COMPENSATION COMMITTEE HUMAN RESOURCES AND …...intermittent leave so Trion, a consulting group, did an evaluation of our current FMLA processes to make sure we were appropriate in

Governing Board

HUMAN RESOURCES AND EXECUTIVECOMPENSATION COMMITTEE

May 24, 2016 9:00 AM

4th Floor, Conference Room G

Trauma Building

800 Hope Place, Las Vegas, NV

1

The main agenda is available on University Medical Center of Southern Nevada’s website http://www.umcsn.com. For

copies of agenda items and supporting back‐up materials, please contact Terra Lovelin, Board Secretary, at (702) 765‐7949. The Human Resources and Executive Compensation Committee may combine two or more agenda items for consideration.

Items on the agenda may be taken out of order.

The Human Resources and Executive Compensation Committee may remove an item from the agenda or delay discussion relating to an item at any time.

Consent Agenda ‐ All matters in this sub‐category are considered by the Human Resources and Executive Compensation Committee to be routine and may be acted upon in one motion. Most agenda items are phrased for a positive action. However, the Committee may take other actions such as hold, table, amend, etc.

Consent Agenda items are routine and can be taken in one motion unless a Committee member requests that an item be taken separately. For all items left on the Consent Agenda, the action taken will be staff's recommendation as indicated on the item.

Items taken separately from the Consent Agenda by Committee members at the meeting will be heard in order.

AGENDA

University Medical Center of Southern Nevada UMC GOVERNING BOARD

HUMAN RESOURCES AND EXECUTIVE COMPENSATION COMMITTEE May 24, 2016 9:00 a.m.

800 Hope Place, Las Vegas, Nevada Trauma Building, Conference Room G, 4th Floor

Notice is hereby given that a meeting of the UMC Governing Board Human Resources and Executive Compensation Committee has been called and will be held on Tuesday, May 24, 2016, commencing at 9:00 a.m. at the Trauma Building, Conference Room G, (4th Floor), 800 Hope Place, Las Vegas, Nevada to consider the following:

SECTION 1. OPENING CEREMONIES

CALL TO ORDER

1. Public Comment

PUBLIC COMMENT. This is a period devoted to comments by the general public about items on this agenda. If you wish to speak to the Committee about items within its jurisdiction but not appearing on this agenda, you must wait until the “Comments by the General Public” period listed at the end of this agenda. Comments will be limited to three minutes. Please step up to the speaker's podium, clearly state your name and address and please spell your last name for the record. If any member of the Committee wishes to extend the length of a presentation, this will be done by the Chair, or the Committee by majority vote.

This meeting has been properly noticed and posted in the following locations:

University Medical Center CC Government Center Third Street Building Regional Justice Center 1800 W. Charleston Blvd. 500 S. Grand Central Pkwy. 309 S. Third St. 200 Lewis Ave., 1st Flr. Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV (Principal Office)

City of Las Vegas City of Henderson 400 Stewart Ave. 240 Water St. Las Vegas, NV Henderson, NV

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2. Approval of minutes of the regular meeting of the UMC Governing Board Human

Resources and Executive Compensation meeting on March 15, 2016. (For possible action)

3. Approval of Agenda (For possible action)

SECTION 2. BUSINESS ITEMS

4. Review changes to the UMC Management Compensation Plan document and recommend approval to the UMC Governing Board. (For possible action)

5. Receive an updated report on UMC’s collective bargaining activities with the Service

Employees International Union (SEIU), Local 1107; and International Union of Operating Engineers (IUOE), Local 501. (For possible action)

6. Receive an updated report on UMC Vacancy and Turnover metrics, including classifications vacated voluntarily: and direct staff accordingly. (For possible action)

7. Identify emerging issues to be addressed by staff or by the Human Resources and Executive Compensation Committee at future meetings; and direct staff accordingly. (For possible action)

COMMENTS BY THE GENERAL PUBLIC A period devoted to comments by the general public about matters relevant to the Committee’s jurisdiction will be held. No action may be taken on a matter not listed on the posted agenda. Comments will be limited to three minutes. Please step up to the speaker’s podium, clearly state your name and address and please spell your last name for the record.

All comments by speakers should be relevant to the Committee’s action and jurisdiction.

