Collective Bargaining Session: January 13th, 2021

okay we’re live

okay great um at this point since uh you

guys

this is your presentation and your

initiation i’m just gonna hand it over to kathy and you can go ahead and get started great thank you kristen um i don’t know if you want to make a quick round of introductions might be a good way to start so that we get acquainted for folks that have never we have some first timers on our team um so i’m i’ll kick it off on our team and then we’ll head over to you kristen to do your team is that great great um my name is kathy glassen i’m a registered nurse i am president of the service employees international union local 199 and proud to serve in that capacity um i’ll be working with this team today to do the presentation as a group presentation and i want to turn it over to barb to introduce herself you’re unmuted okay barb standerson uh senior physical therapist um here at the u for six or seven years um and you want to take it hey good afternoon ann sullivan occupational therapist um been at the u almost eight years i’ll go um hi i’m dawn shanahan i’m an educator an inpatient child and adolescent psych i’ve been at the hospital about 18 months or so but a long time educator and connie you want to go um sure um i’m connie madsen and i’ve been an rn at this hospital for 28 years fad wonder pharmacist i’ve been at the hospital eight years theresa moore i’ve i’m an rn i’ve been in here for 13 years i’m michelle whalen i’m a physician assistant previously a critical care rn and i’ve been a physician assistant for 15 years five of those years here at the university of iowa in the emergency room and telemedicine i’m faye jones i’m a nurse clinician in the digestive health clinic and i’ve been here five years i’m hannah bott i am the union representative and organizer with local 199 that’s our team great thanks it’s nice to meet all of you even though it’s over a camera um you’ll see three names on here on the screen spencer roger and april they are i.t and closed captioning folks so not that we don’t think they’re important but we won’t we won’t put them through introductions um i’ll go ahead and i’m kristen bauer um i am associate counsel director of human resources and merit systems at the board of regents um for the last two years i’ve been doing this i’ve actually been with the board for four years i worked in government relations for iowa state before this so um why don’t we go we’ll just go kyle lisa todd and then mike if that helps if everyone remembers the order i just yelled out kyle you’re muted i do this i do this daily hi hi um my name’s kyle lanson i’m i work in human resources here at ui healthcare hi i’m lisa brewster i am in human resources and director of employing labor relations for ui healthcare good afternoon my name is todd rent and i serve as director of university employee and labor relations and i’ve been back at the university since december of 2019 i also see janna’s on here you might as well say hi jana you can’t hide from us

hey i well i’m having some um some chemo on my face so it’s a really ugly sight worse than usual so um i will remain um with no video but um i’m jana wesles i’m the head of healthcare human resources university campus i’ve been here 15 years i think that leaves me kristin that leaves you mike i’m mike i’m with uh allers and cooney i’ve been engaged by the board as their uh library attorney i work with them on all of their uh they negotiate which would be obviously seiu united faculty as well as cogs uh and provide any other uh information uh and assistance might need i’ve been negotiating and working in this arena for over 20 years uh and have been working with the board for several years i actually uh before i joined dollars about 16 years ago i think i at one time was in state government at the department of personnel as their general counsel a lot a lot of years ago back in the late 90s so obviously this is uh the seiu’s uh proposal of the initial and so we’re here to receive and to listen and at the end if we have any clarifying questions we will definitely ask and otherwise we will uh see you guys next week one more schedule great thank thanks so much so i’m gonna turn if we can go ahead and turn it over to han we’re gonna have hannah actually tell josh when we need our slides but we want to start we can share the screen with our slides i think it’ll be helpful josh you ready to go awesome thank you wonderful and so i’m going to turn it over i’m going to turn it over to michelle to kick off our initial proposal don mute thank you well what a year whether you’re a student hair stylist or front line healthcare worker this year has changed all of us in ways big and small the pandemic has created fear loss and a sense of isolation oh yes did i mention there was also devastating to rachel i trust each and every one of us in this virtual room today has a personal story of sadness struggle or grief if you haven’t had a personal loss i guarantee you that you have a more enlightened view of what really matters to you but don’t get me wrong there’s been silver linings too for us in healthcare we have seen new possibilities for the future covet 19 has hugely accelerated the growth of digital medicine in 2019 only 11 percent of u.s customers were using telehealth now 46 are using it to replace canceled healthcare visits scientists around the world have used new technologies to create a vaccine in record time this didn’t happen by accident it happened because we came together collectively inspired by a common value we have learned from this pandemic we have learned that family and friends mean everything to us and that the connection that we have with others is critical for our mental and emotional well-being we have learned that essential workers are heroes health care workers grocery store workers delivery drivers and so many others that have kept iowa going while risking their own health and safety we have given too little thought too little pay to too many of them before we are now realizing their true most importantly we have learned that we are better together this is the thought that we want to keep at the forefront of these negotiations that working together is a key to progress we know that ui healthcare shares in this belief we see it every day in the hallways we stand together standing together in these negotiations we will work tirelessly with you to help improve patient outcomes and satisfaction in the proposals that we make today we commit to making progress with you in four key ways first to build a true partnership between frontline staff and managers in every unit and clinic second to find collaborative solutions to achieve better and safer staffing third to set schedules and personnel policies that improve work-life balance and make ui healthcare

