon became a
health and safety concern for all.
In early September 2014 the union was
advised that SBH, along with the WRHA was
making provisions for a planning oversight
group based on the Hospital Incident
Command System (HICS) model, so that SBH
would be prepared in the event a patient
presents at SBH with symptoms of Ebola. The
employer designated Barb Guyot as the
coordinator contingency planning and clinical
initiatives, in addition to being the hospital's
liaison with the WRHA.
Plans and education first rolled out in our
Emergency department as that would likely
be the point of entry for a patient. Overall
the nurses in the ER were expressing
confidence in the personal protective
equipment (PPE) and Fit Testing being done
but they still had questions regarding isolating
the patient properly and keeping other health
care workers as well as themselves, safe.
We conveyed these concerns to the employer
who invited Sheila Holden and I to attend a
report out on a rapid improvement event
(RIE) related to Ebola preparedness. Standard
work around the patient cycle from
presentation, screening, isolation, transport,
environmental cleaning, and waste removal
were set to be tested through
experimentation and mock-ups. I would be
lying if I did not say I found the information
provided by that RIE anything but impressive!
Special staff meetings were held for the
Emergency department and subsequently
with L&D and LDRP so that those staff
members could hear from the entire Ebola
team, ask any questions, and raise any
concerns they may have. Any questions that
could not be immediately answered were
researched and then responded to.
Communication and updates were a priority
for our members and the employer provided
the following:
 Frequent memos to staff
 An Ebola preparedness link on the
hospital's intranet
 Town Hall meetings
As members raised their concerns to us, we
raised those concerns with employer for a
response that we could bring back to our
members. Ensuring our members are being
provided with the appropriate in-servicing,
education, and access to PPE/Fit Testing
continues to be a priority for the union.
*****
Reporting of Abuse in the Workplace
This past round of bargaining saw language in
article 7A04 strengthened with respect to the
onus being placed on the employer to report
to the Local any incident where a nurse is
physically, verbally or mentally abused in the
workplace. The new language reads:...The
employer shall notify the union ninety-six (96)
hours after receipt of the report". We are
pleased to report that the employer is
complying with this new language.
In 2014 48 incidents of abuse of nurses were
reported to the Local. We follow up on these
reports by mailing a letter to the affected
nurse so that the nurse knows we were
notified of the abuse and to see if the nurse
requires any additional support.
Of those 48 incidents reported, five members
were victim of an abusive situation on more
than one occasion.
*****
Local 5 Office Activity
Gradual return to work (GRTW) meetings,
attendance support and assistance program
(ASAP) meetings, and duty to tccommodate
(DTA) otherwise known as accommodation
meetings occur on a frequent basis. (See my
Grievance Report pages 18 & 19 for more
information regarding these meetings.)
If you know of a Local
5 member who has done
something special or has
received a nursing related
recognition/award, please
let us know - we'd love
to share their story.
These meetings, in addition to requests for
unit meetings regarding workload and
contract interpretation resulted in continued
demands on the Local 5 office for member
representation. 444 issue files were opened
in 2014 - 70 more than the 374 files that were
opened in 2013.
*****
Sheila Holden and I continue to have regular
meetings with Wendy Rudnick, our chief
nursing officer. Ms. Rudnick is a good
ambassador for nursing at St. Boniface
Hospital. She always responds to any
inquiries or calls that we send her way and we
are appreciative of that.
*****
The relationship between the employer and
the Local remains healthy and respectful.
Sheila Holden and I meet regularly with SBH
employee relations to address issues and
concerns, and hopefully resolve issues for our
members in a timely fashion.
*****
Bargaining continued to take me away from
the daily operations of the Local 5 office
during the first four months of 2014. It was a
privilege to be able to leave everything in the
very capable hands of our vice president
Sheila Holden. Having Sheila work along side
Helga and I is an extreme asset for our
members.
We extend our sincere thanks to Sheila . She
has brought to the vice president role a strong
knowledge of our collective agreement and a
commitment to you - our members, to provide
you with the best service possible. We are
very grateful to Sheila for her dedication to
Local 5.
*****
Special Mentions
This past round of bargaining saw new
collective agreement language added to
article 1103: "A working group will be
established and meet within 60 days of
ratification for the purpose of reviewing and
revising as necessary, the Workload Staffing
Report (WSR) form."
MNU president, Sandi Mowat appointed Local
5 member Diana Martinson to be part of the
Provincial Nursing Workload Staffing Reports
Working Group. Diana brings with her many
years of experience in dealing with WSRs as
the chair of our Local Workload Staffing
Reports Committee. Congratulations Diana
on your appointment to this committee!
*****
This past fall three nurses from our surgical
program embarked on a journey to Zambia to
volunteer as members of the OkanaganZambia Health Initiative Foundation (OkaZHI).
The main focus of OkaZHI's work is to train
doctors, nurses, and practitioners in Zambia
Melissa Porpiglia, Amy Douglas and Heidi
Kolomic utilized their vacation time and
interchanges to give them three weeks in
Please contact the Local 5 office should any
issue arise related to this topic.
Zambia. In addition to using their vacation
time, they were financially responsible for
making their way to and from Africa.
*****
Local 5 Priorities
When it came to the our attention that these
three nurses were about to embark on this
adventure we brought to their attention the
MNU International Assistance Fund as we felt
they may be able to benefit from it.
MNU's International Assistance Fund was
established for the purpose of providing
donations to organizations which provide
health and social support in developing
countries, or those countries recovering from
natural or human disasters.
Melissa, Amy and Heidi made application to
the fund and after reviewing their applications,
MNU made a $1,500 donation to OkaZHI on
their behalf (nurses can be funded up to $500
a year.)
Melissa, Amy and Heidi, Local 5 commends
you on your generous gift of time and talent to
this very worthwhile endeavor.
For more information on the OkanaganZambia Health Initiative, please visit their
website www.okazhi.org.
*****
Offsite Secure Document Storage
The safe and secure storage of Local 5 office
files (many related to dealing with members'
issues and concerns) is of paramount
importance to us. The nature of our business
generates a large volume of documentation.
Confidential member files are kept in my office
which is locked when no one is in the Local 5
office (Sheila, Helga or myself), and cleaning
staff do not have access to my office unless
one of us is in the office.
In early 2014 we arrived at a point where the
filing cabinets in my office reached their
capacity, the storage cabinets in Sheila's
office/meeting room reached their capacity,
and there was no more floor space in the Local
5 office to add another filing cabinet/
additional storage space.
Fortunately, back in 2013 Sheila and Helga met
with Rob Vittera from Allmove regarding
document storage as it was already becoming
a concern for us at that time. They chose to
contact Allmove as we already had a business
relationship with them - they provide our
shredding service .
Social Media Awareness
Nurses are reminded not to participate in
blogs, Facebook, or any other venue with
information that may identify patients or place
of employment (your email address may
identify your name and therefore employer/
patient).
Never post work related comments on your
social media page. Keep your photos, videos,
and postings professional. An inappropriate
work related post on social media may be
viewed as a violation of a nurse's code of
ethics and could be reported to the
appropriate college.
Sheila and Helga were very happy with the
information presented by Rob with respect to
secure offsite document storage and they felt
that when the time came, we would deepen
our business relationship and go with Allmove
as our offsite storage provider.
In early 2014 it was evident that we needed to
deal with our storage situation and we
contacted Allmove to begin the process. After
an orientation to Allmove's electronic
document management system Helga began
the process of preparing files to be moved
offsite. She did all the "heavy lifting" - culling
and organizing files and recording each file in
the computer. Allmove's computer program
for cataloguing documents stored is a
comprehensive one and we have the ability to
recall any file when we need it and have it
delivered to our office.
In June thirty-seven boxes of files were picked
up by Allmove and moved out of our office to
their secure document storage facility. Our
meeting room/Sheila's office now has
breathing space and the storage cabinets now
have a few empty shelves.
This whole process was a huge undertaking
but in the end we felt is was well worth the
time and effort.
*****
Education for Members
The opportunity to educate Local 5 members
is a priority for us.
We will once again be holding Lunch and
Learn sessions at SBH in 2015. We provide
beverages and a sweet treat so all nurses
need to is bring their lunch. Information on
when these sessions will be taking place will
posted on our website, put in "This Week",
and posters will be circulated to units.
idea I said, and Helga was off to the races
putting together an updated and improved
handbook that will be provided to our
executive committee members at our
February 2015 Executive Education Day. The
handbook contains information about the
various aspects of the Local's role in
representation of members and contains the
policy manual that guides the business of the
Local.
*****
Winnipeg Hospital Local Presidents (WHLPs)
Meetings
Throughout 2014 the presidents of the eight
Winnipeg hospitals, the Pan Am Clinic, and
Winnipeg regional nurses, continued to meet
with MNU president Sandi Mowat on a
regular basis to discuss common issues
related to the provision of health care in the
city of Winnipeg, and the representation of
our members.
We discussed collective agreement issues,
mobility and portability; inter-facility
agreements; grievances; program transfers;
workload issues, and security issues.
These meetings provided an excellent
opportunity to identify any trends that were
happening in the city and allowed us to serve
as a resource for one another.
*****
Karen Sadler, RN
President, Local 5
Executive Handbook
In 2014 Helga approached me about reestablishing an Executive Handbook for our
unit reps and committee members. Great
With Appreciation and Gratitude
On behalf of the Local 5 key executive, executive, and general membership our continued and sincere thanks and
appreciation to Helga Grose, Local 5's Administrative Assistant (who has been with us for 15 years) for her outstanding
assistance, support, dedication, and commitment through 2014.
Thank you Helga, we are genuinely grateful!
Recovering Nurses
United (RNU)
Recovering nurses
united is a support
group for all nurses in
recovery from drug or
alcohol additions or
wanting help and
support with related
problems.
Recovering Nurses
United is not affiliated
with any professional
association or
organization.
***
If you feel you may
benefit from their
assistance , please
contact RNU for further
information
recoveringnursesunited
@gmail.com
Private & Confidential
Grievance Report - 2014
Issues and grievances related to the application of the collective agreement are discussed and
resolved or arbitrated with the active support, consultation and assistance of our MNU labour
relations officer (LRO) Dan Kushneryk.
On behalf of our members we extend our heartfelt thanks to Dan for his advice and efforts. It is
very much appreciated and we are grateful for his ongoing support.
Grievance Statistics:
Number of grievances carried over from previous years
Number of grievances filed in 2014
Total
Number of grievances resolved in 2014
Balance
Number of grievances withdrawn in 2014
Number of grievances carried over into 2015
Grievances Resolved in 2014
#2012-123 - The union grieved on behalf of a
member who was terminated without cause.
Resolved when the employer, on a without
prejudice or precedent basis, rescinded the
nurse's termination in lieu of a voluntary
resignation.
member because at a meeting with the
employer, the member was informed that he
was terminated from his position at SBH while
on a non-disciplinary leave of absence.
Resolved when the employer agreed to rescind
the termination in lieu of a voluntary
resignation. Financial compensation was
awarded for lost wages.
Grievances Carried Over into 2015
#2009-091 – The union grieved because the
employer regularly and routinely left the
filling of unassigned, anticipated nursing shifts
to the Charge Nurse or CRN. The union
agreed to adjourn this grievance sine die*.
The employer continues to commit to resolve
this issue with the development of a
standardized staff scheduling system.
We raised with the employer many times, the
length of time it was taking for this
3
3
6
2
4
0
4
5 Year History of Grievances File
2014 - 3 grievances were filed
2011 - No grievances were filed
anticipated resolution. Local 5 members
continue to expend onerous amounts of their
time and energy dealing with staffing issues.
