Town Hall – September 18, 2014
David Callender, MD, MBA, FACS
- Question: Are we planning to have cutting-edge technology in the new hospital similar to the new UT Southwestern Clements University Hospital?
- Response: UTMB is following the 12 principles of Evidence-Based Design—centered on the needs of patients and their families—to create a healing environment in Jennie Sealy Hospital (which will open for patients in 2016). All rooms in the hospital will have a water view to some degree, which adds to the healing environment. Also, we will have 20 state-of-the-art operating rooms and an intraoperative MRI, one of only two hospitals in the Houston area with that capability. Our information technology infrastructure also is designed to support new technologies as they are developed and implemented in the future. More details are provided in the Question/Answer portion of Town Hall, available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 50.00).
- Question: Can we get back in the business of selling tickets on campus at a discounted rate for sports events, theme parks, etc.?
- Response: The Discount with ID Program and other discount initiatives are currently under review and will be replaced with an on-line program that can be accessed by employees at all UTMB locations. This new program will provide discounts on a wider variety of things than our current program and will be much more accessible. More information will be provided when a definite implementation date is established. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 53.00).
- Question: Thank you for your emphasis on culture of trust and professionalism. There are still some areas lacking because of management decisions. Many of us spend money to get advanced degrees hoping we will get a career advancement opportunity, but in nursing it’s all about who knows who rather than the degrees and certifications. It’s frustrating and people are leaving because of that; we are losing employees who are excellent because there is no career advancement for a regular person, unless you know the “right” person.
- Response: All positions are posted and eligible candidates are considered prior to making a job offer. Selecting the right person for the right role is important and essential to meet the goals of UTMB, the Health System, Nursing Service, the department, and the unit. Leadership development and career planning for all nurses is supported by the Health System and Nursing Service. Also, when planning a career path, developing a relationship with a mentor is valuable. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 55.11).
- Question: Why is education of higher level management not required at this time? Experience is not enough most times to keep up with the demands and true understanding of the Electronic Health Record system and our transition to such. It puts us at a great risk when unskilled managers, totally inexperienced in the medical field, make decisions regarding a patient’s chart that directly affect patient care. They don’t know the difference between a colonoscopy and a colposcopy, and the decisions they make are based on such ignorance.
- Response: Executives are required to have appropriate education, which usually includes a minimum of a Master’s degree. For clinical issues, executives make decisions with input from the clinicians for that particular area. In addition, during this fiscal year, training is being rolled out which in general all managers will attend. This training will address the softer skills. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 57.40).
- Question: CMC staff has been instructed to issue all patients a satisfaction survey. Our healthcare providers are limited and boxed in as to what care we can provide on the unit level, and many times our patients are not satisfied with the care they are given. We are wondering what the desired outcome of these surveys is, and will the way we deliver care change based on the results. What is the benefit of these surveys to UTMB/CMC?
- Response: CMC has provided patient satisfaction surveys in the past (2006, 2007 and 2008). The survey for 2014 is to compare the results from 2008 since there have been major changes within the CMC; two RIFs which have impacted the way patients are seen and services are provided. The survey is strictly to assist in garnering information for TDCJ as this information can also be used when presenting statistics/results to the Legislature. No employees will be evaluated on the results, and performance reviews will not be affected by survey results.
- Question: Could you please give us an update with the Innovation Challenge. Will any of the other suggestions be considered besides the top five? What happens to the other suggestions…get filed away in a vault to never be touched? Please address some of the other suggestions that do not need a committee to implement.
- Response: Updates on the Innovation Challenge are posted at (www.its.utmb.edu/innovation/status2014.html) and IDEAxCHANGE (utmb.ideascale.com) websites. This year, 311 ideas and problems were posted to IDEAxCHANGE, and 1,808 comments were made in response to posted ideas/problems. ALL postings made to IDEAxCHANGE were reviewed by 30 moderators from across campus.
So, what happened to the ideas posted on IDEAxCHANGE? Under the category “Ideas to Improve UTMB,” 201 ideas were submitted. Moderators forwarded 87 ideas (43%) to various campus leaders. Approximately 25 ideas (12%) received feedback, and these responses were posted to IDEAxCHANGE. Approximately 12 ideas (6%) were considered appropriately addressed and implemented (thus labelled “resolved”) by the individual who posted the original idea. This is a good start, and we hope to have a greater percentage of ideas implemented during the next IDEAxCHANGE period.
