BARGAINING-SESSION UPDATE: MARCH 19

Bargaining-Session Summary

This week our union made proposals regarding:

  • Longevity status restoration (some employees lost their longevity status with the 2015 contract — this proposal will make them whole)
  • Employee Benefits Council decision-making (requires final decisions about benefits to be made by committee consensus rather than by a tie-breaking vote by the OHSU president)
  • Changes in work location (this language aims to address challenges faced by employees whose work location changes: transportation, child-care needs, etc.)

OHSU offered a few proposals/counterproposals that were primarily non-substantive. The management team was only available for negotiations in the morning; the Local 328 team spent the rest of the day strategizing and working on future proposals. OHSU did not modify or withdraw its proposal that would financially penalize stewards and potentially damage our union’s ability to effectively represent our employees.

We encourage our members to comment on the updates posted here and to our Facebook page. Your feedback is important to the decisions we make at the bargaining table.


Get Involved

Ask questions of members of our bargaining team at our town hall on Wednesday, March 27, from 1:00 – 2:00 p.m. in UHS 8B60. Light refreshments will be served. A link to a live-stream will be emailed the day of the event for those of you who are unable to attend in person. You may email questions in advance to bargaining@local328.org. Feel free to share the attached flyer.

If you wish to observe all or part of a bargaining session, email Matt Hilton at president@local328.orgin advance to make arrangements.

To arrange a worksite visit for you and your coworkers to ask questions and give feedback about bargaining, use the Contact Us form on the Local 328 website.

BARGAINING-SESSION UPDATE: MARCH 12

Bargaining Town Hall

Our union will be holding a town hall for our members on Wednesday, March 27, from 1:00 – 2:00 p.m. in UHS 8B60. Light refreshments will be served. This is your opportunity to hear from and ask questions of members of our bargaining team.

The event will be live-streamed for those of you who are unable to attend in person — a link to the live-stream will be emailed the day of the event. Please feel free to email your questions in advance to bargaining@local328.org.


Bargaining-Session Summary

You may have noticed that OHSU is emailing their own updates about our weekly bargaining sessions; however, the employer has offered no opportunity for employees to ask questions or give feedback about these updates. We encourage our members to comment on the updates posted here and to our Facebook page. You may also ask questions of your unit steward or email them to bargaining@local328.org.

On our third day of bargaining with OHSU, our union proposed:

  • Allowing employees to use vacation time, at their discretion, to cover FMLA absences
  • Clarifying inclement-weather language to reflect current practice
  • Involving AFSCME in a review of what positions should be considered drug testable

OHSU proposed some changes to the steward program that our union feels could be detrimental to our ability to represent employees and enforce our contract. OHSU also proposed doubling the time departments have to place employees into new internal positions — an employee could be required to wait up to eight weeks to be able to move into a new position.

The teams reached tentative agreements on nine sections of the contract today, including:

  • Establishing a memorandum of understanding that will clarify in what scenarios employees are allowed clean-up time
  • Allowing AFSCME-represented employees — for the first time in more than 30 years of representation — to file complaints about sexual harassment, discrimination, bullying, etc. directly with Local 328

Get Involved/Stay Informed

Unit stewards will be distributing buttons to wear to show your support. You may also email us at bargaining@local328.org to request one.

Stop by one of Local 328’s bargaining Q&A tables for swag and information. Tables are currently scheduled as follows:

  • Thurs., March 14, CHH 3171, 1:00 – 3:00 p.m.
  • Thurs., March 21, BICC Gallery, 11:00 a.m. – 1:00 p.m.
  • Fri., March 29, CHH 3171, 12 noon – 2:00 p.m.
  • Thurs., April 11, CHH 3171, 2:00 – 4:00 p.m.
  • Wed., April 17, BICC Gallery, 11:00 a.m. – 1:00 p.m.
  • Wed, April 24, UHS 8B60, 12:00 – 3:00 p.m.

If you wish to observe all or part of a bargaining session, email Matt Hilton at president@local328.org in advance to make arrangements. To arrange a worksite visit for you and your coworkers to give feedback and ask questions about bargaining, use the Contact Us form on the Local 328 website.