On April 23, 2014 the SBH's Staff Scheduling
Office received a permanent home in the I.H.
Asper building.
There are still wrinkles that need to be
smoothed out and we will continue to pursue
the issues that resulted in this grievance going
forward, before we consider it to be resolved.
member because the employer disqualified
her application for a CRN position for which
she met the posted qualifications.
member because at a meeting with the
employer the member was informed that she
was terminated from her position at St.
Boniface Hospital.
member who was denied the opportunity to
be interviewed for a job posting. Member
was informed by the employer that she had
not met the posted qualifications. After
further investigation, the employer informed
Things to Know
(This information is specific to
St. Boniface )
Timelines
Nurses are reminded that there
are timelines for raising issues.
Missing the timelines may
prejudice your case.
Please contact the Local 5 office
for assistance when an issue first
arises.
Protect your collective
agreement rights and
entitlements by familiarizing
yourself with your collective
agreement.
her she did meeting the posted qualifications
but the position had already been awarded.
member because the employer failed to award
her a position for which she met the posted
qualifications, submitted a written application,
and was interviewed for.
Ongoing Issues & Resolutions (Complaint Stage of Grievance)
5 Year History of Issues Filed
2014 - 444 files were opened
Things to Know
(This information is specific to
St. Boniface)
Paystubs
Many issues arise around the
payment of shifts, overtime,
standby, vacation, stats, etc.
We can only argue an error if we
can prove that it occurred. In
order for this to happen we often
need to review nurses' paystub(s).
Paystubs are also valuable in the
event that you are called into an
ASAP meeting. Having your diary
or paystubs will allow you to
verify the dates of sick calls
provided to you by the employer.
Do not assume these numbers are
accurate as they often are not.
Don't be caught without this
important proof.
Retain your paystubs!
Statistics
Number of issues carried over from previous years
Number of issues initiated in 2014
Total # of issues investigated, discussed or addressed in 2014
Number of issues resolved in 2014
Number of issues referred to NAC in 2014
Number of issues transferred to WCB files in 2014*
Number of issues that became grievances in 2014
Number of issues no longer under discussion** in 2014
Number of issues carried over into 2015
Number of ASAP files carried over into 2015
Number of DTA files carried over into 2015
131
444
575
334
7
36
3
116
48
24
7
[At the end of 2014 we determined that we needed to separate issues in order to accurately reflect our workload and
more easily track ASAP and DTA files.]
*Issues transferred to WCB files are referred to MNU's LRO who specializes in WCB appeals.
**Issues reported as no longer under discussion are issues that were investigated and did not continue to discussion stage
or did not proceed beyond the discussion stage.
Attendance Support and Assistance
Program (ASAP)
The union continues to reserve the right to
grieve regarding any issue related to the
“Attendance Support and Assistance
Program” (ASAP).
The employer has the authority to review your
attendance at work with you. This must be
done in a fair manner, consistent with other
units/managers in the facility and is generally
triggered by exceeding absence “averages” in
the facility. This review should never occur
during a notification (sick) call. A review is
typically done “informally with your manager”.
Attendance issues should not be discussed
with you in relation to the “Overall
Contribution Assessment” form. Scheduling
clerks, administrative assistants, CRNs and coworkers should not be present during these
discussions and should not be told about the
discussion by the PTM. The discussion should
not be in the tone of a reprimand. If you feel it
is, then request the Local president or vice
president be present for any discussions.
The employer will provide you with a number
and the dates of sick calls. Do not assume their
information is accurate as it often is not. Ask
for a copy of the dates and later verify them
with your own diary or payroll stub(s).
The PTM may indicate that the discussion is
non-disciplinary. There may be no reason to
think that this is not true. However, these
discussions are formal and on the record, and
if there are any future issues with your
attendance, what you said during these
discussions may become part of the formal
process. A PTM's conversation with you is
considered a step 1 ASAP meeting.
We remind CRNs, coordinators and nurses
who perform charge responsibility that
information received via a sick call is
confidential and should be treated as such.
The formal ASAP process takes place in
employee relations with an employee
relations representative, the PTM, the union
and the nurse. These meetings are nondisciplinary. A meeting in employee relations
regarding attendance is considered a step II
ASAP meeting.
Sheila Holden and I continue to hold the
employer accountable to the ASAP process
being a supportive one, as is clearly stated in
the employer's policy. In some situations a
temporary accommodation to certain shifts
or shift patterns, or a temporary reduction in
EFT has been negotiated and was found to be
helpful to the nurse in dealing with their
attendance issues.
In 2014 we opened 97 new files representing
members at ASAP meetings with the
employer.
*****
WCB Denied Claims and Employer Appeals
Throughout 2014 Local 5 members continued
to have WCB claims denied by WCB. Many
nurses also had their approved WCB claim
appealed by the employer.
Although the legislation allows for the
employer to appeal a decision by the WCB,
this process is often devastating for the nurse
involved. Many nurses have expressed that
they feel as though their employer does not
believe them, that their injury is not
legitimate.
We are fortunate to have the assistance of
provincial MNU in that they provide a labour
relations officer to assist nurses with WCB
claim denials as well as with the employer's
appeal of approved WCB claims.
If you had a WCB claim denied or if your
approved WCB claim was subsequently
appealed by the employer, please contact the
Local 5 office as soon as possible for
assistance.
Karen Sadler, RN
President, Local 5
*****
Gradual Return to Work (GRTW)
members in the gradual return to work
(GRTW) process and continued on with files
from previous year that were still active.
The GRTW process is an asset to nurses who
are returning to the workplace after an injury,
WCB claim, MPI claim, HEB claim, or sick
leave. In some instances the GRTW process
leads to an accommodation where
warranted.
*****
Duty to Accommodate (DTA)
members at accommodation meetings.
Some accommodations require multiple
meetings as medical is clarified. Most
accommodations start out as temporary
although some have evolved into permanent
accommodations.
Duty to accommodate (DTA) meetings
involve the member, employee relations, the
disability manager from SBH occupational
health and the union.
Members are encouraged to contact the Local
ratification April 30, 2014.
5 office with any questions or concerns
regarding the GRTW or DTA processes.
Article 2804 of our collective agreement now
reads :
Things to Know
(Information is specific to
St. Boniface)
*****
Mandatory Overtime
Requests for Time Off/Time
Back/Stats
(Article 1501)
Members are reminded that
Article 1501 of our collective
agreement provides an option
for nurses to make requests two
(2) weeks in advance of the four
(4) weeks of hours [six (6) weeks
in advance of the date] for
specific time off.
This article requires efforts by
the employer to schedule staffing
and allows for the granting of
requests.
Nurses who are summarily
refused or told to submit
requests closer to the date may
have a legitimate grievance. If
this is happening to you, please
contact the Local 5 office.
In 2014 there were 198 instances of nurses
being mandated to work overtime reported to
the Local compared to the 109 instances
reported to us in 2013. Mandatory overtime
is voluntarily reported to the Local by nurses
who fax us a copy of the "Notification to the
Union of Mandatory Overtime or
Reassignment" reporting form.
When notification of an nurse being
mandated to work overtime is received at our
office I try to contact the mandated nurse to
review the situation and to ensure that the
nurse was mandated as a last resort only.
Issues that arise as a result of information
received from mandated nurses are
communicated to the employer in an attempt
to decrease the incidents of mandatory
overtime.
*****
Reassignment
There were 101 instances of nurses being
reassigned reported to the Local in 2014.
Between June 25 - December 31, 2013 58
incidences were reported to the Local.
Reassignment is voluntarily reported to the
Local by nurses who fax us a copy of the
"Notification to the Union of Mandatory
Overtime or Reassignment" reporting form.
The Local's tracking of reassignment (formerly
secondment) began in June 2013 and arose
out of members requesting an opportunity to
be able to report occurrences of reassignment
to the Local in the same manner that they do
for mandatory overtime.
Reassignment falls under article 28 Promotion
and Reassignment and the language in the
collective agreement changed slightly upon
In the event of a temporary lateral work
reassignment being necessitated by an
unforeseen staffing shortage on a nursing
unit, a nurse may be reassigned subject to the
following condition:

This lateral work reassignment will be
made by the out-of-scope manager as
close to the commencement of the shift
as possible. Selection of the nurse to be
reassigned shall be based on ability and
experience and shared as equally as
possible.
Orientation will be provided of sufficient
duration to assist the nurse in becoming
acquainted with essential information such as
policies and procedures, routines, location of
supplies and equipment, and fire and disaster
plans."
The overriding principles of fair and equitable
apply.
When a notification of reassignment is
received at our office I try to contact the
reassigned nurse to review the situation to
ensure that the reassignment occurred as per
article 2804.
Issues that arise as a result of information
received from nurses' notifications are
communicated to the employer in an attempt
to ensure reassignment is being utilized in the
correct manner.
For more information on mandatory overtime
and/or reassignment please contact the Local
5 office.
Sheila Holden, RN
Vice President, Local 5
MNU Board Report - 2014
The MNU board of directors (chaired by Sandi
Mowat, president of MNU) consists of Donna
McKenzie, vice president, MNU; Holly Cadieux,
secretary/treasurer, MNU; and up until
November 2014 23 representatives from the
following regions: Prairie Mountain, Northern,
Interlake Eastern & Southern, as well as
Concordia General Hospital, Grace General
Hospital, Health Sciences Centre, Misericordia
Health Centre, Riverview Health Centre, St.
Boniface Hospital, Seven Oaks General
Hospital, Victoria General Hospital, and
Winnipeg Long Term & Community Care.
In 2014 the MNU board met five times as well
as at the MNU annual general meeting (AGM).
Board meetings are one day long with an
additional day or half day for board education.
MNU staff attend these meetings on a regular
basis. Observers, including nursing students,
are welcome to attend the meeting, exclusive
of in-camera sessions.
Please contact the Local 5 office if you are
interested in attending a board meeting as an
observer.
Each board meeting includes reports from or
about: the president; secretary/treasurer and
finance; director of operations; director of
labour relations; grievances and arbitration
activity; and PCBC (if applicable). In addition,
each region and/or local provides MNU with a
report regarding trends, issues and activities in
their region/local.
In 2014 Local 5 submitted written reports at
each board meeting highlighting Local 5 office
activity, hospital activity, WSR statistics,
position vacancy statistics, and issues such as
the workload in the woman & child program;
employee relations at SBH; ACSS; cardiac
sciences; E4 Geriatric Medicine workload
concerns; attendance management;
Emergency workload issues; and staff
scheduling issues.
for informational purposes.
Following each board meeting a report is
provided to the Local 5 executive committee
regarding board initiatives; activities; and
matters of relevance. Feedback is sought from
the Local 5 executive committee to assist us in
preparing for the next board meeting.
In 2014 board meeting discussions included
CFNU communications; activities of president
Sandi Mowat; MNU media campaigns;
negotiations; and the ratification of our new
collective agreement.
At the November 2014 board meeting a
motion came to the board to amend bylaw No
1 which references the structure of the board
in relation to the regional health authorities,
which are established by the government of
Manitoba. The passage of this amendment
resulted in the elimination of one board
member and was supported by the affected
board member. I refer you to the MNU
handbook for the final representation of
regions and board members.
General membership is provided with this
information via the MNU annual report.
Priority issues, topics, and campaigns are
highlighted in the MNU Front Lines magazine
and are posted on MNU's website
www.nursesunion.mb.ca
As always members should feel free to contact
us with any questions you may have.