the best place to work and fourth to find a cost-effective compensation package that recruits and retains our world-class health care team of professionals the pandemic may have fatigued us but has also spurred us on to think differently in these contract talks we want to settle aside the adversarial styles of the past cooperation not confrontation is the best way forward working together we can make our hospitals compassionate state-of-the-art care better are you with us let’s say it together with conviction we are ui healthcare and we stand together thank you and now faye jones you can roll to the next slide here is it on me i’m still seeing hannah you’re good you’re good to go okay i’m gonna say cause i was the indiana okay we stand together as the slogan uihc adopted at the beginning of the pandemic but our uihc administrators really were working with frontline staff in a new way or are employees still responding to decisions that are made without our input every uihc employee has stepped up in some way and met the challenge of covid as a result uhc has been lauded in local and national news for the care we’ve provided during the pandemic we want to work with you to make sure uhc keeps meeting the challenges ahead of us high staff turnover is a problem that preceded covid and it’s spiking now employees have been demoralized by a series of unilateral policy changes this fall uihc made a sudden and severe change to the schedules of many nurses and staff and it was done without any input from employees many of us come to uihc because of the scheduling flexibility but these changes left many staff without options and forced some of us to resign during the pandemic the administration has also instituted the mandatory furloughs we do understand it was a very difficult time for the hospital when the furloughs were first announced elective surgeries had been canceled and it looked like uhc could take a huge financial hit but those surgeries resumed faster than expected and uhc’s operating income came in 14 million over budget for fiscal 2020 we don’t understand why the furloughs are continuing now especially when they’ve been implemented in a way that makes very little sense full-time staff have been told to take two weeks of unpaid time off or give back 100 hours of earned vacation time hey facebook can we roll to the next slide many employees were already being denied vacation time due to staffing issues and their units so they’re taking the unpaid time off this has been this has made the staffing issues and many units worse so even as we’re being forced to take furloughs the administration is bringing in high-priced traveling nurses to fill those staffing holes how does that make any sense the mandatory furloughs look different in each unit but i can tell you problems that they create in places like the digestive health clinic where i work as a nurse clinician when one nurse clinician is out that leaves nurse clinicians trying to cover for each other when a nurse clinician is also out on furlough the other nurse clinicians are working additional over time or we have to call in a possible retired nurse to help cover is that really saving any money to many staff furloughs feel like a slap in the face your reward for stepping up during the pandemic isn’t hazard pay it’s two weeks without pay then you come back and you’re stressed to the max trying to cover for your furloughed co-workers if the administration and frontline staff are really working together we believe uihc would come up with better solutions that brings me to our next slide i’m not sure if we already switched that our labor management committee was suspended in 2017 when our contract was eliminated but ceo ghana sakaran joined us to restart in 2019 our most recent meeting was in october and it led to our report