UMC ADMINISTRATION KEEPS THE OFFICIAL RECORD OF ALL PROCEEDINGS OF UMC GOVERNING BOARD HUMAN RESOURCES AND EXECUTIVE COMPENSATION COMMITTEE. IN ORDER TO MAINTAIN A COMPLETE AND ACCURATE RECORD OF ALL PROCEEDINGS, ANY PHOTOGRAPH, MAP, CHART, OR ANY OTHER DOCUMENT USED IN ANY PRESENTATION TO THE BOARD SHOULD BE SUBMITTED TO UMC ADMINISTRATION. IF MATERIALS ARE TO BE DISTRIBUTED TO THE COMMITTEE, PLEASE PROVIDE SUFFICIENT COPIES FOR DISTRIBUTION TO UMC ADMINISTRATION AND LEGAL COUNSEL.

THE COMMITTEE MEETING ROOM IS ACCESSIBLE TO INDIVIDUALS WITH DISABILITIES. WITH TWENTY‐FOUR (24) HOUR ADVANCE REQUEST, A SIGN LANGUAGE INTERPRETER MAY BE MADE AVAILABLE (PHONE: 765‐7949).

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University Medical Center of Southern Nevada Governing Board Human Resources and Executive Compensation Committee March 15, 2016 ______________________________________________________________________________ UMC Conference Rooms G and H Trauma Building, 4th Floor 800 Hope Place (Formerly Rose Street) Las Vegas, Clark County, Nevada Tuesday, March 15, 2016 8:30 a.m. CALL TO ORDER The University Medical Center Governing Human Resources and Executive Compensation Committee met in the Conference Rooms G and H, UMC Trauma Building, 4th Floor, Las Vegas, Clark County, Nevada, on Tuesday, March 15, 2016, at the hour of 8:30 a.m. The meeting was called to order at the hour of 8:33 a.m. by Chair Laura Lopez-Hobbs and the following members were present, which constituted a quorum of the members thereof: Committee Members:

Present: Laura Lopez-Hobbs, Chair Renee Franklin Harry Hagerty (via conference phone) John White

Others Present: John Espinoza, Chief Human Resources Officer Terra Lovelin, Board Secretary

SECTION 1. OPENING CEREMONIES ITEM NO. 1 PUBLIC COMMENT

Chair Lopez-Hobbs asked if there were any persons present in the audience wishing to be heard on any item on this agenda.

Speaker(s): None

ITEM NO. 2 Approval of minutes of the regular meeting of the UMC Governing Board Human Resources and Executive Compensation meeting on January 19, 2016. (For possible action)

FINAL ACTION: A motion was made by member Franklin that the minutes be approved as recommended. Motion carried by unanimous vote except for Member White who abstained due to not being a part of this committee on the January date. He is a new member of this committee as of today.

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UMC Governing Board Human Resources and Executive Compensation Committee March 15, 2016 Page 2 of 7 ITEM NO. 3 Approval of Agenda (For possible action)

FINAL ACTION: A motion was made by member Franklin that the agenda be approved as recommended. Motion carried by unanimous vote.

SECTION 2. BUSINESS ITEMS ITEM NO. 4 Receive an update report on the implementation of HR Technology

including Success Factors and FMLA/Absence Tracking. (For possible action)

DOCUMENT SUBMITTED: Family Medical Leave Handout

DISCUSSION: Doug Spring gave a brief overview of the Family Medical Leave Act and the effect it has on productivity. At UMC we have an issue with intermittent leave so Trion, a consulting group, did an evaluation of our current FMLA processes to make sure we were appropriate in our actions and following the law. They found that the system we were using to capture when people were out on FMLA was a bit antiquated. They also learned from meeting with Managers and Directors that a perception exists that use of intermittent leave to avoid absences and tardiness is rampant in some departments. These things were not new to Trion; these issues are not unique to UMC. Trion audited approximately 75 certifications to see if we were approving FMLA certifications based on the medical documentation that we received. They found we were following the law appropriately but they believed we could improve in that area by having a third party organization assist us utilizing medical professionals to review our certifications. UMC has, or is taking actions, based on the recommendations we received: -Training to Managers and Supervisors about the process of FMLA (This has already been accomplished) -Update Excel tracking program and ensure all departments use the same format. -Preparing communication to UMC physicians regarding FMLA approval process and the impact on productivity. -Provide training to UMC employees regarding the consequences of fraudulent use of FMLA. The 6 month Action Plan includes: - HR is starting the process of vetting companies to provide third party

administration for all FMLA requests and tracking.