Under the category “Problems We Need to Solve,” 59 ideas were submitted. Moderators forwarded 26 ideas (44%) to various campus leaders. Approximately 17 problems (29%) received feedback, with this feedback posted to IDEAxCHANGE. Approximately 7 problems (12%) were considered appropriately addressed and solved (thus labelled “resolved”) by the individual who posted the original problem. Again, this is a good start at identifying and solving problems faced by our campus.
Regarding the Collaborative Innovation class: The “class” was open to anyone on campus, and ran from May-August (although a team is still at work implementing their solutions with HR). The class team was free to tackle any problem or idea noted on IDEAxCHANGE. There was never any restriction to a “top five” idea or problem. The team chose to focus on the problems of highest impact and listed in the “Grand Challenges” section of IDEAxCHANGE.
Ultimately, the team decided to tackle the challenge put forth by CEO Donna Sollenberger — “How can we motivate more employees to use UTMB as their healthcare provider?” The team worked on a solution for eight weeks, in the process meeting with leadership and individuals from all across campus to develop a creative solution and an implementation plan. The team presented their solution to Drs. Callender and Jacobs and Ms. Sollenberger in mid-August. Their solution was enthusiastically embraced by UTMB leadership. The team is now working with HR leadership and management to deploy their solution through a novel program that targets new employees during the New Employee Orientation training sessions.
- Question: Will there be a work/study program for CMC employees starting up again?
- Response: We are currently studying the possibility of some type of work study program similar to the one UTMB had in the past; however, this is in the preliminary stages of planning. In addition, this fiscal year we are conducting a pilot program for entry-level employees to help them improve their skills so that they will have greater opportunity for advancement. This program is called School at Work.Detailed communications will be coming at the beginning of FY2015 as we begin to roll out the program.
- Question: Can a web link be set up on the CMCHOME page for CMC employees to access the EAC blog?
- Response: A link to the EAC web page is currently posted on the left hand side of the front CMCHOME page directly above the eGEM card. (Posted 10/16/14)
- Question: Why does it take 30 days to receive travel reimbursement? Some employees are unable to incumber the expenses in order to attend classes, cover units, etc. I received an email 2 weeks after submission stating that all the information was not attached. I think that is a long turn around time just to read the email submission and state it was not complete.
- Response: Travel reimbursements can be delayed within the department or in Accounts Payable, depending upon the reason, such as missing necessary documentation, required approvals, etc.Accounts Payable is to process expense reports within 5-7 business days of when the documentation is received. There may be circumstances, due to high volume, that Accounts Payable may take longer to process.In order for expense reports to be processed in a timely manner, all of the following criteria must be met, which includes, all necessary documentation is received in Accounts Payable, expense report has been submitted and all departmental approvals have been done, and the expense report has adhered to all UTMB policies and guidelines. (Posted 10/1/14)
- Question: How will the growth in population with the new housing development (in Galveston) fall in line with the mission of the institution? We will have an influx of indigent patients and more than likely our Emergency Services Department will have its hands full, so to speak.
Response: UTMB is currently engaged with both city and county groups to improve community education regarding the availability of community health services. The Galveston 4 C’s Clinics (Coastal Health and Wellness) are now the “health home” for a large number of community residents. That assures that these individuals have better access to coordinated health care, mental health services, and specialty services. As a part of the human capital plan for the new housing being built in Galveston, residents will receive education and assistance in enrolling in community based clinics, wellness programs, and resources to encourage appropriate utilization of health care resources. (Posted 9/29/14)
Question: How do I submit a request for a change in EPIC? (Posted 8/13/14)
- Response: A request for change may be submitted using the project request system: https://my.utmb.edu/svc/. Requests may include an upgrade or modification of an existing application, replacement of an existing application, new application, interface, report, training, process improvement, etc.