promoting a collaborative approach to solving problems we’re very happy to have a labor management committee is up and running again at uhc but we know that this can be improved in its current form the committee has limited ability to implement solutions at one of our meetings we talked about the elms payroll system not being user friendly shortly after our meeting the administration did make a powerpoint that tried to better explain it but elms is still hard to understand and there’s been no follow through to find a better system we think the labor management committee will be more effective if more managers and staff are at the meetings have department heads or nurse managers attend decision makers who can discuss and make changes not just hear our concerns as ceo gonna securing noted in a recent employee forum we accomplish more together if we collaborate across departments we agree with you that uihc is strongest when we stand together let’s work together to strengthen our labor management committee so we can make ui healthcare even better for our patients and the best place to work for staff thank you and now kathy will take over about building a troop partnership at uhc great if you could move to the next slide great thanks so much faye and thanks michelle for your opening remarks i just want to share a little bit about how seiu has a long history of working in collaboration with employers who are willing to make that commitment our partnerships are all focused on improving patient care reducing costs and improving efficiencies by harnessing the knowledge expertise and creativity of the employees who deliver direct care you know one model i want to lift up in this meeting is the labor management partnership at jackson health in miami florida and although we couldn’t be more geographically different jackson health is very similar to ui health care in its mission and scope of care you see jackson is one of the largest public academic medical centers in the country in 2011 jackson health welcomed a new ceo who willing to work with seiu members and leaders successfully turned a grim financial situation into the thriving and successful medical center that it is today then in 2015 seiu and jackson leaders joined forces again to launch an innovative partnership with the goal of transforming the hospital culture into one of constant learning and collaboration at all levels this partnership resulted in advances in units and clinics across the system examples include key projects where unit-based teams work on solving key problems relating to efficiencies in patient care and improving patient satisfaction scores they form the jackson quality nursing and career development committee where nurses and managers across the system meet regularly to promote recruitment and retention as well as discuss and implement much needed changes to ensure staffing levels that are safe and effective because of this collaborative and successful approach jackson ceo has been recognized by modern health care as one of the nation’s most innovative and effective hospital leaders if jackson health can do it we are confident that ui health care can do this too we’re committed and we’re ready to create a new path forward we know it won’t always be easy but if we are both committed we know great things can be accomplished and now i want to turn it over to barb standerson who’s going to talk about our own labor management work here at uihc barb and let’s move to the next side please thank you barb you’re on mute okay thank you um yeah why can’t we do that here i mean it’s the the framework has already been um designed um kaiser permanente i believe is the original group that came up with this so all we would need to do is maybe tweak it a little bit for uihc but we’ve got the framework and and it it’s definitely showing how the labor management committee can work with um administration but also bring in the staff who are in the trenches um for example for the um oh where’s it at the nursing council the staff nurse council um that could very easily be integrated