Diana Martinson, RN &
Sheila Holden, RN
Board Representatives, Local 5
Local 5's report to the MNU board of directors
is provided to the Local 5 executive committee
Members are encouraged
to read MNU publications,
annual reports, and any
information posted on the
MNU website to ensure
they are current regarding
MNU board of directors
activities.
MNU Front Lines Magazine
Please know that articles
published in the MNU Front
Lines magazine are based
on standard collective
agreement language which
may not be the same as St.
Boniface Nurses Local 5
Collective Agreement
language.
Remember to check our
Collective Agreement and
contact the Local 5 Office
with any questions or
concerns.
Workload Staffing Reports Committee Report - 2014
COMMITTEE
REPRESENTATIVE
AREAS OF RESPONSIBILITY
Surgery Program: B2 Pre-Op Clinic, B2, Vascular Access, L2 Pre Op Holding & Day
Surgery Recovery, A4S Urology/Vascular, ACF Surgery, A7S, A7W
excluding NFA, OR & PARR
Diana Martinson (7A West)
(Committee Chair)
W – 204.237.2835
Diagnostic Imaging: Angiography, Bone Density, CT Scan, MRI, Mammography,
Nuclear Medicine, Ultrasound, X-Ray
Woman & Child Program: L & D, LDRP, FAU, NICU, 3MCU, 6AW AP/Gyne, ACF
Woman’s Health, ACF Pediatrics, Woman & Child Relief Team
Chris Boychuk (Labour & Delivery )
(Committee Co-Chair)
W – 204.237.2778
Mental Health Program: M2/M3, Adult Ambulatory Care & Geriatric Outpatient
Services
Kathy Hillstrom (CR4 CSIU)
W – 204.237.2801
A8 Palliative Care
Cardiac Sciences Program: A5 Cardiology/CCU, CR4 CSIU, CR5 ICCS, Cardiac
Clinics (CR1 & Y2), Y2 Pre & Post
Rehab/Geriatrics Program: E4 Geriatrics, Geriatric Day Hospital
Sheila Holden (Local 5)
W - 204.231.0188
Emergency Program
When you fill out a WSR form
please ensure you fill out and
forward the vouchers from the
inside front cover of the WSR.
These vouchers enables the
Local to follow up on WSRs that
have been filled out but not
received in the Local 5 office.
Plus 5AS Cardiology
Medicine Program: 5B Medicine, EEG/EMG, E5 Medicine, Medicine Relief Team,
6E Medicine, ACF Medicine, Respiratory Therapy, Med/Surg ICU (ICMS)
Leanne Smith)
(B2 PAC)
W – 204.237.2347
Family Medicine Program: B4 Family Medicine, &Family Medical Centre
plus NFA, OR & PARR
Renal Program: Dialysis, Hemodialysis, Peritoneal Dialysis
WSR Statistics
5 Year History of
WSRs Received
2014 - 367
2013 - 413
2012 - 384
2011 - 308
2010 - 290
As of January 15, 2015, 367 workload staffing
reports (WSRs) have been received for 2014
compared to the 413 reports received in 2013
(as of January 13, 2014). There are still 49
WSRs outstanding for 2014 (voucher received
but actual report not yet received).
union-management tool, these forms have
provided us with statistics which assisted in
improving communications at NAC by bringing
forth an awareness of the issues related to
workload and nursing standards at SBH. Please
see the NAC Report on page 26 for further
details.
Important information to remember when
Workload staffing report statistics continue to
filling out a WSR:
be taken forward to each nursing advisory
committee (NAC) meeting (see NAC report) and
 When a situation occurs, discuss it with the
a copy of the WSR is forwarded to MNU for
Supervisor or PTM to see if something can
provincial stats.
be done to improve the workload at that
time.
It is important that nurses fill out WSRs in order
to resolve workload issues at SBH. Being a joint

If the situation cannot be resolved at that
time (i.e. no staff available), tell the
supervisor or PTM you spoke with that a
WSR will be filled out. Do not be
intimidated, documentation of the
situation is necessary!
*****
WSR Quick Tips Booklet
In the spring of 2014 7AS nurses Laura
Wickstrom and Virginia Mushumanski
provided the Local with some notes they
made for assisting nurses in filling out WSRs.
Their document was titled Quick Tips on
WSRs.
Their Quick Tips on WSRs was reviewed at an
all day meeting of the WSR Committee on
June 5, 2014. The committee decided to
incorporate Laura and Virginia's notes into an
updated version of The Staff Nurses Guide on
How to Complete a Workload/Staffing Report”
as that guide had not been updated since
2002.
A new Quick Tips booklet was finalized on July
16, 2014 and circulated to all units. If you do
not have a green duo tang titled "Quick Tips
for filling out a Workload Staffing Report
(WSR) form" please contact the Local 5 office
to get a copy.
Things to remember when a workload situation arises:
1.
Discuss the situation with your PTM/Supervisor
2.
Fill out the vouchers on the inside of the WSR and forward them as indicated
3.
Fill out the WSR and forward it in its entirety to the person with whom you discussed the
situation
If you have any questions, please contact your unit’s WSR representative.
Each unit should have a green duo-tang containing the “Quick Tips for filling out a Workload
Staffing Report”. If you require a copy, please contact the Local 5 office.
Important:
On the WSR form
Under Section 4 - Patient/Resident Care
If you check off the box for a "actual " (vs.
potential) you are required to complete and
submit an Incident/Occurrence Report to
your manager.
Mental Health Program
47
Geriatrics Program
12
Palliative Care Program
Emergency Program
Many thanks to Laura and Virginia for sharing
their insight with us.
Nursing is the art of healing and of caring …
If we cannot live up to the standards of our
nursing profession,
We must speak up and be heard!
WSRs Received in
2014 by Program
9
22
Medicine Program
54
Surgery Program
68
Cardiac Sciences Program
18
Woman & Child Program
137
0
If you have any questions, contact a member
of the WSR committee for assistance (a list
similar to the one on page 22 can be found in
the green duo tang.
Diana Martinson, RN
Chair, Local 5
Workload Staffing Reports Committee
20
40
60
80
100
120
140
160
Joint Education Fund Committee Report - 2014
The Joint Education Fund is
for educational courses and
needs only.
It is not for exam costs or
recertification tests.
Important:
Applications must be
received before the
conference/course begins.
This committee consists of both union and
employer representatives. Employer
representatives this year were Daunna
Sommerfeld, PTM Mental Health, and Louise
Allen, manager education services. During the
year Daunna left the committee and was
replaced by Lydia Harris, PTM Emergency.
Union representatives were Sheila Holden;
Leanne Smith, 2B Surgery; Kathryn Ott, 7AW;
and Monique Dela Cruz, 3MCU. The employer
provides the administrative support (Arlene
Kitchur) for this committee.
The joint education fund committee meets
monthly (except July and August) to review
and approve the short-term and long-term
financial requests submitted by Local 5
members. A review of the committee’s
financial statements also takes place at each
meeting.
Funding
Details of funding provided for 2013/2014 was
not available at time of writing this report and
will be provided to members at our AGM.
*****
On April 1, 2014 the committee began paying
out funds as the supporting documents (proof
of attendance and receipts) were received.
Most delays in paying out funds were related
to the supporting documents not being
received. The committee will be evaluating
this process at the one year anniversary mark
and a decision will be made at that time
whether or not to continue with this process
for paying out funding.
Please review the Joint Education Fund criteria
found on the back of the application form.
Applications must be received in Education
Services prior to course/conference
commencement
Employer Sponsored Educational Development
(formerly MNU Education Development Fund)
The fund's name change took place in 2014 as
a result of bargaining.
This fund provides nurses $200/fiscal year for
the reimbursement of tuition/registration/
required books only.
Applications must be received in Education
Services prior to course commencement
*****
The committee thanks Local 5 members for
their patience and understanding in waiting for
their monies as we continue to better meet
the needs of many.
Many thanks to Tanya Van Den Bussche,
accountant , ancillary and fund accounting for
her support to our committee. Our thanks as
well to employer representatives Louise Allen
and Lydia Harris.
Thank you to Arlene Kitchur for her assistance
to this committee and to our members.
Sheila Holden, RN
Vice President, Local 5
Joint Union Hospital Council Report - 2014
The Joint Union-Hospital Council (JUHC) is a
committee of executive level employer
representatives as well as union
representatives from all unions at SBH. The
committee meets to review and discuss
events, information and issues relevant to the
facility. Sheila Holden and I are the Local 5
representatives on this committee.
Seven Joint Union-Hospital Council meetings
were held in 2014.
The meeting format continued to follow the
structure change that was implemented in
2007 in that these meetings are more for
informational purposes and hospital
presentations. Specific union concerns are
dealt with in smaller meetings set up with
hospital executives and the respective union.
Despite the format of having additional
separate meetings for union concerns, we
continue to voice the issues of our members
at joint council.
In addition to the topics highlighted below,
joint council meetings included updates on
the hospital president’s overview, monthly
reports on the hospital’s financial/operating
status, clinical program movement/changes,
emergency departments daily status reports,
and articles of association were reviewed.
Focus issues presented at joint council
included:
 Workplace respect/Scents and Sensitivity
 Terms of Reference
 IT System Project - Centralized Staffing
Office project
 BPSP/SAP/Rotations
 SBH/AON Hewitt Employee Opinion
Survey
 MAHCP vacancies & workload concerns
 Contribution Assessment Reviews (CARs)/
recognition initiatives
Staff Engagement
At the October 2014 JUHC meeting Paulette
McCarthy, chief human resources officer
encouraged participation in the current
employee opinion survey. The survey
deadline was October 24, 2014 for paper
submissions and October 30, 2014 for online
submissions.
In 2013 the survey participation rate was 50%.
For 2014 the employer was targeting a
participation rate of minimally 60%. At our
December 2014 JUHC meeting we were
advised the employer reached a participation
rate of 64%. A celebration of this
achievement was held for staff on November
28, 2014.
Since this survey was occurring late in the
year (normally done in the spring) results will
not be reported on until sometime in 2015.
The executive team has advised that the
results of the 2014 survey will be presented to
staff in a very transparent fashion.
What is "Staff Engagement"
Staff engagement is a
measure of the state of
mind of employees within
an organization, and
whether the organization
has captured the hearts
and minds of its employees
Transformation
Transformation
This initiative continues at
St. Boniface Hospital.
Dr. Tétreault, president & CEO St. Boniface
Hospital continues to maintain there will be
no job losses as a result of Transformation. I
can report that to date there have been no
job deletions of MNU members related to
Transformation.
We continue to encourage
our members to contact us
if they have any questions
or concerns regarding this
process.
It has been seven years since SBH embraced
and endorsed Transformation principles and it
is still difficult to keep up with all of the rapid
improvement events (REIs) and roll outs. At
SBH there has been little that has not been
affected in some way by Transformation.
Karen Sadler, RN
President, Local 5
Nursing Advisory Committee Report - 2014
Any nurse or group of
nurses who feel an issue
has not been resolved at
the unit level, may refer the
issue to the NAC. The issue
could pertain to workload,
staffing, nursing standards,
and nursing functions as
well as the physical
environment.
As stated in article 1103 of our collective
agreement, the Nursing Advisory Committee
(NAC) is a joint committee comprised of union
and management representatives mandated
to:
i)
Review and make recommendations
relative to those unresolved issues
relating to workload and staffing;
ii)
Provide a forum for discussion and make
recommendations on issues relative to
nursing professional practice such as
nursing standards, nursing functions,
physical planning and layout of facilities.
New collective agreement language was
achieved this past round of bargaining which
addressed the use of agency nurses, equal
cost sharing of the workload staffing report
(WSR) form, and a review of the WSR form
itself.