 

Bargaining-Session Update: March 5

Bargaining-Session Summary

The Local 328 and OHSU bargaining teams met for the second time on March 5. Our union proposed changes to nine sections of the contract, including:

  • Providing free transit passes (TriMet, C-TRAN, etc.) to AFSCME-represented employees
  • Broadening layoff language to protection employees affected by FTE increases (not just FTE decreases)
  • Requiring departments without computer access to post printed schedules 28 days in advance, indicating both where and when employees will be working
  • Requiring that initiatives and projected developed jointly between OHSU and our union are co-branded
  • Allowing represented employees to file complaints about such matters as sexual harassment, discrimination, etc. directly with our union (rather than using only OHSU or state reporting methods)
  • Preserving election leave for employees working in states that don’t have vote by mail

OHSU proposed changes to a number of sections of the contract, including requiring that cab fare home after mandatory overtime will be reimbursed rather than paid for up front, adding to the language about unauthorized language and making some non-substantive changes. 

The teams exchanged counterproposals today and reached tentative agreements on nine sections of the contract.

Get Involved/Stay Informed

Be on the lookout next week for bargaining-themed buttons and a “Bargaining Support Ideas” trifold brochure. 

Stop by one of Local 328’s bargaining Q&A tables for swag and information. Tables are currently scheduled as follows:

  • Thurs., March 14, CHH 3171, 1:00 – 3:00 p.m.
  • Thurs., March 21, BICC Gallery, 11:00 a.m. – 1:00 p.m.
  • Wed., March 27, UHS 8B60, 1:00 – 3:00 p.m.
  • Fri., March 29, CHH 3171, 12 noon – 1:00 p.m.
  • Thurs., April 11, CHH 3171, 2:00 – 4:00 p.m.
  • Wed., April 17, BICC Gallery, 11:00 a.m. – 1:00 p.m.
  • Wed, April 24, UHS 8B60, 1:00 – 3:00 p.m.

Please regularly check and comment on the updates posted to our Facebook page and our blog. You may also ask questions of your unit steward or other union contact, or email questions to bargaining@local328.orgIf you wish to observe all or part of a bargaining session, email Matt Hilton at president@local328.org in advance to make arrangements. To arrange a worksite visit for you and your coworkers to give feedback and ask questions about bargaining, use the Contact Us form on the Local 328 website. 

Bargaining-Session Update: Feb. 26

Bargaining-Session Update

The Local 328 and OHSU bargaining teams met for the first time on Tuesday, February 26. Our union proposed changes to more than a dozen sections of the contract, including:

  • Broadening the definition of family, to include more than just “traditional” immediate family members (applies to bereavement leave and use of sick time)
  • Expanding when bereavement leave can be taken and adding the option to take bereavement leave unpaid (rather than requiring the use of accruals)
  • Streamlining the grievance and arbitration processes (reducing the number of steps in some cases, asking for more notice when union representation is needed, prescheduling arbitrators)
  • Increasing the number of hours our stewards and officers have available to assist our represented employees and strengthen our union

Formal negotiations with OHSU ended mid-day. The Local 328 bargaining team spent the rest of the day in caucus and participating in debriefing exercises.

Stay Informed

We sent a lot of emails this week, but don’t worry — we won’t bombard you with emails going forward. You can expect a weekly email summarizing what happened during the bargaining session. We may also send an a occasional email letting you know about any upcoming activities or bargaining actions.

In addition, a short video report will be posted to our Facebook page each Tuesday evening after the day’s negotiations and caucusing have ended. You can also find updates here on our blog. We strongly encourage you to regularly check — and comment on — these reports and updates. You are also encouraged to ask questions of your unit steward or other union contact, as well as email questions to bargaining@local328.org.

Get Involved

Our union encourages members to observe our sessions. If you wish to observe all or part of a bargaining session, email Local 328 president Matt Hilton in advance to make arrangements. Please note that this must be done on your own time (i.e., using vacation time or on off-time, rather than on the clock).

Local 328’s ground team would love to set up a bargaining Q&A table at your worksite to get feedback and answer any questions you and your coworkers have about bargaining. To arrange a worksite visit, use the Contact Us form on the Local 328 website.

PRESS RELEASE: AFSCME Local 328 Calls upon OHSU to Negotiate a Fair Contract

February 26, 2019

PORTLAND, OR — AFSCME Local 328 began contract negotiations with Oregon Health & Science University (OHSU) today, with the two bargaining teams meeting weekly over the next several months to develop a successor agreement for the current contract, which expires June 30, 2019.

With AFSCME-represented employees working in numerous OHSU clinical, research and academic locations, these negotiations will have ramifications for workers not just in the Portland metro area, but also in Ashland, Astoria, Monmouth, Scappoose and Longview, WA. Local 328 understands the broad impact their contract will have on the community and is focused on negotiating a contract that will allow their represented employees to best support OHSU and the community.