into our labor management committee um and then we could even go from from groups underneath subgroups underneath that for icus clinics other departments and have people who are really involved in solving problems there to help come up with innovative waste we’d have to meet much more regularly than what we have done which i know cobot has been part of the problem there but to really be able to respond to problems we would need to be out there be meeting frequently and consistently we’ve seen where some cooperation with the labor management team has already happened with administration such as when we were going through our election we were administration gave us approval to have um as you see the union banners up the bus placards and we’re hoping that we could expand on that also and we could have actually a bulletin board and be able to introduce ourselves to new staff i guess one thing that i was thinking about preparing for this is um all the division that’s that seems to be the common term right now to describe our country you know it’s republican against democrat it’s black against white urban against rule and managers against employees and and everyone is asking how can we make people come together how can we fight this divisiveness and we’ve got the a great opportunity here to show how that could happen so that we could work with um with administration on making the decisions instead of only being the ones who receive um the the outcome from the administration um just try for a few minutes to imagine what we could achieve for our patients for our community for our state if we were all working together like i said the employees who were in the trenches as well as the managers and and use everybody’s input we need a commitment that’s what we’re asking for today is a commitment to work collaboratively on innovative new products projects excuse me that would improve outcomes improve staff morale and maybe even shorter the length of stay for some patients and and have an impact on our health care dollars i mean you we’ve money-wise it seems like the uihc is is is weathering the storm fairly well but when it comes to staff morale that doesn’t seem to be happening and this would have a direct impact on that and it’s just so valuable that we work out some kind of a working relationship and i’m going to turn it over to don from here thanks barb can we move to the next slide too please thank you yeah so i’m going to talk to you a little bit about staffing solutions at uihs uihc um you know we know that some of the staffing challenges have been unavoidable due to colvid um but management has also aggravated the situation um in some ways through things like unpaid furloughs so i would like to just talk a little bit about me and kind of how it’s impacted my department so i’m an educator in the inpatient child and adolescent psychiatric unit um here at the hospital we’re a very small unit located in the main hospital and there’s only three of us in my department that do my job there’s one other person in the children’s hospital uh and we’re considered essential and so while other educators across the state and the nation they were staying home last spring and the fall and maybe even still now we’ve been coming in every single day providing programming to our students um and the the furloughs and absences um other kinds of absences really impact us it’s we have we used to have a couple of retired teachers that used to come in and sub sometimes if we knew in advance we were going to be gone but they don’t come in anymore um due to covid one of the educators from the children’s hospital that used to help us out on occasion also um she quit in august and hasn’t been replaced um so one of when one of us is gone it’s two people doing the work of three or even like yesterday it was me doing what i tried to make resemble the work of three people because my other two colleagues had been given their cova second dose of

copen vaccination on monday and were both out sick due to side effects so it was just me here yesterday um you know in addition we also have um college students university students classroom associates that help us but their availability has been sport radic due to covid we don’t have volunteers anymore either to help us out due to copen and we do ask for help um from nursing staff and and they you know help us out as much as they can whether it’s nurse or nursing assistants um but you know they got their own job to do too um so in the end it really put patient and staff safety at risk we’re tired um we’re burned out and in a lot of ways we’re just in survival mode um if we could move on to the next slide that would be great thank you um so you know in dealing with this a confrontational approach um we don’t feel like it’s working um it’s causing a lot of turnover throughout the hospital as you can see from the the graph that turnover is increasing among our experienced staff and i can definitely tell you it’s impacting my department as well um the para educator position um that’s in my department has been open twice in like the last 14 months or so um again there’s um uh you know nursing shortages um nursing assistant shortages and as i mentioned earlier one of our fellow educators from the children’s hospital quit so you know this turnover is only leading to additional stress being put on staff because of the additional workload of trying to cover for other people for positions that haven’t been filled or you know the constant training of new staff and morale is really falling and it’s due to this stress and other policy changes that have been you know put forth in play put in place without really having any staff input and it’s really hard to keep the morale up when you’re feeling demoralized um having said that you know undermining us isn’t working either because we did overwhelmingly vote to recertify our union and we really just think a collaborative effort in working with a hospital administration would be much more effective in dealing with these issues and um i’m going to turn it over to connie okay um next slide please can we have the next oh we got it okay good thank you okay so i’m connie and like i said i’ve been a nurse here for 28 years and we’ve always had issues with staffing and the bedside employees have never been including in staffing problem solving so i want to talk about cooperative staffing solutions and according to this survey 76 of our staff think that their managers are very good or are okay and our ceo had made previous attempts to work jointly with the union and i believe we can work together to make a major difference in staffing issues and i have uh this past december is a great example of how working together could have been advantageous we had four experienced tenured nurses taken from our unit to work in an unfamiliar med surg unit in an effort to help with a coveted surge plan now they were totally unfamiliar with this unit they do not have experience recent experience anyway taking care of medstar patients they’re very anxious about it very high anxiety level and it just shows you that you cannot have a nurse as a nurse at this hospital you can’t take a nurse from here put it over there and expect everything to go just great because we’re all too specialized now on our unit these nurses were fantastic they could be charged nurses they could take care of all types of patients we have three basic types of patients they could take care of any one of those patients expertly they knew all of our procedures they knew all of our protocols they knew when to call a doctor when you didn’t need to call a doctor in other words they had wisdom and they were replaced with travelers or with nurses who were floated from other units and they couldn’t fully function on our unit through no fault of their own they just did not know how to take care of our patient population they could take care of maybe of this one small percent or maybe they could take care of two of our different types of patients but not the whole thing so this caused a lot of problems with uh