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UMC Governing Board Human Resources and Executive Compensation Committee March 15, 2016 Page 3 of 7

- Create a light-duty cost center to centralize funding. There will be a 60 day limit on people working in this cost center.

- On rare occasion use surveillance due to reasonable suspicion, to document fraudulent use of leave.

- Build a communication network between hospitals to share information regarding employees who are calling off at one hospital and working at another.

The benefit of utilizing a third party administrator is that it will establish a neutral entity to receive employee calls. They will then track the hours and incidences of each employee who calls in FMLA. Member Hagerty asked what systems we are using now and how do they communicate with each other. His concern is that Kronos and SAP are quite old and there has been a tremendous evolution in Human Resource systems that do everything with one suite. It is not a great time to implement a new conversion due to the new EHR system that is currently being incorporated, but may be necessary. Chair Lopez-Hobbs agreed with member Hagerty and suggested the whole HR electronic system needs to be looked at. Mr. Spring commented that we are currently in negotiations with SEIU and have let them know one of our issues is our absentee and tardy policy. There will be further discussions about how we are administrating FMLA and how it impacts our tardy and attendance issues. Update on the Learning Management System called Success Factors: Licenses should be approved today for this system. This system will track education, help employee’s read and sign documents and coordinate online education for the employees. The county has been using this for over one and a half years now. April 1 is the planned role out date for this new system.

FINAL ACTION: Staff directed to assess HR technologies and bring back a report at a future committee meeting.

ITEM NO. 5 Receive a report on Human Resources metrics including any departmental

trends; and direct staff accordingly. (For possible action)

DOCUMENTSUBMITTED: UMC Exit Survey DISCUSSION: John Espinoza commented in regards to turnover and vacancy,

we are still headed in the right direction.

Brenna Leising, Manager of Recruitment and Retention explained the additions to the UMC Employee Exit Survey. It now has more complete information

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including a section where the exiting employee can write down where they are leaving to. This survey is online and the employee can also request a face to face with someone in HR upon leaving. It is a policy now that managers are expected to allow their employees a period of time to complete the survey on line as part of the last week of employment; this should help increase responses substantially. Member White asked who would be seeing this data and Mr. Espinoza replied that this information is provided at the Administrator and Director level only. Chair Lopez-Hobbs commended Ms. Leising on the creation of the exit survey. FINAL ACTION: Chair Lopez-Hobbs asked for a follow up at the end of the year.

Skipped Item No.6 at this point, proceeded to Item No. 7

ITEM NO. 6 Receive an update regarding the status of the development of a Personal

Earnings Statement for communication to staff of UMC’s investment in them. (For possible action)

DOCUMENTS SUBMITTED: Total Compensation Statement Sample DISCUSSION: Mr. Espinoza shared an example of a local government agency’s Compensation report to see if this type of document is what the committee is interested in seeing. Chair Lopez-Hobbs wanted employees to be able to see how much we spend in all the benefits package so employees can see what is spent on them with regards to time off, health care, etc. Mr. Espinoza said they will continue to progress with this document and bring it back to the committee for further feedback. The goal is to release something early next year, based on the 2016 calendar year.

FINAL ACTION: None taken ITEM NO. 7 Receive a report on nursing compensation and unique hiring challenges

from Chief Nursing Officer, Debra Fox (For possible action)

DOCUMENTS SUBMITTED: None submitted DISCUSSION: Deb Fox, Chief Nursing Officer presented her findings on what she has observed over the past six months in nursing, since she has been at UMC.

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Nurse Recruitment, compensation and retention is secondary compared to other issues she has assessed. There are four main areas of challenge or concern: 1. Uniqueness of the nursing market 2. Challenges around infrastructure (Leadership, non-existent staffing model, onboarding and orientation process) 3. Staffing 4. Culture that exists Ms. Fox noted that this market is unique due to:

-Very diverse nursing population. *Most of our nurses work two to three jobs so they do not have a loyalty to one or the other. The dollar is what drives them to affiliate with one employer over another.