While OHSU has been operating on various levels of cost containment since January 2017, departments and employees have been expected to do more with less; however, OHSU currently enjoys unparalleled growth and record-setting profits.

The last two contracts with Local 328 have seen OHSU shift pension costs to employees by as much as 6 percent of base salary, as well as lengthen by 30 percent the amount of time it takes an employee to reach the top of the pay scale. In a 2018 survey conducted by the union, almost four in ten Local 328 members reported difficulty paying their rent or mortgage, with a similar number reporting having moved at least once in the previous five years in order to find more affordable housing. More than 15 percent of survey respondents reported spending more than 50 percent of their income on housing.

“Will shared sacrifice result in shared prosperity? What sort of responsibility does a public medical institution have in relation to its own employees’ health and well-being? As more and more families are struggling, employees simply will not tolerate additional attempts to shift costs onto them” said AFSCME Local 328 president Matt Hilton. “AFSCME Local 328 calls upon OHSU to show that it values its employees as much as it does prestige, by bargaining a fair contract that shares the rewards of success” continued Hilton.


AFSCME Local 328 represents approximately 7,000 OHSU employees in more than 300 job classifications. Represented positions range from pharmacists to food service workers, environmental services technicians to database administrators, medical assistants to HVAC control technicians. The sole academic medical center in the State of Oregon, OHSU is the fourth largest employer in the state and the largest employer in Portland. OHSU sees more than 319,000 patients each year, has more than 5,500 students and trainees and offers more than 200 community health programs through Oregon. AFSCME members help OHSU meet its vision of improving the health and well-being of Oregonians and beyond.

Union and Management Bargaining Teams Announced

By Matt Hilton

Greetings Brothers and Sisters of AFSCME Local 328,

As you are likely aware, our union begins bargaining with OHSU on February 26. We’d like to introduce our team as well as list the members of the management team.

Local 328 Bargaining Team:

The members of the AFSCME Local 328 team are:

  • Matt Hilton, Local 328 President & Chief Spokesperson (Call Center Representative, IT.Call Center Operations)
  • Ashley Larkin (Physical Therapist, HC.8A Rehab)
  • Casey Parr (Respiratory Care Practitioner 2, HC.Respiratory Therapy)
  • Claire Irvan (Program Technician 1, HC.Centralized Managed Care & Price Estimates)
  • Haley Wolford (Vet Research/Health Tech 3, PC.Non-Primate Op)
  • Jennifer Barker (Financial Analyst 1, CR.Oregon Institute Of Occupational Health Sciences)
  • Jim Cherveny (Respiratory Care Practitioner 2, HC.Respiratory Therapy)
  • Karyn Trivette (Physical Therapist, HC.8A Rehab)
  • Kasey Zimmer-Stuckey (Ultrasound Technologist, HC.Ultrasound Service)
  • Michael Stewart (Medical Assistant 1, HC.Internal Medicine Clinic)
  • Mike Bandy (Sr. Building Systems Control Tech, FO.FM Utilities Maintenance)
  • Roger Clark (Pharmacist, HC.InpatientPharmacy)
  • Kate Baker (Staff, AFSCME Council 75)

The members of the OHSU management team are:

  • Amar Khouma (HC Professional Services Apps Manager)
  • Amy Wood (HR Business Partner)
  • Carolyn Bruebaker Moore (Pediatric Ambulatory Care Director)
  • Emily Boring (Delivery & Fleet Services Manager)
  • Esperanza Zozobrado (Sterile Processing Director)
  • Haley Sands (Nurse Manager 2)
  • Hollie Hemenway (HR & Employee/Labor Relations Director)
  • Patrick Frengle (Financial Consultant)
  • Paul Southerton (Retail Food Service Manager)
  • Steve Osgood (Core Lab Manager)
  • Mike Brunet, chief spokesperson (Garvey Schubert Barer)
  • Brian Morrison, ex-officio advisor (Garvey Schubert Barer)

Please send any bargaining-related feedback or questions to bargaining@local328.org.

Stronger together,

Matt Hilton, President, AFSCME Local 328

Patients Deserve Rehab Services

Sign Our Petition For Excellent Patient Care

For the last two months we have been describing how the staffing model regarding use of part-time FTE and the productivity system in use by OHSU’s Rehabilitation Services Department affect the rehabilitation therapists.