assignments we had to rearrange the way we make assignments um with a lot of our continuity of care for our patients which is really important for patient satisfaction meanwhile our nurses who were taken away from us the anxiety i mean even physical illness went to managers to talk about their concerns and they were just told well i’m sorry this is the plan this is how it’s going to be we can’t do anything about it try to make the best of it um so consequently three of those foreign so now we’re down three wonder nurses who worked very well in our unit and to me that is heartbreaking because it did not have to be this way we could come up together with a better plan if we’d been allowed to be part of this plan and having said that i’d like to go to the next slide please yes this uh talks about protecting patients and finances university of pennsylvania studies showed that more rn staffing improves patient outcomes with no net increasing cost i mean win-win right it’s a win for nursing it’s a win for patients it’s a win for the hospital and like i said i’ve been here 28 years and i know what makes patients happy and it’s not just being able to start an iv well or getting them their pain medicines on time but it’s about being able to sit down and listen to them and if you have not enough staff you don’t enough time to be able to really listen and hear what they most concerned about and i promise you if you can do that your patient satisfaction rate will go up which is going to be a boon for the hospital um some of the other things that have been suggested on this slide here is to stop our furloughs and to stop relying on travelers and temps professional and rn staffing councils spur quality and retention and i want to just stop right here and talk attention as we saw from a previous slide senior staffs leaving has just skyrocketed since 2017 um and i wanted to speak to that because i have been here 28 years and there’s really nothing that the hospital does um makes us feel like we’re valued um much difference in us and someone who’s been here for five years um and that is that’s sad and um it’s uh it’s really even more sad when new nireid with a five to ten thousand dollars bonus so then that we could really work on because every time you lose an experienced nurse you’re losing a lot of wisdom and i just feel like that’s so important knowledge is good education is good but wisdom that’s just something that you just can’t create it just comes with time um so anyway that needs to be worked on i think i think we could work on that together and then lastly on this slide talks about better metrics and not just hours per page um that’s the way to decide this will be working a particular uh shift and it doesn’t work because and i have a really good example of that too it happened a couple of weeks ago to our unit um our numbers were down they gave us bare-bones staffing and when our uh charge nurse mentioned something about it to the supervisor she said oh you’re fine you only have x amount of patience but the problem was was that the acuity level was way above our average and that wasn’t taken into consideration and the other thing was that one of the nurses working was a traveler who um could only take care of two different types of patients that we have on our unit unable to help with these really high acuity patients and during that shift a couple of unexpected things happened and it’s a very uncomfortable situation um that’s why you’ve got to talk to people who actually take care of patients to try to help figure out a better way of deciding how many staff you need per shift and having said all that i’m going to pass it along to teresa and thad thank you connie we need the next slide please so i have i’m going to talk about a better work life balance i have a lot of stories but this one stands out we had an inpatient who had a premature baby