Additional language within article 1103 was
achieved regarding the response time from
managers when a nurse submits a workload
staffing report.
"The Manager shall provide a written response
as soon as is reasonably possible and no later
than 14 days after the form has been
submitted to management. The response will
outline the actions(s) taken and any further
actions to be implemented. The Workload
Staffing Reports will then be reviewed at the
next scheduled Nursing Advisory Committee
meeting."
If the decision of the NAC regarding an issue is
unacceptable to the nurse(s) who submitted
the issue, or if NAC is unable to resolve the
issue, the matter shall be referred in writing to
the facility administrator/executive
management committee. Upon request of
either party, a meeting will be scheduled as
soon as possible, but no later then fourteen
(14) days.
The rationale for obtaining the changes to
article 1103 are as follows:
These amendments reflect the priorities of
members to have the WSR be administered
more respectfully and efficiently. Currently,
members are often frustrated that the
manager's response is sometimes incomplete
or dismissive. Often the manager does not
respond at all. The language now requires the
manager to respond within fourteen days and
prescribes that the response outline the
actions taken, and any further actions to be
taken in the future to avoid a repeat of the
unsafe staffing situation. Failure to do so will
attract a grievance.
This will allow NAC's to function more
effectively in that the WSR can be dealt with at
each meeting and do not languish on a
manager's desk. Further , this language
clarifies the route of a nurse's concern that
includes the WSR.
This amendment specifies a deadline for the
parties to meet, giving nurses the ability to
have workload concerns addressed in a timely
manner.
Local 5 vice president Sheila Holden; Diana
Martinson, 7AW surgery; and I continued as
the Local 5's NAC representatives for 2014.
Employer representatives for 2014 were
Diane Genyk, program director Outpatient
Services; Lydia Harris, PTM Emergency;
Melody Damm, PTM 5E Medicine; Monica
Warren, program director Woman & Child;
Sheila Bowles, program director Cardiac
Sciences; and Brenda Badiuk, program
director Emergency; who came on board as
committee co-chair.
There are two employer vacancies on NAC as
we enter into 2015. Monica Warren has left
SBH and is now the regional director for the
Woman & Child Program. Brenda Badiuk has
accepted the position of executive director
Support Services at SBH and has stepped
down from NAC. At time of writing this
report, we have not yet been apprised of who
will be appointed to fill these vacancies.
NAC Referrals & Updates
NAC met eight (8) times in 2014. Two
meetings were cancelled in 2014: one was
due to my attendance being required at
PCBC, and the other was due to the
employer's enacting article 10 due to the
flooding in the OR.
The following are previous and new referrals,
as well as items that were closely monitored
at NAC this past year.
Along with the items highlighted in this
report, issues discussed at NAC included
workload staffing reports (WSRs) and
concerns re PTMs' and supervisors' lack of
response; intimidation by supervisors and
PTMs to members to not fill out a WSR; as
well, the length of time it was taking for
completed WSRs to reach the Local 5 office.
Other issues discussed were the potential
changes to the WSR form; reassignment
concerns, mandatory overtime, surge and
over capacity on medical units, security
presence in Emergency, Fit Testing, and
personal protective equipment (PPE).
*****
Workload Staffing Reports (WSRs)
WSR statistics and education are reviewed
and discussed at each meeting. Difficulties/
issues related to the WSR process and/or
individual forms are reviewed. Requests for
educational presentations re filling out WSRs
are tabled at NAC.
At the request of the PTMs for 5E and 6E
Medicine, I attended a staff meeting for these
two areas to review how to fill out and submit
a WSR. Discussions took place regarding the
requesting of additional staffing when
workload changes occur on the unit.
Communication is key in advocating for
additional resources to provide safe patient
care.
If your unit would like to have a WSR inservice, please contact Diana Martinson, WSR
committee chair or the Local 5 office.
Busy does not even begin to describe the
activity and workload throughout all facets of
this program. From the clinics and FAU all
the way to the inpatient units, nurses in these
areas are working excessive amounts of
additional shifts and overtime to support the
workload.
As reported in my President's Report, staffing
model changes are underway for LDRP and
L&D and these changes will also affect MCU.
We will continue to monitor the progress and
advocate for our members as we wait for the
proposed changes to be implemented.
*****
BCG Vaccine Preparation
BCG vaccine preparation became a
Workplace Safety & Health (WS&H) concern
for nurses in MCU and LDRP back in 2013.
At time of writing my annual report for 2013
a SAFE work procedure for the administration
of the BCG vaccine was in the process of
being finalized. I can now report that the
SAFE work procedure was completed and
implemented in 2014.
Despite this SAFE work procedure being in
place, the union continues to receive
concerns from nurses in the Woman & Child
Program regarding the administration of this
vaccine. We have asked the employer to
research a safer way for nurses to open the
glass ampoule. Currently the only option is to
"file" the neck of an ampoule, which is not
scored. The union has provided some
information to the employer reps at NAC on a
device called "snap-it". "Snap-it" is a plastic
sleeve that is placed over the neck of the
ampoule and provides protection when it is
being opened. We are waiting to hear back
from the employer on the status of this.
*****
committed/dedicated funding from the
region.
This was a wonderful acknowledgement by
the employer of the ongoing needs of the
patients and nurses on E4 and we were more
than happy to agree to these term positions.
ER Utilization Working Group
This group has been meeting regularly since
it's inception in April of 2012.
I refer you to page 10 of my President's
Report for an update.
*****
The union was notified by the employer on
January 2, 2015 that approval had been
received to permanently increase the staffing
compliment on E4 by the four positions
referenced above. This positive result is
directly related to the power of nurses filling
out workload staffing report forms.
*****
E4 Geriatrics
This area remained on the NAC agenda
throughout 2014.
The landscape of the patient population on
E4 has dramatically changed over the years.
The workload on this unit continues to
support that it is not a "geri rehab" unit, but
rather, a sub-acute medical unit which needs
to be staffed accordingly. E4 requires
additional resources across the board and the
union has been advocating for the employer
to address the concerns in this area.
Nurses on E4 have been diligent in filling out
WSRs and have been patient when it comes
to receiving a response. Conversations
between the union and the employer have
been moving this issue forward however, not
as quickly as we would have preferred.
We knew we had the program's attention on
this issue back in 2013 as the employer had
prepared briefing notes to go to the region.
At that time, where the employer could, they
provided heavy workload staffing to E4.
In the summer of 2014 the union was asked
to agree to the posting of four term positions
for E4. Two 0.7 evenings and two 0.7 nights
term positions were being asked for by the
employer so that they could increase the
baseline on E4. The employer was
attempting to assist E4 in the absence of
Peritoneal Dialysis
This unit first raised their workload concerns
in 2013 and those issues continued to be
discussed at NAC throughout 2014.
A new process for PD was the post-op
recovering of patients who were having their
PD catheter inserted. Clearly the PD nurses
are qualified to do this aspect of care, but the
concerns raised related to the increased
workload and no additional resources
provided. We raised this concern with the
employer at NAC. The employer's response
was that clinic appointments would not be
scheduled for those times when patients
would be received post-op.
We will continue to monitor this issue.
*****
Medicine Program (5E/6E) - New Referral
Nurses on 5E and 6E raised concerns
regarding a Transformation exercise to assist
with patient flow which was having an impact
on their workload.
A new nursing role - admission/discharge and
transfer (ADT) nurse - was introduced to the
clinical teaching units (CTUs) in February of
2014. The main role and responsibility of this
nurse was to complete all of the admissions,
watching what SBH does with this role.
discharges and transfers of patients that
occur during the shift. One of the employer's
objectives is to have the bulk of the work of
admitting/discharging /transferring patients
take place during the day shift when all
resources are available. This in turn would
reduce patient wait times in emergency by
getting patients up to a unit sooner.
We will continue to raise nurses' concerns
with respect to the ADT nurse role and will
continue to have discussions at NAC to
ensure nurses' workloads are manageable
and safe.
*****
Mental Health
On the surface having one nurse doing all
aspects of admissions/discharges/transfers
has the potential to be a great addition to
CTUs as long as that nurse does not have a
patient assignment on top of the ADT work.
A problem that was quickly identified was
that on days and evenings the person filling
the role of ADT nurse was being taken from
the existing baseline staffing and no new or
additional resources added. Because of this it
is very difficult for nurses to completely
embrace the ADT nurse role as their workload
has increased (they now have more patients
in their assignment). Nurses on both units
have begun to submit WSRs regarding this
issue.
The union has raised nurses' concerns at NAC
and with chief nursing officer Wendy Rudnick.
We were advised that after a "trial period"
the role of the ADT nurse would be
evaluated. Months passed before the trial
period ended and nurses continued to fill out
WSRs. On several occasions the union had
requested information from the employer
regarding the data that was collected from
trial of the ADT nurse.
On November 17, 2014 Heather CarlssonReid, director of the Medicine Program, and
Melodie Damm, PTM for 5E Medicine met
with Sheila Holden and I, and provided us
with hard copies of a slide presentation that
was shared with the hospital's executive
team, on the success of the ADT nurse as it
relates to patient flow.
The are still some issues that the program is
trying to improve on but clearly the ADT
nurse is not going away. The region is closely
In 2014 nurses from McEwen began
identifying workload issues that were
occurring regularly on the weekend shifts.
Historically, on weekends the nursing
complement drops as a result of patients
receiving weekend passes. A new trend
appears to be that patients are no longer
being allowed weekend passes and therefore
remain in hospital. The nursing complement
however, has not increased.
We are continuing to explore this issue at
NAC and hope to achieve a meaningful
resolution to this concern.
*****
8A Palliative Care Unit
This area was tabled for discussion at NAC in
the fall of 2014 based on multiple calls we
were receiving from nurses on the unit.
The acuity and complexity of patients on 8A is
increasing and appears to no longer match
the baseline staffing that this in place. 8A
PCU is often referred to as the ICU of
palliative care.
We encourage nurses to fill out and submit
WSRs so that we have documented data
related to their concerns.
In November of 2014 we were advised that
the program was providing additional staff to
assist with workload, but that this was being
done on a day-to-day basis.
A staff meeting was held on 8A which
included Sandy Bell, program director, and
Elaine Bronstein, PTM. The nurses expressed
their concerns re their inability to provide safe
patient care and the need for additional staff.
There was acknowledgement by the employer
that increased acuity is not a 'blip" but an
actual trend.
We will continue to discuss this issue at NAC
and will provide updates as information
becomes available.
*****
Increase in EFT
The Increase of EFT memo was renewed this
last round of bargaining with amendments
designed to ensure transparency and ease of
implementation.
The amendments included:
 The process will be monitored by the
Nursing Advisory Committee
 The employer must identify the available
EFT and shift patterns in advance.
 It allows for more flexible time lines and
is not limited to once a year.
 It allows for an individual unit to use the
process independent of the facility.
 The memorandum is limited to the life of
the agreement in order for the parties to
assess if it is meeting the needs of nurses.
CR4 (cardiac surgery inpatient unit) was going
to be posting new positions in the summer of
2014 as a result of an increase in funding to
increase beds. The PTM explored the
possibility of an increase in EFT for the area
prior to posting the new positions. As a result
of the newly defined process in the collective
agreement, all eight of the nurses who
responded with a request to increase their
EFT, received their full request.
Many thanks to Diana Martinson, Chris
Boychuk, Kathy Hillstrom, Leanne Smith, and
Sheila Holden who served as your WSR
committee representatives in 2014. Their
work, efforts and commitment is very much
appreciated.
Sheila and I also extend our thanks to
Ana-Maria Cubela, Brenda Badiuk's
administrative assistant, for her administrative
support to this committee.