- Question: Why are TDCJ patients refused care in our ER in violation of the 8th amendment? TDCJ Triage was designed as a safety net to ensure that direct admits receive adequate care and are assigned a hospital bed based on level of care needed. TDCJ patients who need direct emergency room care are routinely diverted to triage with the misconception that triage is capable of handling an ER level of care. Triage is not an ER. Triage is composed of one RN and one doctor on call. A non-incarcerated patient arriving to any other clinic in the hospital who needed ER care would go directly to the ER. (Posted 8/7/14)
- Response: Over the past few years, as the Correctional Managed Care program has developed partnerships with local hospitals closer to prison units to improve quality and efficiency in providing emergency care, Hospital Galveston has transitioned to a transfer facility. This means that patients coming to Hospital Galveston should be in stable condition and not in need of emergency-level care upon arrival. The triage area was developed to meet the needs of the patient while awaiting an inpatient bed. If a patient’s condition changes while being transported to Hospital Galveston the patient will be taken directly to the UTMB Emergency Department for care. If a patient’s status has changed while in Hospital Galveston Triage, Rapid Response will be called and the patient will be transferred to a critical care bed within TDCJ. TDCJ Leadership and Emergency Department Faculty/ Nursing leadership meet on a regular basis to ensure top quality care for all of our patients. UTMB is committed to ensuring timely emergency services to all patients in need of the appropriate level of care.
- Question: How do I obtain temporary handicap parking in UTMB parking garages & lots? (Posted 8/7/14)
- Response: The Parking Office will provide employees that have doctor’s notes closer, proximal parking for the duration of their injuries. Parking in handicapped spaces requires an official handicapped permit, per the law, and in good faith to those who indeed do have the government issued handicapped placard.
- Question: Security cameras were installed on our departmental floor (end of the hallways) to make sure no equipment is stolen. The cameras are programmed to record upon motion in each of the camera ranges. Can the recorded footage be used for or against employees regarding their arrival or departure times? Who has access to the camera footage and why? (Posted 5/8/14)
- Response: Cameras are for the safety and security of employees and UTMB resources. Only those law enforcement and Information Services (IS) personnel responsible for maintaining security will be viewing footage obtained by these cameras. They are not used for management of employees in any capacity.
- Question: What is the maximum one can receive on a merit raise? (Posted 3/21/14)
- Response: Departments have a 3% pool of money to distribute to employees receiving a merit. How much is given to each employee is based on performance. There is no maximum or minimum for each employee but a manager cannot spend more than their total pool on merits.
- Question: Where can I view Town Hall and Mondays in March videos? (Posted 3/7/14)
- Response: Town Hall videos may be viewed at http://www.utmb.edu/townhall/ and Mondays in March videos may be viewed at http://www.utmb.edu/mondays-in-march/. Special video links have been created for CMC employees.
- Question: Why has there been a delay in posting GEM Honorees and Winners for 2013? Are people still being entered in the drawings? (Posted 10/15/13)
- Response: There have been technical issues with the system and we are currently working to resolve them. However, staff should be assured that they are still being entered in the drawings. If you have any feedback or new ideas for GEM awards, please forward your suggestions to Ms. Phaedra Goffney, with Organizational Workforce & Development.
- Question: A co-worker recently applied for the sick pool, but was denied because her illness was not seen as a catastrophic event. So what constitutes catastrophic? What is UTMB’s sick pool policy? (Posted 10/7/13)
- Response: A sick leave pool has been established at UTMB Health to provide benefits-eligible employees with a source of additional paid leave to assist with a catastrophic illness or injury.
While a diagnosis such as cancer is considered a serious medical condition that would qualify for unpaid leave protected under the Family Medical Leave Act (FMLA), it does not automatically ensure the employee will receive a sick leave pool award.
Withdrawals from the pool are considered on an individual basis based on medical documentation provided by a physician. This documentation is reviewed by a panel of UTMB Health professionals to determine if the illness or injury meets the criteria for a catastrophic, life-threatening condition, as defined in Texas Government Code Section 661.002 and IHOP Policy 3.5.1. An employee’s financial status has no impact on the panel’s decision to grant sick leave pool awards.
Sick leave pool is an additional benefit offered to State employees, but it is not meant to replace short- or long-term disability insurance for income protection. Sick leave pool withdrawals are intended to cover the employee’s catastrophic period only and not his or her entire recovery period.