born emergent c-section at 22 weeks the baby’s intensive care was in intensive care for about six months lots of scares and multiple surgeries during that time now the employee stayed off work for the time she needed to heal and came back to work early because covet hit she was able to take some time off at different times when the baby had the much needed surgery and also the furlough at that time she was at 90 percent and because her child was so sick she requested to temporarily go to 70 percent so she could care for her child now her child was home but still required high gears and oxygen and they told her that no and that she could probably go higher up the ladder but her stress was so high she chose not to go this way now she’s very lucky her grandmother stepped up and comes to the house to care for the child when she needs to work she is now leaving her inpatient position to go to a job closer to home i have to say that she was one of the best nurses i know and i do not give this praise lightly also i want to talk about there are committees that do the scheduling for the employees it can be anywhere from three to five employees that come in to make the schedule for the coming weeks this takes probably a full eight hours if not longer depending on the size of the unit they try to make everybody happy with the self-scheduling but when they turn it into management they change it this is frustrating and causes dissatisfaction among employees thad next slide please the su seiu staffing survey results show 60 of employees preferred the previous six-week schedule this highlights the need for flexible solutions that can be achieved with the labor management committee instead of a one-size-fits-all top-down solution and if we go to the next slide paid time off is a benefit that all employees receive unfortunately an employee does not receive overtime pay when an extra shift is worked and during that same pay period time off is also used such as sixth time vacation or holiday this pay policy is not equitable and also discourages employees from working extra shifts elms the payroll system also discourages employees from working extra shifts because it is confusing and cumbersome to track from track their payment their pay for accuracy excuse me it would be beneficial for uihc to hold joint trainings and curriculums to educate seiu staff on how to understand their pay uh uihc should also consider a section about elms the new employee orientation teresa is going to highlight this problem by sharing an additional story thank you sad elms is what we call our time card and it’s confusing and difficult to navigate we had a manager that came in from a similar big ten um hospital and took one look at the elms and said uh this is crazy i’m not doing this so she ended up hiring assistant manager position just to do this i have been here 13 years and i still have trouble navigating this program next slide and who’s next that would be me okay sorry sad go uit can be a stressful place to work that is why vacation days are so important to our members my department’s rule of thumb is allow three employees off at the same time this may seem reasonable but the three-person rule has been in effect since i started my department eight years ago at that time at that time my department or since that time my department has doubled in size and yet the three-person rule is still in a fact fmlas are also included in the three employees off at the same time so this can further reduce the likelihood of getting a requested vacation day off employees in my department compete with each other for fortification days and this creates an adversarial work environment i often wake up at midnight six months prior to the day i went off to electronically request a vacation day this is the only way i have a chance of getting a vacation day approved in a timely

manner to plan a vacation sometimes with the release of the schedule more employees are allowed time off if staffing allows but this does not give employees adequate time to plan a vacation vacation scheduling is not all doom and gloom in my department for prime time or summer vacation a ranking system is used and vacation requests are allowed more than six months out this system which was developed with collaboration between staff and management seems to work fairly well and there’s an example of how working together to find solutions works and now i would like to turn it over to michelle next slide please well iowa we’ve got a problem here when you look at the statistics we’re 48th for rn wages in the nation number 48 is that really where we want to be are bordering states like minnesota where you can tell i’m from if you hear my accent when i say minnesota is 13th in the nation illinois is 20th these are within range to lure our nurses away but it doesn’t affect just nurses it affects people like me in my profession so in 2015 uh we were living south of the twin cities and my husband who worked for a nationwide company uh was faced with a difficult decision his company was losing their minnesota contract and we had to start to look at does he work for another company or does he stay with a company that he’s been very happy and been with for over 20 years so in you know looking at all the options he goes to the job opening board at his work and he looks you know of all the different areas and regions where there are openings that he would qualify for and iowa city was one of them and so you know we started to consider iowa city because being midwesterners liking the weather believe it or not um the seasons and and the midwest values and whatnot so we looked at you know coming to iowa for him it was a lateral transfer his job wasn’t going to change one bit other than the address for me as i started looking at jobs i started seeing that the pay was so much less for physician assistance in iowa as well particularly at the university of iowa in fact when we started to make these considerations and i started looking at jobs and interviewing i had to consider and took a 40 000 a year cut in pay we were really faced with the decision of you know can we afford for me to take that pay cut we actually considered being a commuter family with my husband maybe driving to iowa working a week on week off and coming back home but because of the personal choices and the values we have for our family we decided not to separate as a family and came to iowa but our wages laid behind as do many of the professionals that are covered by the seiu union so we need to do something to come up to parity with our bordering states and our nation and our national colleagues this is how you’re going to maintain a world-class health care system is with competitive pay when we interviewed and surveyed our members wages were the number one issue for the bargaining survey so strong raises are urgently needed to retain and recruit the world-class staff that we want to have next slide and to you and hi um so 2020 was an especially scary and stressful year there were many times early in the copic crisis when it did not feel safe to come to work rules and protocols were quickly shifting especially with ppe when to wear it under what circumstances um and as a therapist it’s impossible to maintain six feet of distance when working with our patients there’s also an element of physical fatigue that comes with wearing the ppe the shields we wear are heavy they give us headaches and neck pain it’s also very difficult to communicate if you have a mask and shield on if your patient is hard of hearing or if you yourself are hard of hearing um and then i’d also like to speak of the emotional component i work with oncology patients and on one of the units i work on no visitors