Karen Sadler, RN
President, Local 5
Regional Nursing Advisory Committee Report - 2014
Contractually the mandate of this committee
is to resolve the regional issues related to
staffing and scheduling; prolonged periods of
work (consecutive hours and consecutive
shifts); standby assignments; and the use of
part-time additional shifts and casuals shifts as
it relates to the creation of permanent
positions. The RNAC reviews data relative to
the use of additional and/or casual shifts, with
a view to making recommendations relative to
the creation of positions. The process of the
RNAC is outlined in our collective agreement.
A review of the committee's terms of
reference took place in 2014.
*****
Committee Members
Each local/worksite/region is represented by
their local/worksite/regional president along
with two MNU members-at-large: Sandi
Mowat and Sheila Holden, who are appointed
by the local/worksite/regional
representatives.
This committee met four times in 2014. The
following is a summary of issues discussed at
those meetings.
*****
Acute Care Surgical Services (ACSS) - Escort
Duty
In our 2013 annual report I updated members
on the proposed changes and additions to
enhancing the transport and escort aspect of
ACSS.
At the March 2014 regional NAC meeting,
Milton Good, RT & regional director WRHA
Patient Transport, presented an update on
the patient transport project for inter-facility
transport. He explained the collaboration
between the WRHA patient transport
program and the Winnipeg Fire & Paramedic
Service (WFPS) to centralize the call intake
process and provide a cost effective and
efficient model.
Additional WFPS communication staff was
funded by the region to create a call centre
(central intake). This centre manages all calls
for service from acute care sites, as well as
Riverview, St. Amant and Deer Lodge.
The Inter-facility Transport (IFT) Centre
dispatches ambulances (WPFS) and nonurgent stretcher units (private contractors).
The IFT Centre also dispatches the private
escorts where needed.
The following information was provided by
Milton Good in his presentation to RNAC:
The WRHA Patient Transport Team includes:
 Advanced Practice Respiratory Therapists
who can manage all levels of patients
 General Duty Respiratory Therapists who
can provide care for very stable and
intermediate level patients (e.g. a patient
requiring pain management with
narcotics)
 Primary Care Paramedics who can
transfer very stable patients requiring
minimal interventions (e.g. administration
of a bronchodilator).
This initiative will affect/benefit the acute care
and long term sectors and all programs by:
 Sending the appropriate transport vehicle
to ensure that the transfer occurs in a
timely fashion
 Providing the appropriate level of escort
which allows sites to keep their staff in
house.
By being able to dispatch the appropriate
resources, the WRHA can recognize costs
savings for patient transport while ensuring
the patient is transported in the safest manner
possible.
There were pointed questions to Mr. Good
regarding the ability of the RTs to give
narcotics. He responded with ...the RT should
witness the nurse at the sending facility
withdraw the narcotics; if the RT is to
administer any narcotics en route, they must
Presentations at RNAC
sign for what is given to the patient, and then
return to the sending facility what is not used
during transport… All of this requires
appropriate documentation along the way.
Mr. Good acknowledged that the staffing
complement that is required has not yet been
achieved and that the necessary training for
the dispatchers (who are not from a medical
background) is being developed.
Some informational presentations were made
to the committee this past year. They
included the following:



*****
Zero Tolerance - Safe Work Environment

Issues and concerns regarding this agenda
item have been carried over from previous
years.
New online operating room course
education presented by Lynette
Kolodziejak, WRHA program director,
Surgery
Panel Project - LTC redesign presented by
Suzanne Wowchuk
Community Mental Health Crisis Response
Centre presented by Nancy Parker and
Susan Chipperfield, regional program
director for Mental Health
Regional Transport Status presented by
Milton Good, WRHA regional director
Patient Care
*****
Security is still a concern at many sites despite
changes to the legislation. Some issues stem
from the increased number of behavioral
patients (Alzheimer's, dementia and brain
injuries). It is quite evident that more
behavioral units are needed.
Violence prevention processes are moving
along and the policies are no longer in draft
form. Sandi Mowat co-chairs The Violence
Prevention committee and they are rolling out
the policy. Providing supportive education is
the next step. Each facility/region is
responsible for implementing the education
surrounding this policy. SBH has deferred this
education to the Occupational Health & Safety
portfolio.
No additional monies have been provided from
the government for this initiative.
Mentorship Program
This item was struggling along on the RNAC
agenda in 2013 and there was an agreement
to revisit this topic post bargaining.
Local 5 will be asking to have this item put
back on the RNAC agenda as a standing item.
*****
Local 5/SBH Concerns Discussed at RNAC




Emergency Program
E4 Geriatric Medicine
8A Palliative Care
Please see my NAC report for further details.
Karen Sadler, RN
President, Local 5
Workplace Safety & Health Committee - 2014
This year has been challenging and interesting
for the committee.
Asbestos Issues in Mechanical Rooms
In 2013 the WS&H Division gave the hospital
an improvement order for asbestos
abatement in the mechanical rooms. A
proposal was given to WRHA Safety & Security
budget along with a request for $300,000.
The request was denied.
The Occupational Health & Safety
department, in conjunction with property
management assessed the mechanical rooms
to determine if they were a Type 2 entry or
not . If an area is determined to be Type 2,
anyone entering that area would have to put
on a suit and respirator.
WRHA Safety & Security budget reconsidered
their decision of our request and awarded
SBH the monies as requested for asbestos
abatement. An outside consultant company,
Amex, has been hired and have begun the
removal of asbestos beginning with the worst
areas that have the greatest potential for
harm through to the areas that have the least
potential for harm. They are on schedule.
*****
Bed Bugs
Proper communication needs to be done
when a patient who has bedbugs is
transferred from the ER to a unit. Same
should be noted on the report and verbally
communicated when the patient is
transferred. As well, the policy/procedure is
to be initiated immediately upon admission.
*****
Garbage Compactor
There was concern that housekeeping staff
had extended exposure to the elements along
with repetitive stress injuries when dealing
with garbage. A new platform and tipper has
been installed by Bockstael Construction.
Staff now have limited exposure when they
are placing the bins in the tipper as it can now
be operated from inside the building. The
current operation of the tipper will be allowed
through the winter season and will be
evaluated for any shortcomings. An evaluation
will also take place to see if a roof is needed
for total protection from the elements.
*****
Anesthetic Gas Exposures in L&D
Staff in L&D were being exposed to anesthetic
gases when patients who had been given a
general anaesthetic for a procedure
(caesarian) are taken to the recovery room
and the anesthetic gas exhalation is breathed
on the staff (off-gassing)
The implementation of a face mask attached
to a scavenger system (which is located on the
wall) has hugely increased the capture rate of
exhaled anaesthetic gas.
*****
Nitrous Oxide Exposure in L&D and LDRP
Hygiene surveys were done on three patients
receiving nitrous oxide. It was discovered that
nurses were overexposed to nitrous oxide
which is used by labouring mothers for pain
control. The use of the nitrous oxide was
stopped for a period of time until the
scavenging system was fixed and drawing
suction.
A mask has been adapted with a return line to
the scavenging system which is now drawing
the vapours away. The scavenger system had
not been working due to a build up of dirt in
the system. The educator for the department
will be doing periodic reviews and will be
providing education to ensure proper
maintenance of the scavenger system.
At time of writing this report nitrous oxide is
only available on LDRP.
Replacing the Ramp on E Block
This has been a longstanding issue. Different
departments (such as Diagnostics Imaging, Xray, Housekeeping. MTS, etc.) utilize the
storage area in that area. Carts have to be
pushed up and down the ramp and are
sometimes ridden down which is a safety
hazard. Initially there was agreement for a
ramp/lift to be installed. However the
manager has recommended that a lift not be
installed due to concerns re individuals
operating the lift, wearing steel toed boots,
significant risk for crushing hands or feet, and
protrusions in the concrete steps which has
the potential of risk of injury.
The ramp has been installed and a meeting is
to be held to discuss the situation. This issue
has been deferred since the June 2014
committee meeting and an update to be
provided in the new year.
*****
Communications with Provincial WS&H Division
The WS&H Division has made approximately a
dozen visits during the year to SBH to tour
and inspect the support areas (mechanical
rooms, housekeeping, fire system). 130
improvement orders were generated. As of
December 2014, five improvements orders
remain outstanding.
*****
Safety concerns re BCG vaccine preparation
The supplier of the BCG vaccine changed in
2013 to a product that required nursing staff
to reconstitute the vaccine. One preparation
station was set up which all the units
preparing/dispensing the vaccine use. A SAFE
work procedure for BCG vaccine preparation
was developed at the request of MNU and
presented to the WS&H committee.
In 2014 Local 5 learned that nurses
responsible for preparing the BCG vaccine had
compiled a list of concerns with respect to the
preparation of the vaccine. Further enquiry
by Local 5 at WS&H provided information
regarding the number of incidents reported
on the incident tracker related to the
preparation of the BCG vaccine. This was
followed up extensively by Local 5 and nurses
were encouraged to complete and report
their concerns. Kim Roer, Manager of
Occupational Health, and PTM Janet Sawatzky
met with the nurses regarding their concerns
related to the BCG vaccine and staff identified
that a permanent location for BCG vaccine
mixing was considered. Woman & Child
Program Director Monika Warren reported to
Local 5 president Karen Sadler that “The
department did explore different mixing
station locations, but that the location of the
current station was not an issue. The issue is
they always need a second nurse to check the
mixing of the BCG.” . The Local continues to
monitor this issue. A vaccine preparation
site visit is pending by WS&H committee
member Liz Cronk.
The BCG vaccine is presently supplied in a
glass vial that has to be scored. Local 5 has
found a tool called the “SnapIT” which we feel
can safely assist in the scoring and removal of
the top portion of the vial. The SnapIT tool
was presented to the WS&H committee and
brought forward to the Nursing Advisory
Committee (NAC). Feedback on this tool is
pending.
*****
Non Tempered Eyewash Station
The WS&H Division wrote an improvement
order for the non-tempered eyewash stations
throughout the hospital as they were deemed
to not meet WS&H standards (require two
people to operate). Tempered eye wash
stations will be installed in Morrison Foods
and the Print Shop.
Ventilator in MRI
MAHCP brought forward staff concerns about
exposure to magnetic fields while they are
bagging intubated patients, as they do not
have a ventilator in MRI. Concerns were also
expressed for pregnant staff who were
advised not to go into MRI room (implying
that it is unsafe). There was follow up with
the manager who informed the committee
that the ventilator is now being funded and
has been ordered. We have been advised
that the ventilator has been delayed as the
one originally ordered did not meet the
specifications. ETA for a new MRI ventilator
is now January 19, 2015. Educational
sessions are planned for staff.
*****
MAHCP Increased Workload/Work Hours
Heavy workload reports were presented on
areas with increased workload/hours related
to inadequate staffing and increased patient
activity. This was suggested by Human
Resources that this issue be brought forward
to the committee. The issue was also brought
forward to Joint Union-Hospital Council. The
MAHCP member is to update the committee
as more information becomes available.
*****
Serious Incident (Kitchen)
A staff member sustained an injury when a
freezer lid fell on her hand when she tried to
stop it from closing on her. The staff member
went to Emergency and received four stitches
in one finger.
Property Management was called to come
look at the freezer . There is a chain on the
wall which is attached to a metal bracket on
the freezer and is used to keep the freezer
door. A hook was installed to secure the door
when it is open and the metal brackets were
smoothed down. The area's manager has
requested funding for a new freezer.