We believe this model and system has resulted in the loss of wages and benefits to rehab employees as well as producing possible wage and hour law violations by creating conditions which lead to employees working off the clock. Other impacts include the inability of employees to avail themselves of continuing professional education and increased staff turnover rates due to low morale and provider burnout.

Now let’s talk about patient care

Rehab members tell us that OHSU chronically and systematically understaffs the department. Simply, there are not enough therapists to provide services to the patients.  When members raise concerns and ask for more staff, they are told the budget does not support it because the department does not meet the productivity numbers. Previous articles (Timekeeping and Patient Care) have shared the errors in OHSU’s productivity system. Here are some examples from members about the lack of patient services:

  • The NICU (babies in intensive care) is staffed with one therapist per, on average, about 40 patients.
  • Acute Pediatrics has no Occupational Therapy coverage in the hospital on Sundays or holidays. There is often no Physical Therapy coverage in the hospital for Sundays.
  • Adult Acute Occupational Therapy is not available on Sundays, holidays or in the medical, trauma/surgical or cardiovascular ICUs.
  • Adult Acute Physical and Occupational Therapists are so understaffed that most therapists are routinely assigned 2-3 times the number of patients they can see in a day.
  • Adult Acute Speech Language Pathology had chronic and severe staffing shortages the past year and only recently achieved staffing at a level appropriate for patient care needs.
  • Often patients in Inpatient and Outpatient care are able to receive an evaluation, but have delay in follow-up treatment services. In some cases in acute care, a patient may go several days without services because there is not enough staff.
  • Adult Acute Rehab has only one rehab aide to provide assistance to the entire department, a position essential to providing assistance to therapists for patient care.

The ultimate result of OHSU management’s staffing plan is the daily certainty that many patients who need to be seen by rehab therapists will not receive rehab services. No amount of efficiency, productivity or working off the clock will change that. Patients not getting seen is directly related to OHSU management’s staffing and budget plan. Members would like to share more specific data in support of these claims, but are fearful of retaliation by the organization.

What happens when patients who need rehab therapy services don’t receive them, or receive them late or at sub optimal frequency?

Our members raise concerns that several undesirable outcomes are possible:

  • Patients may suffer loss of function or sub-optimal functional recovery
  • Patients may suffer longer length of stay
  • Sub-optimal discharge planning
  • Lower patient satisfaction
  • Moral distress/burnout for rehab providers

All of this can combine to result in increased costs to OHSU related to longer patient length of stay, less available beds for new admissions due to delayed and sub-optimal discharge, return of patients to the hospital due inability to succeed at discharge, and poor recruitment and retention of rehab staff.

Members have and continue to raise staffing concerns directly with their manager(s) and director. Members have and continue to raise staffing concerns through the employee engagement survey process. Our union has repeatedly raised these concerns to OHSU leadership.  The staffing issues continue. The patient care concerns continue. The stress on therapists trying to accomplish what is literally impossible, continues. Fear of retaliation for speaking up about these issues continues.

OHSU leadership needs to address these concerns, with our members and our union, in an atmosphere that can be guaranteed to be free of retaliation.

“I stand with all my colleagues” – Our Readers Respond

“I stand with all my colleagues.”

Over the last six weeks we heard this many times, from coworkers, former staff, and public employees outside OHSU. It’s uplifting to read and hear expressions of support.  Comments on our articles about the ongoing issues in the Rehab department have been, at once, eye opening, compassionate, devastating, expressing the full range of emotions from outraged anger, compassionate concern, and most commonly, disappointment with OHSU.

In this article we turn the page over to those who cared enough to share their stories and thoughts with us.

“It takes courageous authentic leadership and advocacy to stand against exploitive health care delivery models. OHSU is perched to see and lead the way. Isn’t it? It requires a servant heart and leadership style to care, to push for change and align the walk with the words, for the sake of all stakeholders.”

“As a former employee of the OHSU rehab department I understand what all of the therapists are going through. I LOVED my job. But the culture of negativity created by management made the daily stress no longer sustainable, so I left a job and coworkers that I loved. I am proud of what the rehab department is doing now in collaboration with AFSCME, and I truly hope real change is created.“

The benefit of our OHSU rehab specialists is unmeasurable. They are INCREDIBLE and an invaluable member of the critical care team! As an ICU RN, I am totally grateful for all the hard work and expertise they provide and am disappointed to hear they are being treated this way. Not only is OHSU harming their relationship with their employees, they are threatening the successful outcomes of their patients.”

