Start of response 

1. Mandatory FTE Change
   • The language provided in the communication was not intended to be perceived as a mandatory change of FTE.
   • Going forward, Nurses may choose to keep their 0.9 FTE, and work two 10-hour shifts and two eight hour shifts per week, or they may request to flex to a 0.875 (only 1 extra shift per pay period) or up to a 1.0 (to be four 10 hour shifts or 5 eight hour shifts) in accordance with contract.
   • Pre-approved PTO – since time away has been approved through October, leadership has committed to working with individuals to support their pre-approved time away.
2. Data for the change
   • I understand data was requested for the changes, and I believe that information is being compiled to share with the team.
3. Factors driving the change:
   • Financial Crisis
     • Sam shared that there was information shared that this change was due to a ‘financial crisis’ however I was not able to verify that statement. However, these changes are partially being made to the high use of voluntary call shifts resulting in overtime. With the current staffing model and the high number of unexpected absences from staff, voluntary call is being utilized to cover gaps in staffing. With an adjustment shift lengths, there are more people on staff to allow for a better coverage model.
   • Tardies/Sick calls
     • As noted in the information above, this model would allow for better staff coverage when there are unexpected absences on the unit. This should also help reduce the amount of voluntary call, resulting in overtime, providing for better work/life balance while supporting patient needs. This change is not being made to manage an individual’s absenteeism concerns. Those are being addressed privately, and consistently, across the unit.
   • Operational efficiency
     • Seattle Children’s compares ourselves to 15 of our peers (pediatric hospitals) whom also see similar patients across the country.  While some of our peers are in a lower percentile, meaning they are more productive, staffing closer to demand, utilizing resources better, the goal set in our organization is 60% (or lower).  We want to be in the middle range in comparison to our peers.  The data pull is updated quarterly and currently it looks at last FY, which we have noted some minimal change from.  Current state we are ranked 9^th out of 11 of our peers at 72.73% (with the goal of 60%).
4. Below are shifts/start times for the new template. The number in each set below is spread out to ensure adequate coverage for the day, with the appropriate number of staff.
   • 0600x 10 hours
   • 0630x 10 hours
   • 0800x 8 hours
   • 0900x 8 hours
   • 0800x 10 hours
   • 0900x 10 hours
   • 1100x 8 hours
   • 1100x 10 hours
   • 1300x 8 hours
   • 1300x 10 hours
   • 1500x 12 hours
   • Nights 2000x10 hours

These changes need to be made to ensure we have more staff onsite to provide safe patient care.  Leadership has held several staff meetings to answer questions and hear feedback, along with providing opportunities for engagement in a private setting as well. Leadership will navigate the schedule closely and the template with the UBSC and schedulers with the goal of continuing collaboration and partnership.

End of response