have been allowed this whole time so i’ll often see patients that are admitted with a new cancer diagnosis such as leukemia and they’re in the hospital alone undergoing treatment so my co-workers and i have had to pick up much of the emotional load that would normally be carried by patients families and really you know honestly as far as the emotional piece goes i can’t fully express how challenging and difficult it’s been i will just say that there has been a lot of heartbreak grief and sadness that we see and uh it’s as caregivers we take that on and it’s been a really heavy burden um so we were told that we would need to take two weeks off unpaid i had to apply for unemployment for the first time and um that was just so i could get like some small amount of compensation as i lost half of my monthly income and i’d like to add that navigating the unemployment system website is very difficult very time consuming and it involved a lot of phone calls and emails so the furloughs they affected us on many levels not only did it feel like a slap in the face but it also showed how hollow this rhetoric of were in this together is it affected the morale of staff and most importantly it had a negative effect on patient care so for example in a press skinny patient survey one patient gave a negative review citing that she had to wait all day for an occupational therapist to come see her so she could be cleared for discharge home so during the pandemic we were taken away from our jobs and thus delayed being beds thus delayed beds being freed up for those who desperately needed them but now i see that the state had a budget surplus for 2020 300 million dollars and nearly a billion dollars in a rainy day fund this is a rainy day the hospital also finished out 2020 fiscal year with a multi-million dollar budget surplus and still we were told to continue to take time off unpaid and denied a raise at a time when coming to work was the most difficult it’s ever been in all my years as a therapist we are constantly told that we are healthcare heroes but it certainly doesn’t feel as though we are being treated like heroes next slide please so where do we go from here well it’s pretty simple we’re asking across the board for raises of five percent for both years of the contract this only begins to move us closer to parity to our colleagues in our bordering states and nationwide we need more equitable and transparent market adjustments why when who are going to get hazard pay covered pay market adjustments we don’t need to exclude some of our partners like our imaging techs who missed the last market arrangement market adjustment we need stronger charge pay shift differentials that are more in par with our our competitors both within the state and in our bordering states weekend options float pools on call personnel better pay isn’t just fair it helps fill the staffing holes without high high-priced agency temporary employees and might i also add on top of all the other fatigue that we have gone through through this pandemic there’s also the hyper vigilance that core staff have to go through to watch over the temporary staff that’s a whole nother layer of stress and exhaustion for them that i don’t think is really recognized so i just wanted to uh say that and and back to you okay so regionally we are in an incredibly competitive market as michelle showed with the dramatically higher rates of pay in neighboring states but it comes closer to home as well mercy and cedar rapids they’ve raised their minimum wage they’ve brought up other job classes to prevent wage compression i will often supplement my income by picking up extra shifts at mercy in iowa city because the pay rate is so much higher so improving prn which is a part-time as needed position