Asbestos Sampling
A MGEU committee member brought forward
concerns regarding the Asbestos sampling
procedure in that the size of the sample was
thought not to capture an adequate depth of
sample. Samples are sent to a lab to be
analyzed. The committee was informed that
based on this observation, recommendations
were made which resulted in further staff
training: a two day Pinchinn Training where
new staff performing this task will be
educated and coached on how to take proper
Asbestos samples.
*****
Ebola Preparation
We discussed the hospital had activated a
planning and response team on Ebola
preparedness and we learned that
communication and general memos were sent
to all staff regarding Ebola preparedness.
Information is available on the hospital
intranet pertaining to current Ebola
preparation and communication.
*****
Signage
A UFCW committee member raised a concern
on behalf of a Security staff member
regarding entering electrical rooms. Staff are
not always aware of the hazards in those
rooms as sometimes signage is not seen. As a
safety precaution, rooms where electrical
panels are located are not made
public. WS&H Division safety officer Natalie
Oree provided feedback that the employer/
owner must ensure that energized electrical
equipment is suitably located and guarded so
that no one is able to make contact with
it. The manager of the area is looking into
identifying electrical room doors with symbols
or colors that would not be identifiable by the
general public.
WS&H Committee Co-chair Report
Provincial Violence Prevention Program
The SBH safety officer provided updates to the
committee regarding the Violence Prevention
Policy that has been in place since 2013. St
Boniface Hospital specific procedures
associated with the policy still have to be
implemented into our Admin Manual. The
training modules have been developed and
Education Services is working with the hospital
and the Violence Prevention committee on
how the education/training roll out will be
done. Once these two items have been
completed the roll out of the education/
training will commence.
*****
Icicles Falling at the Energy Centre
For many years it has been noted that icicles
form on the Energy Centre exhaust stacks
during the winter. On November 21, 2014 a
vehicle suffered significant damage from icicles
that fell from the stacks. Those icicles could
have seriously injured someone had they been
in the area at that time. The towers on the
Energy Centre is about 110' high and the
radius of the pans is about 20'. The icicles that
hang from the towers are probably in the
range of 4' long. The parking lot has been
closed off and flagged and signage has been
put up as well. The committee requested
there be more communication to staff
regarding this issue. A letter will be generated
on behalf of the committee requesting that
temporary fencing be installed to reduce
accessibility to this area.
Respectfully submitted,
Bernardine Brys & Liz Cronk
Local 5 WS&H Committee Representatives
In April 2014 I accepted the worker co-chair
position that was vacated by UFCW member
Carmela Abraham. This was an important first
for Local 5. I believe filling of the worker cochair position should be done on a rotational
basis in order to give all worker members of
the committee the opportunity to serve as cochair.
It has been both a challenging and interesting
year. The committee was required to make
changes that were in accordance with the
Workplace Safety and Health Act ( WS&H Act).
We were able to accomplish this talk in
solidarity with assistance of Local 5 president
Karen Sadler, and MNU LRO Tom Henderson
whose portfolio includes Workplace Safety &
Health. We are now empowered by these
changes. I am grateful for Tom and Karen’s
ongoing support and guidance. I encourage
the members of Local 5 to continue to bring
forward their safety and health concerns in
order that we can continue to work towards an
equitable and safe solution to WS&H concerns.
Some important changes took place this year:
The Terms of Reference and Educational /Work
Plan Tracking Form
The Workplace Safety and Health committee's
terms of reference are revised every two
years. This year’s revision was particularly
challenging as we had to ensure that the
committee membership accurately reflected
the guidelines the wording in the WS&H Act.
I am pleased to report that the necessary
changes to the committee's membership are
now in place and the terms of reference, which
took almost a full year to revise, now reflects
those changes. Local 5 and MNU played an
important role in the revision and completion
of the terms of reference and we are very
proud of our role and input.
An education and committee work form was
created and presented to the managers by the
SBH safety officer with little input from the
WS&H committee. This form was not well
received by the committee members as it was
presented as a mandatory requirement. The
WS&H committee chose to revise the form to
more accurately reflect an educational/
committee work plan. Committee members
will have the option of using the form on a
voluntary basis or keeping their manager
informed of their committee work through email. This was an important victory for the
committee as worker members felt they were
being unfairly singled out. All that is required
regarding committee members' work as per
the WS&H Act is that we keep our manager
informed.
*****
Guests
In the past "permanent" guests frequently
attended WS&H committee meetings. Local 5
and MNU have been instrumental in obtaining
clarification on this point in order to manage
guest attendance and reflect an accurate
committee membership per the legislation.
Jack Slessor from SAFE Work Manitoba and
Natalie Oree from the WS&H Division were in
attendance at our November meeting. They
were able to observe the committee and
provide feedback. The committee obtained
clarification on some important points per the
WS&H Act.
WS&H committee co-chairs received notice
that as per the Act, the entire workplace was
to be inspected with the active participation of
the committee members. Since this is
currently not the practice at SBH, it was
recognized that a regulatory variance was
required by this employer and needed to be
requested from the Workplace Safety & Health
Division.
MNU LRO Tom Henderson attended our most
recent meeting and gave suggestions on
methods of improving the frequency with
which the committee conducts inspections.
These discussions are ongoing and the
committee has agreed that priority be given to
inspecting high risk areas.
An application for the variance was put
forward by the hospital prior to the above
input being given. MNU has provided
feedback to the WS& H Division that
consideration be given to methods in which
greater compliance could be achieved.
*****
Inspections
The committee completed inspections of the
following areas between September 2013 and
December 2014: Paint Shop, Carpentry Shop,
Admitting and Information Desk, Health
Records, Everett Atrium, 5B Medicine, 5E
Medicine, 6A Medicine, L & D, NFA, Diagnostic
Imaging/MRI building and patient waiting area,
administrative offices, common areas of
ultrasound and CT scan.
*****
Anesthetic Gas and Nitrous Oxide Exposure
in L&D and LDRP
Air quality assessments had identified
anesthetic gas readings which were
significantly in excess of acceptable limits. I
visited L&D and LDRP in May 2014 and met
with Brice Morin and PTM Susan Mussell to
view the ventilation system on L&D and to go
over the proposed changes/upgrades to
extract gases. I also viewed how nitrous oxide
was being delivered to patients on both L&D
and LDRP. In addition I viewed the changes to
the delivery of nitrous oxide on both these
units and the proposed changes to the LDRP
scavenging/extraction improvements in
regards to the use of nitrous oxide.
OH&S conducted additional surveys in L&D
and the recovery room for exposure to
anesthetic gases to staff. The implementation
of a face tent with a scavenger system
attached to the wall was reported to increase
the capture rate with respect to anesthetic gas
exposure.
The use of nitrous oxide resumed on LDRP
once the scavenging system had been cleaned
Road Show WS&H training presented by MNU
LRO Tom Henderson.
and was functioning optimally. The area was
resurveyed by OH&S. There was an
improvement made to the method in which
the nitrous oxide was delivered which included
the addition of a hose which would capture
the patient's exhaled gasses and would now be
connected to the extraction or scavenging
system. There were plans to reintroduce
nitrous oxide on LDRP once the hygiene survey
was repeated in September 2014.
*****
National Occupational Safety and Health
(NAOSH) Week, May 4-10, 2014
“Make Safety a Habit"
The goal of NAOSH Week is to focus
employers, employees, partners and the public
on the importance of preventing injury and
illness in the workplace, at home, and in the
community.
The WS&H committee actively participates by
voluntarily manning a booth during this week
and by being available to answer questions and
provide information to SBH employees and the
public. We offer a poster contest for children
with prizes for age groups and to all who visit
the booth - an entry for a door prize.
*****
Education and Committee Training
Committee members are entitled to a
minimum of two education days per year. SBH
offers the following committee training:



Manager Responsibilities and OH&S
Incident Tracker
How to Conduct Workplace Safety &
Health Inspections
WS & H Committee Training
In January 2014 Liz Cronk and I attended the
Safe Work Conference which put on by the
SAFE Work Manitoba.
In April 2014, Liz Cronk and I, along with Local
5 president Karen Sadler and Local 5 vice
president Sheila Holden attended the Spring
I attended the VIP conference sponsored by
Safety Services Manitoba on September 30,
2014. This was the inaugural year for the
conference which is intended for committee co
-chairs. The theme was injury prevention.
*****
Policies
The Fit Test Policy and Respiratory Program
Policy were reviewed by the WS&H committee.
*****
As committee co-chair, I have the
responsibility of reviewing and contributing to
meeting minutes; meeting with the WS&H
Division officer on a regular basis to review and
sign compliance reports; reviewing
outstanding agenda items and assisting with
their completion.
I have shown a keen interest in all safety
concerns that have been brought to the
committee. It has been a most enlightening
experience as I have learned so much more
about the role of the committee, the members
and their concerns, and how to foster good
relations between all committee members in
order to give everyone a voice.
Bernardine Brys, RN
Workplace Safety & Health Committee
Worker Co-Chair
WRHA Continuing Education Fund Committee Report - 2014
Funding for the WRHA Continuing Education
Fund Committee is not negotiated at
bargaining nor is it included in the collective
agreement. It is discretionary from Manitoba
Health on an annual basis.
Additionally, monies flow from Manitoba
health to the provincial nurses recruitment &
retention fund committee. The nurses
recruitment & retention fund (NRRF)
committee (which includes Sandi Mowat,
president, MNU) makes decisions annually
regarding the disposition of these funds
(example: to the WRHA continuing education
fund committee).
The WRHA continuing education fund
committee represents nurses throughout the
WRHA and is a joint committee of
management and union representatives. The
eight Winnipeg hospital local presidents as
well as board members representing long-term
care and continuing care, participate on this
committee which meets quarterly.
Management (Marg Synyshyn, MATC) and
union (Dana Orr, Riverview) co-chair the
committee.
Money from this fund can be obtained for
costs related to the following:


Registration/tuition/travel/books and
accommodation costs to attend
workshops, university courses,
conferences or seminars ($500.00
annually per nurse);
Education subsidies (for short term
education programs) - maximum of two
days per year (for nurses who are required
to take an unpaid leave of absence in
order to attend an educational program).
The education subsidy was always intended to
be a monetary assistance for nurses who
wanted to attend a conference, course or
seminar but were required to take an
education LOA (unpaid shift) for those day(s).
The subsidy was never intended to be salary
replacement for lost wages for the day(s) of
the conference.
Subsidy rates for 2015 remain unchanged and
are as follows:
RN/RPN
8 hour shift
12 hour shift
$215
$315
LPN
8 hour shift
12 hour shift
$170
$250
The $500.00 annual cost funding also remains
unchanged for 2015.
WRHA Continuing Education
Fund - Financial Report - 2014
The financial information was
not available at time of printing
this report. It will be provided to
members at the Local 5 AGM on
March 4, 2015.
The financial report validates the
need for these kinds of funds and
illustrates the increasing activity
in attending educational
programs by nurses.
The decisions made by the committee
regarding funding, guidelines, and applications
were guided by the following:




To cause the least disruption to nurses;
To ensure a period and vehicle of
communication to nurses, of the changes.
This is very difficult as Winnipeg is a region
but has no regional structure, only
individual employers.
To base decisions on review of data
related to the fund.
To use all the funds provided, while trying
to forecast the annual demands for
funding and balance those with trying to
ensure viability of the fund for each
current year of funding.
Towards the end of 2014 this committee was
discussing concerns regarding the funding
budget and whether or not there would be
sufficient funds to meet all requests by the end
of the year. The funding trend is decreasing
while our expenses are increasing. There will
be a deficit, but how much of a deficit is not
yet known.