For more information about FMLA and the institution’s sick leave pool eligibility requirements, please contact Leave Management at (409) 747-4645.
- Question: The tobacco ban effective for UTMB facilities and properties, does it apply to CMC and properties rented that CMC uses? (Posted 3/18/13)
- Response: If we (UTMB, CMC) rent a facility, the tobacco ban applies. If we are in a TDCJ facility (not a rental), we do not control the facility and therefore it is at the authority of the controlling body (usually the warden).
- Question: Is the EAC like the former CMC Human Development (HD) program? (Posted 3/6/13)
- Response: The EAC is not the same as HD. EAC is not involved in employee coaching or training. The EAC is simply a voice for employees and the EAC tries to help address policy issues and concerns by directing them to the appropriate responsible entity. Generally, employees should follow their chain of command in addressing personal issues or concerns.
- Question: Do you refer to the Employee Assistance Program (EAP)? (Posted 3/6/13)
- Response: EAC will refer to the EAP if necessary but we are not in the same department.
- Question: Is anyone trying to combine or thinking about combining the hard to fill part-time nursing positions within CMC? (Posted 3/6/13)
- Response: These are reviewed on a case-by-case basis. Combining these positions often lead to short or absent staffing every other weekend. If there is enough justification to show that two positions can be combined and continue to meet patient care needs without compromising patient safety or quality, these are generally approved budget permitting.
Town Hall – May 23, 2014
David Callender, MD, MBA, FACS
- Question: ePerformance – Evaluations should be based on individual performance vs. entire department. Salary increases should be commensurate to job performance. Why doesn’t each department handle the same way?
- Response: Recognizing the wide range of needs for various departments, UTMB has built-in flexibility in our rewards processes. In some departments, team members collectively contribute to the overall productivity, while other departments have a more individual approach. To see Dr. Callender’s comments at the May 23 Town Hall, view the meeting video (CMC version) at the 47:09 mark.
- Question: How can we improve on the interview process in notifying applicants in a timely manner that they did not get the job they were applying for? From my experience, no notifications were sent out to the applicant.
- Response: UTMB receives an average of 11,000 applications every month, which makes sending a personal message to each applicant a challenge. However, Human Resources has initiated a process improvement project to enhance communication with applicants, using automated email updates at different points in the recruitment process. They expect to see an improved notification rate by the end of this fiscal year (Aug. 31, 2014). To see more-detailed comments on this question by Dr. Ron McKinley, vice president for human resource and employee services, view the May 23 Town Hall meeting video (CMC version) at the 49:02 mark.
- Question: We were told that new UTMB name badges would be distributed by the end of March and here we are two months later… can you advise what the issue is?
- Response: The rebadging of students, faculty and staff is a massive undertaking that is being done primarily to upgrade the security features of the badges. (An added benefit will be that every badge will feature the current UTMB Health logo.) The Badge Office met with stakeholders throughout the university to discuss the initial implementation plan. Based on feedback from those stakeholders, the plan is being revised to ensure minimal disruption to operations while maintaining badge security during the switchover. Even with the refinements to the implementation plan, including consultation with external professionals, rebadging is expected to take place by the end of August 2014. (UTMB Police Chief Tom Engells)
Mondays in March – March 3, 2014
Danny O. Jacobs, MD, MPH, FACS
Executive Vice President, Provost and Dean of the School of Medicine
- Question: Can you explain (1) why the Faculty Compensation Committee appointed by leadership to provide faculty input regarding the compensation plan never met to discuss the compensation plan; and (2) when a report was needed to support the plan, the chair of the committee was summoned to the Provost’s office and told what to write in the report?
- Response: The Faculty Compensation Committee met six times in 2013 and helped develop expectations, guiding principles and fundamental tenets for the compensation plan. Input was requested from this committee as well as from work groups. Based in no small part on input from the committee, meetings were then held with Chairs, Administrative Support Group directors, faculty members and others to seek additional feedback. The input from these groups generated more than 90 modifications that were incorporated into the final document that was sent by Dr. Callender to Dr. Raymond Greenberg, UT System Executive Vice Chancellor for Health Affairs for approval. Part two of the question is not substantiated by the facts. The current committee chair did not write a report on the compensation plan and was not asked to do so.