if we could improve prn rate of pay it would ensure that there are more staff around it would improve patient care if we had more prn or just more staff in general that were retained better through adequate pay patients would not only be happier but they spend less time in the hospital and being readmitted at lower rates and just a quick sorry could i interrupt you just can we get the next slide please oh thank you okay and then just one quick side note that i wanted to add there are only 23 ot’s that work in the hospital and that’s including the inpatient side the outpatient clinics and the behavioral health side evidence has shown the occupational therapists they’re the only discipline that help prevent hospital readmissions so we are a very valuable service and the hospital would benefit from having more of us the next thing i’ll speak to is ending wage compression because this is a serious issue to our bargaining unit so for example in occupational therapy we are seeing experienced staff make little more than new hires we have one occupational therapist who started here five years ago as a new graduate last year we have a new graduate start the base salary had gone up by four thousand dollars annually so those of us already employed were getting you know we had gotten the cost of living adjustment but currently the more senior employee making just three thousand dollars more than someone with significantly less experience personally i haven’t seen a raise in my eight years at uihc aside you know i have received our annual cost of living adjustment um but that is not a raise and it isn’t based on merit or experience so working together we can establish communities excuse me committees to improve equity and pay and thus improve our retention and our recruitment chances when potential employees to uihc as a place to work that will value their contributions and work to help keep them around thank you oh and now to kathy great i want to thank ann and the entire team for their presentation this concludes our initial presentation to uhc administration board of regents um and they are general proposals as you can see um i just want to back up and thank this team and all the nearly 4 000 seiu frontline dedicated heroes at uihc as well as all essential workers across the state and country who stepped up during the one of the most difficult times in our state and in our nation’s history as michelle eloquently summarized in her opening remarks today this is really a moment where working together to solve problems is the key to making progress together we’re committed to work with uihc to improve patient outcome satisfaction reduce costs and run more efficiently what we are asking ui healthcare and the regents to do is return with a formal commitment to stand together by honoring the concepts that we’ve proposed today a quick overview overview of those concepts are commit to building a true and lasting partnership between frontline staff managers in every unit clinic and department commit in writing that you will work with us to find collaborative solutions that achieve better staffing and safer staffing work with us to better understand and implement personnel policies and policies overall that improve work-life balance and will make ui health care the best place to work and lastly commit to a well-deserved and long overdue compensation package that not only recruits and retains world-class health care professionals but actually recognizes their dedication and commitment it’s time we put the past behind us and commit to move forward together cooperation collaboration partnership and innovation are words that we want to use to describe our relationship with ui healthcare and ui healthcare’s relationships with its staff the frontline heroes at uihc and our union as you’ve heard today are readied and willing to work together to find new and innovative ways to address complex problems and find real solutions the bottom line is this we believe that incorporating these proposals into a union contract makes the most sense but what we want most of all is to find solutions to the challenges that we face at uihc it’s about putting the words we stand together into action i want to thank you for listening today

we look forward to response on thursday january 21st at 1pm and we can take any questions if you have any kathy thank you whoops i clicked off there back up uh thank you all of you that are the front line time uh in our nation that is very very difficult and you are um in the front right front line of a very difficult option so uh me personally i appreciate that i don’t have any questions uh i i thought it was very thoughtful and uh i appreciated and listened very carefully to uh everything that everybody had provided then i’ll ask you if you have anything or any of the other folks it doesn’t look like we do mike so we really appreciate you taking the time to listen to the amazing stories and experience uh in the meeting today and we look forward to hearing back from you on the 21st okay thanks kathy thank you i’m gonna mirror that thank you everyone thank you for all your hard work we appreciate you taking the time to talk to us today and uh we’ll be at it again on the 21st great stay safe and healthy bye-bye thank you you