The committee agreed that a discussion with
the nurse recruitment and retention fund
(NRRF) was required to strategize our financial
position. The two co-chairs are requesting to
be put on the agenda for the next NRRF
meeting. Our hope is they will hear all the
successes and positive opportunities the
Did you know?
Bilingual/French Nursing Grant
Bilingual/Francophone nurses
who are newly hired into a
position where bilingualism/
French language is a
requirement and have not been
employed in any such position in
the six months prior to the grant
application are eligible for this
$2,000.00 grant.
Nurses meeting the eligibility
criteria are encouraged to
apply.
For further information, please
contact the Nurses Recruitment
and Retention Fund toll free
1.877.681.4983.
ConEd fund provides, so that additional
monies will be provided.
Faxed application forms are not accepted.
Mail completed application forms to:
If we are not successful in obtaining additional
monies, other options will need to be
explored. We will continue to monitor this
situation and provide updates to our members
as information becomes available.
Many thanks to Audrey German,
administrative assistant, for her efforts on
behalf of the committee.
WRHA Continuing Education Fund
120 Tecumseh Street
Winnipeg, Manitoba
R3E 2A9
Inquiries:
Phone: 204.334.3433
E-mail: [email protected]
Thank you also to Marg Synyshyn and Dana
Orr for their willingness to share the
responsibilities for this committee.
Karen Sadler, RN
President, Local 5
The funding available comes from the WHRA Continuing Education Fund to you a nurse in the
WRHA. It is your money to utilize in accordance with the guidelines. Applications are reviewed
carefully to ensure employers are not offloading Collective Agreement Article 2407
responsibilities to the WRHA Continuing Education Fund.
Employers do not have access to the WRHA Continuing Education Fund Committee funds and
should not expect nurses to apply to the fund and then require nurses to pay that money back
to the “unit/program/specialty Education Trust Fund”.
Please be aware that if your employer is telling you to attend a conference/seminar, then they
should be paying you in accordance with Article 2407.
Unit specific Education (Trust) Funds are completely separate from the WRHA Continuing
Education Fund. Guidelines for those funds cannot include repayment by nurses for monies
received from the WRHA Continuing Education Fund. Should this occur please contact the Local
5 Office immediately for assistance.
Nominating Committee Report - 2014
The New Year always brings with it time to
begin preparations for our Local 5 Annual
General Meeting (AGM). St. Boniface nurses
who attend this meeting make our
committee’s work much easier by their
willingness to be involved in the process.
Take a look at how many of your colleagues
and friends work to make a difference in your
workplace.
Units throughout the hospital have received
information regarding the nominations
process and committee functions. Please take
some time to get acquainted with a
committee that may strike your interest, or
become a representative for your unit.
Orientation for unit reps can be arranged
through the Local 5 office. Your involvement
in the activities of Local 5 is important. Find a
friend or co-worker and jointly run for a
committee and make this the year you get
involved in your union. Hope to see many of
you at our AGM taking part in discussion and
elections.
*****
acclamation January 6, 2015.
LOCAL 5 CONSTITUTION
ARTICLE IX – ELECTIONS
Treasurer
Kathy Hillstrom is entering the second year of
her two year term which continues to April
30, 2016.
9:06
a) Nominations for positions
shall be submitted by
January 5th of the election
year for any position.
MNU Board Representatives
b)
A résumé outlining union
experience, involvement
and education shall be
provided along with
nomination for the position
of president, vice
president, secretary,
treasurer and MNU board
representative.
c)
Where a nominee has
submitted their name in
the time period specified in
9:06 a) and there are no
other nominees, that
member shall be deemed
to be elected by
acclamation.
Diana Martinson is entering the second year
of her two-year term which continues to April
30, 2016.
As no other nominations were received for
the position of board representative as per
9:06c), Sheila Holden was elected for a twoyear term by acclamation January 6, 2015.
*****
Nominations for Standing Committees
Local Collective Bargaining Committee (LCBC)
As our current collective agreement does not
expire until 2017 a new committee will not be
elected until next year.
Local 5 Elections 2015
Workload Staffing Reports Committee
Key Executive
(3 to be elected, each for a two-year term)
President (one to be elected for a two year term)
Chris Boychuk, Kathy Hillstrom and Leanne
Smith are entering the second year of their
two-year term which continues to April 30,
2016.
the position of president as per 9:06c), Karen
Sadler was elected for a two-year term by
acclamation January 6, 2015.
Vice President
Sheila Holden is entering the second year of
her two year term which continues to April
30, 2016.
Secretary (one to be elected for a one year term)
Diana Martinson was elected by acclamation
January 6, 2014 therefore, 2 to be elected
each for a two-year term.
Nominating Committee
(3 to be elected each for a one-year term)
Chris Boychuk was elected by acclamation
January 6, 2015 therefore 2 to be elected each
for a one-year term.
the position of secretary as per 9:06c), Amber
Schultz was elected for a one-year term by
d) Only if there are no
nominations for a position
submitted in the time period
specified in 9:06 a), will
nominations be accepted
from the floor at the Local 5
Annual General Meeting.
Nominations for the Joint Committees
Joint Education Fund
(2 to be elected - each for a two-year term)
No nominations were received at time of
printing this report.
Workplace Safety & Health
(2 to be elected each for a one-year term)
Liz Cronk was elected by acclamation January 6,
2015 therefore 1 to be elected for a one-year
term.
*****
Voting Delegates to the 2016 MNU AGM in
Brandon
Gisele Petit (OR)*
Mary Woloszyn (3MCU)*
Chris Boychuk (L&D)*
*Were elected by acclamation January 6, 2015.
Number to be elected will be announced at the
AGM.
*****
Unit Representatives**
Operating Room
Gisele Petit
CR4 CSIU
Kathy Hillstrom
3MCU
Mary Woloszyn & Monique Dela Cruz
Y2 Cardiac Clinics
Bernie Brys
Adult Inpatient MH (M2/M3)
Liz Cronk
Chris Boychuk, RN
Chair, Local 5
Nominating Committee
**Unit Representatives are
elected at the unit level.
Information is current at
time of printing this report.
A complete listing of units
with reps is available on
the Local 5 website.
If you are currently a unit
rep and you wish to
continue in your role please
contact Chris Boychuk . If
you wish to become a Unit
Representative please
contact Chris as well.
New faces are always
welcome.
Finance Report - 2014
2014 was the second year in which I have had
the honour of being Local 5's treasurer.
Although there is still a lot to learn, I have
enjoyed the past year and have already
learned a great deal.
Local 5 AGM with an projected deficit of
$12,050.00. At the time of preparing that
budget, salaries for 2015 were still unknown
and therefore, were based the hourly rates as
of December 31, 2012.
I submit the following information to
membership. If you have any questions or
concerns regarding my report, please contact
me.
As our PCBC was successful in obtaining a
salary increase this last round of bargaining,
there will be an increase in 2015 to any
budget line that has a hourly salary attached
to it.
*****
*****
Investments
Our investments continue to grow. The
market value of our total investment portfolio
as of October 27, 2014 was $654,666.00.
This is an increase in market value of
$163,358 since October 18, 2013. A major
contributing factor to this increase in our
investments was that on December 11, 2013
we transferred $100,000 from our chequing
account to our investments.
1 year annualized rate of return - 13.31%
Our Local Finance/Budget Day took place on
October 30, 2014. Terry Kitching, RBC
Dominion Securities, reviewed our current
portfolio and advised that no changes to our
portfolio are needed at this time.
*****
2014 Budget
Our 2014 budget was approved at the 2013
Local 5 AGM. It projected a deficit of $2,100.
At the time of writing this report we are now
projecting surplus for year end 2014.
*****
2015 Budget
2016 Proposed Budget
At our Local 5 Finance/Budget Day held on
October 30, 2014, finance committee
members worked on the proposed 2016
budget.
We initially proposed a budget for 2016 with
an projected deficit of $35,815.00. That
proposed budget was approved at the
November 12, 2014 executive committee
meeting and was to be presented at our AGM
on March 4, 2015.
At the November 2014 MNU board meeting
several financial decisions were made by the
board that would have a direct impact on our
proposed 2016 budget.
MNU will now be paying for all voting
delegates to attend the education day at the
MNU AGM. This was great news as that day
had always been a Local expense.
As the 2015 MNU AGM in being held in
Brandon this change saves the Local
approximately $8,750.00 in salary
replacement costs; $1,115.00 in per diem
costs, and $2,200 in hotel costs for a total
savings to the Local of approximately
$12,065.00.
I'm sure that anyone who has attended an
education day at the MNU AGM in the past
will agree that this is definitely money well
Our 2015 budget was approved at the 2014
Given that the Local is in a very healthy
position financially we felt that it would not
be in the best interest of our members to
seek a dues increase to cover the projected
deficit. Rather, we will use the funds that
have been accumulating in our investments
(our member's money) to cover off the
deficit projected for 2016.
spent, regardless of who pays.
MNU also increased the per diem to $15 for
breakfasts/$20 for lunch/ $40 for dinner $75/day max (previously $55). This change
would have a slight impact on our proposed
budget.
As this information was made known to us
prior to general membership approving the
proposed 2016 budget, we felt we would be
remiss if we did not include these costs
savings in the proposed 2016 budget being
put forth to members.
To that end, the proposed 2016 budget that
will be presented and voted on at the Local 5
AGM on March 4, 2015 includes the noted
changes and our projected deficit for 2016
has been reduced from $35,815.00 to
$24,015.00.
A big thank you to our key executive Karen,
Sheila, Diana and Amber for their support
over this past year.
Thank you to Helga, and to our bookkeeper
Wendy Burdon for all their help and support
of the Local's finances.