Coming to work for the OHSU rehab department was something I was very proud of until realizing the complete lack of support there is from the management level.”

“I’ve worked in the ICU and acute care alongside many hardworking, professional, and dedicated practitioners in rehab services. Their work is crucial to getting our patients out of the ICU and discharged from the hospital. They are integral members of our team and we can’t give our patients the best care without them. I can’t imagine the stress and demoralization they are feeling in this work environment. “

I’m proud of the rehab team coming together to fight for fair treatment and quality patient care. Thank you all for sharing your stories! We stand united!”

“Thank you all for sharing. I can’t express how validating it feels to read this posting and some of these comments. As an acute care clinician on the OHSU rehabilitation team I echo all the aforementioned remarks. I too fear that OHSU is not a place I can set the roots of my career due to mismanagement and lack of support.”

“ We are supposed to be the premier hospital in the region, providing the most up to the minute evidence based care. Our upper Management can’t support the one measure that has been proven throughout the years of research to provide favorable outcomes from patients across the spectrum of illness and injury. Our patients and staff deserve so much “

“ I work as a nurse in an adult ICU at OHSU and our P.T.s are a crucial part of our treatment team. The patients in my particular unit are extremely ill, both chronically and acutely, and generally require a great deal of time and staff in order to mobilize. The therapists I work with ROUTINELY go above and beyond to make sure their patients get the services they need in order to ultimately discharge from the hospital and be safe in doing so. “

“As someone who has been through physical therapy, I cannot fathom how this could or should ever be measured by quantity of throughput. Quality of treatment, both physically and emotionally, are critical to success. Having the patience and skill to push someone through a sometimes horribly painful process and to keep their patient’s spirits up is vital to recovery.”

Time and time again, during staff meeting after staff meeting and employee engagement survey after survey, therapists consistently report patient care as the single most rewarding aspect of their profession and the primary contributor to job satisfaction. This has worked out supremely well for the organization so far, as many of us continue to work under these demoralizing conditions because we simply love what we do and want to provide the best patient care possible, and therefore put up with this state of affairs .”

“So many aspects of being a good therapist-of going above and beyond-involve tasks/time which may not be “billable.” Management does not care. OHSU does not care. These productivity expectations are only creating a toxic work environment, not contributing to quality patient care, and are discouraging professional development.”

Throughout the course of these reports it has been clear that the first concern of therapists has been the well being of their patients. Outside of the most basic concerns – not wanting to be disciplined for taking the time to give the best patient care and wanting to be compensated for the time they are actually working, almost none of this is about them. It’s about their patients first, their love of and concern for their professional responsibilities second, and themselves third.

We are grateful for your continued support.

Rehab: Productivity, Timekeeping and Patient Care

Over the last month we’ve published a series of articles outlining our concerns that management’s scheduling and productivity demands have had negative economic, personal, and professional impacts on our members who work in rehab services. It is our opinion that the productivity matrix used by OHSU forces employees to work off the clock in order not to be penalized by management for productivity concerns and to provide the best care possible for our patients.

Not all time spent working off the clock is before or after their shift. Much of this off the clock work occurs during lunch and breaks which are times employees normally do not clock out.

Further, we went to our members and asked them how they would respond to concerns that their problems with the productivity matrix are that they are simply not managing their time well.

In response, Rehab members asked us to share specifics about how the productivity matrix used by OHSU forces them to work off the clock to complete their work, and how it impacts patient care.

As you will read, the issue is not about more efficient use of time but rather about inadequate time scheduled and budgeted by management.

Members tell us that adult outpatient appointments are booked back to back. Documentation time for each patient takes at least 10-15 minutes, if not more. An employee working a ten hour day is expected to treat 12 patients a day. That employee would need at least 120 minutes minimum to complete documentation. However, the amount of time blocked on the schedule for documentation is only 30 minutes.

Members working in pediatrics share similar time needs for documentation. “If we are supposed to see between 7 and 9 patients a day to meet productivity, then we need at least 70 minutes to complete outpatient notes”. Pediatric evaluation appointments are even more complex, requiring at least 50 minutes to score the necessary assessments.

This time is not provided in their schedules.

Also, Inpatient therapists have similar time needs for documentation. They tell us that management claims the non-productive time of their day is for this documentation time, and also for the time they spend on patient care rounds and care conferences.

Members state that this is simply not true.

