While 90 Days of Innovation may be officially over, work continues to incorporate newly endorsed Region-wide staffing principles. The new principles are designed to guide managers to ensure a consistent and fair approach to master rotation development, relief management and vacation planning within units so that it does not matter what unit you work on, relief and vacation is treated the same. The principles were developed in consultation with directors and nursing managers and endorsed by the Region’s Senior Leadership Team (CEO and vice presidents, or SLT).A graphic depiction of SHR's Staffing modelWhat are the Region’s staffing principles?

There are five main elements to the staffing principles. They are:

What is a Master Rotation?
A schedule of available shifts for a specific area to ensure patient needs are met in the most efficient manner possible.  The master rotation is designed to ensure that the right amount of staff are scheduled each day, based on the demand, while meeting the obligations to the employee in accordance to the collective agreement.
  1. Master rotations are optimized based on demand for a service and the appropriate number of staff required to provide the service at regular time.
  2. Two master rotations are maintained:
    1. A baseline master rotation that represents the number of staff required to provide the service to meet demand.
    2. A relief master rotation to cover planned absences such as vacation and statutory holidays.
  3. Vacation scheduling is level loaded on a daily basis throughout the year and matches the relief master rotation.
  4. Relief master rotations may include a percentage of predictable short leaves.
  5. Casuals and float pools are used to fill unpredictable short leaves (e.g., sick and family leave) instead of predictable leaves (e.g., vacation time).

Why do we need Region-wide staffing principles?

Consistency and fairness drive the need for staffing principles. However, there are a lot of other good reasons for them. These include:

  • less reliance on casuals and float pools that can lead to high overtime costs if replacements are not available;
  • relief lines are managed separately from the baseline to prevent backfilling relief lines; and
  • planned absences are filled with relief lines, leaving floats and casuals available to cover unpredictable short leaves.

The Resource Demand Optimization (RDO) team is working with units to ensure managers are supported to implement these principles. Six units are complete (RUH 6300, RUH 6200, RUH 5300, SPH 5th, 6th and 7th Medicine) with 16 more units to be covered over the next few months.