Kathy Hillstrom, RN
Treasurer, Local 5
2014 Investments - as of October 27, 2014
Fixed Income Pools
Book Value
Russell Canadian
Russell Global High Income Bond
Russell Global Unconstrained Bond
Total Fixed Income Pools
Equity Pools
$89,633.00
$32,156.00
$62,139.00
$183,929.00
Book Value
Russell Canadian Dividend
Russell Canadian
Russell Emerging Markets
Russell Global
Russell Overseas
Russell Real Assets Portfolio
Russell US
Total Equity Pools
$59,602.00
$66,462.00
$25,695.00
$51,127.00
$50,114.00
$32,278.00
$64,178.00
$349,455.00
Total Investments (Book Value)
$533,384.00
*all values are expressed in Canadian Dollars
2014 Budget Comparisons
RECEIPTS
Dues
Interest from Bank Accounts
President’s Days Reimbursement
TOTAL
DISBURSEMENTS
Audit/Bookkeeper
2014 Approved
Budget
2014 Estimated
Receipts
Variance
2015 Approved
Budget
2016 Proposed
Budget
$315,900.00
$342,176.00
-$26,276.00
$315,900.00
$315,900.00
$300.00
$390.00
-$90.00
$300.00
$300.00
$21,900.00
$24,440.00
-$2,540.00
$24,332.00
$24,560.00
$338,100.00
$367,006.00
-$28,906.00
$340,532.00
$340,760.00
2014 Approved
Budget
2014 Estimated
Expenditures
Variance
2015 Approved
Budget
2016 Proposed
Budget
$3,450.00
$3,174.00
$276.00
$3,650.00
$3,850.00
$200.00
$130.00
$70.00
$200.00
$200.00
$8,200.00
$7,496.00
$704.00
$8,900.00
$9,700.00
Education
$27,450.00
$4,775.00
$22,675.00
$28,750.00
$21,900.00
Honoraria
$1,750.00
$1,750.00
$0.00
$2,625.00
$2,625.00
Local 5 AGM
$4,350.00
$3,996.00
$354.00
$4,750.00
$4,850.00
Management Fees
--
--
--
--
--
Meeting Expenses
$1,950.00
$2,242.00
-$292.00
$2,800.00
$3,000.00
Charitable Donations
$1,200.00
$1,200.00
$0.00
$1,540.00
$1,450.00
MNU AGM
$3,300.00
$1,552.00
$1,748.00
$3,250.00
$4,250.00
$0.00
$0.00
$0.00
$6,100.00
$0.00
$29,600.00
$32,022.00
-$2,422.00
$30,250.00
$30,300.00
$750.00
$931.00
-$181.00
$750.00
$1,000.00
$94,200.00
$96,691.00
-$2,491.00
$94,200.00
$103,000.00
$8,400.00
$425.00
$7,975.00
$8,400.00
$9,150.00
$67,400.00
$81,076.00
-$13,676.00
$67,400.00
$73,650.00
Vice President's Liability
$6,000.00
$4,545.00
$1,455.00
$6,000.00
$6,550.00
Salary Replacement
$4,200.00
$2,744.00
$1,456.00
$3,850.00
$4,600.00
Administrative Support
$29,900.00
$26,300.00
$3,600.00
$31,100.00
$32,300.00
Burdens
$47,900.00
$45,943.81
$1,956.19
$48,150.00
$52,400.00
$340,200.00
$316,992.81
$352,575.00
$364.775.00
-$2,100.00
$50,013.19
-$12,043.00
-$24,015.00
Bank Charge
Communications
CFNU (Biennial Convention)
Office Support
Postage
President’s Salary
President's Liability
Vice President's Salary
Total Disbursements
Total Receipts Minus Disbursements
Trx from Investments (if needed)
NET
$2,100.00
$12,050.00
$0.00
$7.00
-$24,015.00
2016 Proposed Budget
RECEIPTS
Budget
(4001) Member Dues
Based on: 1,250 F/T & P/T @ $9.00/member x 26 pay periods
100 Casuals @ $9.00/member x 26 pay periods
$315,900.00
$292,500.00
$23,400.00
$315,900.00
(4002) Interest from Bank Accounts
(4003) President’s Days Reimbursement
Based on MNU's 2014 allocation of 64 days - received in two installments
$300.00
$300.00
$24,560.00
$24,560.00
TOTAL RECEIPTS
$340,460.00
All salaries listed under disbursements reflect the hourly rate as at April 1, 2016 and are set at the 20 year rate.
Nurse II - $42.472
Nurse III - $45.088
Nurse IV - $50,503
DISBURSEMENTS
Budget
(5601) Audit/Bookkeeper
$3,850.00
Audit
$2,400.00
Bookkeeper ($20.00 x 6 hrs x 12 months)
$1,440.00
Total
$3,840.00
(5602) Bank Service Charge
$200.00
(5603) Communications
Annual Report - postcard notification mailer
Nurses' Week
$9,700.00
$8,000.00
$500.00
Member Communication/Website Maintenance ($100 x 12)
$1,200.00
Total
$9,700.00
2016 Proposed Budget continued
DISBURSEMENTS
Budget
(5604) Education
$21,900.00
Executive Education Day
Room Rental
$375.00
Lunch & Lifestyle Breaks (30 x $35)
$1,050.00
Salary Replacement (30 x [$42.472 + $0.596 AA] x 9.68)
$12,506.95
$13,931.95
Education Day @ MNU AGM (in Brandon)
Salary Replacement - Alternates (2 x [$42.472 + $0.596 AA] x 9.68)
$833.80
Hotel Room - Alternates (1 x 1 x $200)
$200.00
Breakfast/Lunch/Dinner per diem - Alternates (2 x $75)
$150.00
$1,183.80
MNU Education Conference (formerly Labour School) - Local Funded Participants*
Registration ($500 x 3)
$1,500.00
Salary Replacement (3 x 3 x [$42.472 + $0.596 AA] x 9.68)
$3,752.08
Travel Time (if applicable)
*dependant on availability of spots from MNU
$5,252.08
Lunch & Learn (2 @ $250)
$500.00
Local Leadership Education
$1,000.00
Total
$21,876.83
(5605) Honoraria
$2,625.00
Secretary
$750.00
Treasurer
$750.00
Board Members (2 @ $375)
$750.00
Workload Staffing Reports Chair
$375.00
Total
$2,625.00
(5606) Local 5 Annual General Meeting (AGM)
$4,850.00
Printing Tickets
$175.00
Miscellaneous (door prizes/money tree)
$250.00
Salary Rep. Nominations Chair (if needed) ( [$42.472 + $0.596 AA] x 9.68)
$416.90
Food
$4,000.00
Total
$4,841.90
(5607) Management Fees
Unknown
DISBURSEMENTS
(5608) Meeting Expenses
3 General Meetings (@ $425)
Budget
$3,000.00
$1,275.00
Pre MNU AGM Meeting (@ $425)
$425.00
Finance Day (Lunch 7 @ $20)
$140.00
Key Executive Dinner Meeting
$300.00
Lunch/Dinner Meetings (12 @ $50)
$600.00
Parking
$250.00
Total
$2,990.00
(5609) Charitable Donations
Local 5 AGM
$1,450.00
$200.00
MNU AGM
$1,250.00
Total
$1,450.00
(5610) MNU AGM (in Brandon)
Lunch Room Rental ($250 x 2 days)
Lunch (25 x $30 x 2 days)
$4,250.00
$500.00
$1,500.00
Recovery on Lunch (23 x $15 x 2 days)
($690.00)
Banquet Donation
$200.00
Hotel Room - Alternates (1 room x 2 nights x $200)
Salary Replacement - Alternates (2 x [$42.472 + $0.596 AA] x 9.68)
$400.00
$1,667.59
Breakfast/Lunch/Dinner per diem - Alternates (2 x 2 x $75)
$300.00
Mileage - Alternates (2 x 424 km round trip x $0.43)
$364.64
Travel Time - Alternates (2 x 5 hrs x [$42.472 + $0.596 AA] x 9.68)
Total
$430.68
$4,242.23
(5611) CFNU Biennium - Not held in 2016
$0.00
DISBURSEMENTS
Budget
(5612) Office Support
Rent ($1,215.000 plus 5% GST {$60.75} = $1,275.75 x 12)
$30,300.00
$15,309.00
Phone & Fax ($210 x 12)
$2,520.00
Cell Phones ($180 x 12)
$2,160.00
Copier Lease ($125 x 12)
$1,500.00
Copier Service Agreement (toner, parts & labour)
$689.85
(45,000 copies/year @ $ 0.0146/copy + 5% GST {$32.85)
Internet ($75 x 12)
Office Insurance
900.00
$450.00
Office Supplies & Furniture
$2,000.00
Offsite Document Storage (12 @ $100)
$1,200.00
Shredding ($80 x 6)
$480.00
Alarm System Monitoring
$250.00
SBH Parking Passes ($95 x 12 x 2)
labour on line.ca subscription
Miscellaneous
Total
$2,280.00
$550.00
$500.00
$30,288.85
(5613) Postage
$1,000.00
(5614) President’s Salary
Salary ($50.503 x 2,015 hrs) Top of Nurse IV
Academic Allowance ($0.596 x 2015 hrs)
Total
$103,000.00
$101,763.55
$1,200.94
$102,964.49
(5615) President's Liability
$9,150.00
Income Protection (15 days x 7.75 hrs x $50.503)
$5,870.97
Pre-Retirement Leave (4 days x 7.75 hrs x $50.503)
$1,656.59
$7,436.57
Burdens @ 23%
$1,710.41
Total
$9,146.98
DISBURSEMENTS
Budget
(5616) Vice President’s Salary
Salary ($45.088 x 1612 hours) (0.8 eft, top of Nurse III)
Academic Allowance ($0.596 x 1612 hrs)
Total
$73,650.00
$72,681.86
$960.75
$73,642.61
(5617) Vice President’s Liability
$6,550.00
Income Protection (15 days x 0.8) x 7.75 hrs x $44.088)
$4,193.18
Pre-Retirement Leave (4 days x 0.8) x 7.75 hrs x $44.088)
$1,118.18
$5,311.37
Burdens @ 23%
$1,221.61
Total
$6,532.98
(5618) Salary Replacement
Treasurer (Finance Day Prep) (1 x 9.68 x [$42.472 + $0.596 AA])
$4,600.00
$416.90
Finance Day (4 x 9.68 x [$42.472 + $0.596 AA])
$1,667.59
WSR Committee (6 x 9.68 x [$42.472 + $0.596 AA])
$2,501.39
Total
$4,585.88
(5619) Administrative Support
Salary ($27.00 x 23 hours/week x 46 weeks)
Vacation ($27.00 x 23 hours/week x 6 weeks)
Total
$32,300.00
$28,566.00
$3,726.00
$32,292.00
(5620) Burdens on:
$52,400.00
President’s Salary @ 23% plus $550 for HSA
$24,240.00
Vice President’s Salary @ 23% plus $550 HSA
$17,489.50
Salary Replacement - Local 5 AGM (Nominations Chair) @ 23%
Salary Replacement - Treasurer - Finance Day Prep @ 23%
Salary Replacement - Finance Day @ 23%
Salary Replacement - WSR Committee @ 23%
Salary Replacement - Executive Education Day @ 23%
$95.89
$95.89
$383.55
$575.32
$2,876.60
Salary Replacement - Alternates - Education Day @ MNU AGM @ 23%
$833.80
Salary Replacement - Alternates @ 23%
$383.551
Salary Replacement - MNU Educational Conference @ 23%
$862.98
Honoraria @ 9%
Administrative Support Salary @ 9%
Total
$236.25
$2,907.00
$50,980.31
TOTAL DISBURSEMENTS
$364,775.00
TOTAL RECEIPTS
$340,760.00
TOTAL (DEFICIT)
($24,015.00)
704 - 400 Taché Avenue
Winnipeg, Manitoba
R2H 3C3
Phone: 204.231.0188
Fax 204.237.3927
Email - [email protected]
www.stbonifacenurseslocal5.ca
You’re invited to attend our
45th Annual General Meeting
on
Norwood Hotel
112 Marion Street, Winnipeg
Registration begins at 1645 hrs
Appetizers served between 1700 - 1800 hrs
Meeting 1800 hrs
*****
Tickets: No charge to members however ticket required
Tickets are available from Unit Reps or from the Local 5 Office
Door Prizes (must be present to win)
St. Boniface Registered Nurses Alumni Association
Funding Opportunities
Graduates of the Registered Nurse's program from the St. Boniface School of Nursing are eligible
for funding up to a maximum amount of $500.00. Funding will be awarded for practice-based
nursing research, workshops, and conferences. Proposed research must be clinically relevant and
ultimately benefit patients.
To be considered, graduates must:





be or become paid members of the Alumni;
provide proof of enrolment for workshops or conferences;
provide a one page summary of proposal for research studies;
submit a letter of application by February 28, 2015;
be in attendance at the Annual Dinner on May 6, 2015.
Please note that the Alumni Association reserves the right to request the return of funding should
the candidate not complete the research or not attend the workshop or conference other than for
reasons of personal illness.
Those interested should apply in writing to:
St. Boniface Registered Nurses' Alumni Association
Attention: Treasurer
Room NG018
409 Taché Avenue
Winnipeg, Manitoba
R2H 2A6
Wanda Andres
President
St. Boniface Registered Nurses' Alumni Association

Annual Report 2014 - St.Boniface Nurses

Transcription

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