Mondays in March – March 17, 2014
Donna K. Sollenberger, MA
Executive Vice President and Chief Executive Officer, UTMB Health System
- Question: According to the American Nurses Association, it is an ethical responsibility of the employee and employer to take measures to prevent fatigue so that it does not impact the patient care and outcomes. The Night Nursing Council has been facilitating quarterly health promotion events in partnership with UTMB’s health promotion team, which were very well received by the staff. It was brought to the council’s attention that although employees have been advised to step away from the work areas to take their breaks, there isn’t a place to go to, especially for the night shift. A suggestion from employees was that leadership consider looking into providing a relaxation room for the employees with some simple exercise equipment—a place where they can take a break and also feel safe.
- Response: It’s no secret – many departments across UTMB are short on break areas. Unfortunately, space is tough to come by in the John Sealy Hospital. However, there are some areas currently available for breaks and wellness.There is currently an area in Research Building 6 on the 5th floor near Patient Services. The alcove is equipped with an exercise bike and a stretch trainer. The chapel, located on the first floor of John Sealy is open all hours and offers a quiet space to relax. There is also an area just off the first floor hallway leading to the UHC building with a seating area that is rarely used but might offer the opportunity to sit, relax or to stretch and move about.In general, as renovations and new construction continue, UTMB employees can look forward to having more places to sit back and enjoy their break time—new clinics will include break areas as a requirement. In addition, plans for the new Jennie Sealy Hospital include designated employee break rooms on all floor levels.*Gerald Cleveland, Director of Health Promotions, is pleased to assist in providing equipment if/when approved spaces or rooms are identified for use as break areas.
- Question: I am concerned that as a leading institution, UTMB-Galveston has not yet established a program that will assist clinical employees in pursuing a higher level of education while retaining status as a full-time employee. The Work School Program, though no longer in existence, used to accommodate this need. It seems that other professionals seeking advancement have still been able to do so, either through online courses or an altered work schedule. What is being done to provide the same opportunities for clinical employees?
- Response: UTMB plans to implement a School at Work approach in FY2015. Planning for this approach has already begun. There will be detailed communications at the beginning of FY2015 as we begin to roll out the program.
- Question: I would love to see the full webcast of Dr. Callender’s Town Hall meeting; however, due to registry restrictions, CMC employees are not able to open the link. What can be done to resolve this issue?
- Response: Sometimes the ability for CMC locations to access intranet links is impacted by the very limited network bandwidth available to many of the prison clinics. Information Services will be working with Dr. Owen Murray to make a request via TDCJ to the Legislature to expand the network bandwidth to support more network intensive needs such as X-ray image transfer, for example. I.S. is also working on implementing a new piece of technology that will allow what is called “multicasting”, and this will alleviate much of the network bandwidth concern. This should be available by the end of this fiscal year. In addition, a special windows media version of Town Hall meetings, as well as the Mondays in March presentations has been established for CMC viewers, accessible via the CMC internal website at http://cmc.utmb.edu/cmchome/.
Town Hall Meeting – October 31, 2013
Click here to see responses to submitted questions (http://www.utmb.edu/townhall/questions/3013-10-31.aspx)
Mondays in March – March 4, 2013
Donna K. Sollenberger, MA
Executive Vice President and Chief Executive Officer, UTMB Health System
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/61199174)
- Why is there not continuing education funding for nurses? I would like for UTMB to find funding for work study programs again for LVNs to go back to school to get a RN degree. Can UTMB offer a student loan forgiveness program? It would help significantly in the recruiting process and UTMB/CMC would likely gain more licensed staff members.
- I have been with UTMB CMC for almost five years and have been a LVN for almost 18 years. I have not had a salary increase in the time that I have been with CMC. I don’t want to change jobs because I do like my job but it’s getting to the point where I cannot support my family with the income I have.
- This issue concerns privacy when calling in to a manager to take days off. That conversation needs to be kept private. It is wrong for management to tell other employees details.
- What is UTMB’s policy on Flex-Time? Is this something that the Health System supports?
- Will the new UTMB Connect project impact patient care due to physicians having more administrative responsibilities? Will it take doctors away from patients?