The non-productive time of their day is the time required to do their work to safely care for medically fragile patients – including necessary chart reviews and coordinating with nursing, respiratory therapists and physicians, in addition to completing documentation.

None of these tasks counts as billable time toward productivity.

The following OHSU rehab management suggestions to improve efficiency and productivity raise ethical and patient care concerns for our members. Each suggestions is followed by the members’ concern in italics.

  • Document in the room or while with a patient to increase billable time. Documentation is not billable time, this is fraud.
  • Limit chart review and clarification of precautions and restrictions with providers. This could lead to unsafe patient care
  • Use students to increase number of patients seen per day and therefore productivity. In some cases this is fraud, potentially unsafe for patients and a disservice to student learning.
  • Save parts of an assessment or evaluation for another day and charge separately for that time. “We’ve been told by management that we don’t have to do a formal assessment on the first day, but the issue is that the assessment needs to get done, and for the most part we need to know where the child is at baseline…assessing the child…is essential, especially when determining numbers of visits and appropriateness of services” This suggestion is unethical and could be considered “un-bundling” of services, which is fraud.
  • Prioritize evaluations over treatments to increase productivity, making the budget more profitable/favorable. This is a disservice to those patients in need of intervention and follow-up care.

Previous articles have addressed the harm to our members’ well-being from OHSU rehab management’s productivity requirements and accounting system. Now, members are sharing the impact this system can have on patient care and services.

OHSU needs to prioritize employee and patient well-being over profit. Members and patients deserve better.

Rehab – Productivity Metrics Lead To Wage and Hour Law Violations, Low Morale, Turnover

By Jackie Lombard

Let’s be clear. No one is saying employees should not be accountable or productive in the OHSU rehab department,

Accountability/productivity is measured by billing CPT codes or “units”. Units can only be billed for direct patient care. They are a volume measurement and do not account for value or quality of service or work.

A problem with the OHSU rehab productivity standard and the system for measuring productivity is that it does not accurately account for the value of the work that cannot be captured by a unit but is none the less required of therapists and desired by the organization. This type of work includes things like documentation, program development, provider conferences, multi-disciplinary rounds, patient care conferences, professional development, teaching, research, publication, administrative tasks and mentoring. The time allocated or allowed for this work is insufficient under the current productivity standard and budget.

Another problem is that the OHSU rehab productivity system in no way accounts for quality as measured by patient functional outcomes or kindness or patience or compassion.

These problems, and attempts to fix them with management, have real negative consequences. First, meeting the productivity standard is a requirement for precepting students and for approval for some types of paid continuing education. The inaccurate productivity system limits professional development of therapists and limits opportunities for education of the next generation of therapy providers. It denies rehab therapists participation in activities essential to and at the core of professionalism.

Second, therapists have been put on work plans or performance improvement plans because they didn’t meet the productivity standard. These therapists are not lazy, or fraudulent, or incompetent in patient care delivery. In fact, they are some of the most skilled, devoted, ethical and hardworking therapists in the department. They are those often tasked with program development or administrative roles essential to OHSU. But they simply don’t bill enough units. And they can’t account for the value of their work any other way. The result of a work plan or even the threat of a work plan is the creation of a chronic ethical dilemma; meet productivity by focusing on billing units above all else or face termination and the inability to support yourself and your family.

A third problem is that questions about the productivity system and barriers to meeting productivity put forth to management go either unacknowledged or disregarded. For example; one manager failed to acknowledge 3 separate emails listing barriers to meeting productivity provided over a 6 week period. The barriers were offered in response to the manager’s request and the emails included solutions to the barriers. The manager finally responded to the last email with “Wow, a lot of ideas”. Another example is that several requests to substantiate the source of the productivity benchmark have simply been ignored. Trying to improve the system is then perceived as futile.

What’s more, expressing concern or opinion about the productivity standard or system of measurement is labeled as “not positive”, “disappointing” and “not team oriented” by management. These labels are discouraging and demoralizing to say the least.

Persistent feelings of futility, discouragement, ethical distress, job insecurity and professional ineffectiveness result in physical, emotional and psychological injury. This harm leads to provider burnout and illness. Is it any wonder that some are tempted to work off the clock to increase productivity and avoid this pain?
OHSU should care about and protect the health and well being of its employees. It is not enough for OSHU rehab management to send email reminders to not skip breaks or lunch or work off the clock while maintaining an inaccurate and unsubstantiated productivity standard and system.

Please, OHSU leadership, make a system that fairly accounts for value and quality, not just volume.

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