- Recently, in the Galveston County Daily News, there was an article about the $90 million Victory Lakes Expansion project. How is this being funded and will this project (along with the building of the new hospital) impact UTMB’s finances – risking employee job security, merit increases, etc.? Is too much being done all at once when the economy is not in the best shape, and there is uncertainty about Health Care Reform and how hospitals and physicians will be reimbursed?
- It seems like lately UTMB favors recruiting from outside the organization versus promoting from within, especially in leadership positions. Do we not have qualified people who can advance, or is there a reason for new recruits from outside?
Mondays in March – March 11, 2013
Danny O. Jacobs, MD, MPH, FACS
Executive Vice President, Provost and Dean of the School of Medicine
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/61801598)
- What is the institution’s strategy for recruiting and retaining more research faculty and growing research on campus?
- Regarding the “culture of trust” at UTMB, how can we, as employees, be expected to trust leadership when they don’t have timely and transparent communication? For instance, the School of Medicine underwent a massive reorganization over two months ago, and there still has not been a formal communication regarding those changes. People don’t know where they belong organizationally, and it’s unclear who is responsible for what.
- Increases in efficiency have been cited for many departmental changes, as well as for the denial of additional positions. Even after reorganization over the last year has moved many responsibilities from finance and HR to Institutional Support, the Office of the Provost has remained fully intact and continues to add FTEs. When will the Office of the Provost be held to the same level of efficiency expected in other departments?
- Recently, individuals across the institution have been removed from their positions for not meeting minimum education requirements. However, individuals in the Provost’s Office in similar types of positions have not been removed due to educational insufficiencies. Why is there a double standard?
- What effect will the recent sequestration have on UTMB, specifically our research enterprise?
- Morale is at an all-time low. Employees do not trust leadership, and fear losing their jobs. What is being done to improve these conditions?
- We have less funding, no post docs, and more clinical research. Can we change current tenure requirements to reflect the changing research reality?
Mondays in March – March 18, 2013
William R. Elger, CPA, CGMA
Executive Vice President and Chief Business and Finance Officer
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/62286244)
- Why aren’t all application system issues/downtime/delays posted on the iUTMB Alert page? It seems that only patient related systems like Epic, and on occasion, PeopleSoft FMS are posted on the webpage. Other systems such as Oracle Workspace and its subsystems: financial reporting, etc., and HCM Datamart, as well as others, are rarely, if ever, posted to the flash page.
- Housekeeping services continue to be a problem across campus. After repeated service calls, even to management, there has still been no improvement. Additionally, the recent changes in contractor have resulted in even worse service than Sodexo provided. In executive areas, housekeeping services are more frequent and of better quality. Since the contract rates are most likely consistent across campus, why can’t other areas have the same attention? Also, why aren’t the offices and corridors cleaned after hours when there is less foot traffic. It’s hazardous to be mopping floors between 8:00am to 5:00pm. Additionally, we were informed that the non-hospital areas would no longer be cleaned over the weekend. This is problematic because non-patient care employees still work on weekends, and non-patient care buidings, such as the Annex, still get use both via corridors and in restrooms over the weekend by employees, patients, and their families.
- Are there plans to provide opportunities for professional development and continuing education for non-executive staff? There is no standardization across the institution and it usually depends on if you have the budget.
- Why can’t we have some products from the bookstore located somewhere off the island so that it is easier to purchase for the employees who work and live off the island?
- Can we get Employee Assistance Program services off the island so that the employees that live and work off island can have easier access and take more advantage of the services they offer?
- Can parking garages be opened, since so many student spots have been taken away due to construction?
- Has UTMB considered revisiting the idea of flex scheduling for its employees?
Mondays in March – March 25, 2013
David Callender, MD, MBA, FACS
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/62833674)
- Work-life balance, telecommuting and flex-time are hot topics in the workplace. What is UTMB doing to help with this?
- Are there areas being planned in the new Jennie Sealy Hospital for employees to have a quiet place to take their break? There is not enough space in John Sealy Tower.
- Is there a better way to schedule an 8-hour unit where nurses do not have to work 7 days straight without overtime in order to have every other weekend off? Who has priority over the schedule: full-time or part-time employees? Why is it that you can’t change your days if you need a day off?
- Prior to Ike, UTMB had on-site child care available for its employees. What needs to happen to bring this back?