Ms. Fox is advocating that UMC begin the program, Pathways to Excellence as a way to achieve magnet status, it would be a unique differentiator that would address culture, infrastructure and would also address other retention factors that are not monetarily based. Only 62% hospitals nationally have Pathways to Excellence and only 6% have achieved Magnet status. In our valley we have traditionally looked at only local candidates. On the national front nursing agency’s travel pools have more requests than they can meet and are no longer a viable resource to emergently fill positions. Hospitals that do not have a solid recruitment strategy are finding that their unfilled vacancies are climbing and they are now in a critical staffing shortage; UMC is on the crest of this right now. Ms. Fox is looking at a new nursing leadership structure that can support active work, retention, and movement of strategy. This new structure would have three layers: 1. ACNO layer that has a line to Administration. 2. Service Line Director that has multiple aligned services or units. 3. Clinical Nurse Manager Staffing and Scheduling is another issue nursing is facing. For 2017 we need to move to a productivity based staffing model. She does not advocate for immediately adding FTE’s into nursing units because we do not know what we need presently. In the past this has been done with unfavorable results. She is advocating that we focus on FTEs who will strategically help the whole, for example: a staffing office, where all schedules

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are done electronically, where nurses who call in, talk to the staff in that office and not their friend on the floor. Three different float pools are needed to ensure proper coverage. -Maternal child -Specialty -General float pool Improving recruitment strategies is also a priority in nursing. In terms of retention, our nurses here are looking at base compensation, how they progress and their environment. They want to be recognized and valued and right now, they do not feel like we value them. The onboarding experience, needs to be looked at as well as recruitment events with onsite offers. Chair Lopez-Hobbs commented that this was a very interesting presentation and appreciates her approach. FINAL ACTION: It was suggested that Ms. Fox come back more often and also, that this be developed into a PowerPoint and be presented to the Governing Board at a future meeting.

The committee discussed item No. 6 at this time. ITEM NO. 8 Identify emerging issues to be addressed by staff or by the Human

Resources and Executive Compensation Committee at future meetings; and direct staff accordingly. (For possible action)

Chair Lopez-Hobbs suggested that the committee be given a few presentations/overviews on the following topics over the next few months: - County self-funded insurance plan - When the next union negotiation is and related topics of interest. - Compensation for nursing and the comparison to market

COMMENTS BY THE GENERAL PUBLIC: At this time, Chair Lopez-Hobbs asked if there were any persons present in the

audience wishing to be heard on any items not listed on the posted agenda. SPEAKER(S): None There being no further business to come before the Committee at this time, at the hour of 10:36 a.m. Chairman Lopez-Hobbs adjourned the meeting.

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UMC Governing Board Human Resources and Executive Compensation Committee March 15, 2016 Page 7 of 7 Approved: Minutes Prepared by: Terra Lovelin

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UNIVERSITY MEDICAL CENTER

MANAGEMENT COMPENSATION PLAN

July 1, 2003July 1, 2016

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University Medical Center - 2 - Management Compensation Plan

COMPENSATION AND BENEFIT ELIGIBILITY

There are three (3) categories of benefits in the Management Compensation Plan. Employees are assigned to a category based on their classification as listed below:

Management Category I Administrators (Division Heads)Administrative Chiefs

General Counsel

Management Category II Associate Administrators

Assistant Chief Nursing Officers Assistant Hospital Administrators

Executive Directors Directors

Cost Center Managers

Management Category III Assistant Directors

Managers at C41 grade and above The category to which each classification of employee is assigned shall be determined by the Chief Executive Officer. Management employees in a classification assigned to a different category prior to the effective date of this plan, shall continue to receive the benefits of that category until the employee changes classifications. Questions regarding the assigned category for any classification should be directed to Human Resources.

Formatted: Normal

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COMPENSATION PLAN NEW HIRES Employees hired into a Management Compensation Plan position from outside of UMC employment shall normally serve up to a one (1) year probationary period and are eligible for consideration for the allowable merit salary adjustment(s) and/or bonus(es) at the next salary adjustment or bonus review date after completion of the probationary period. PROMOTIONS Employees promoted into a Management Compensation Plan position, or from one Management Compensation Plan position to another, shall be eligible for a promotional increase of up to four percent (4%) of their base salary. Increases in excess of four percent (4%) shall be approved at the discretion of the Chief Executive Officer. Promoted employees shall normally serve a qualifying period of up to six (6) months during which they will remain eligible for consideration for merit salary adjustment(s). Promoted employees will be eligible for bonus(es) after completion of the qualifying period (or bonus review date if promoting from another Management Compensation Plan position). TRANSFERS Employees transferring from one department to another department may serve a qualifying period of up to six (6) months as determined by the Division Head. The employee’s salary does not change as a result of the transfer. While on a qualifying period, employees shall remain eligible for consideration for merit salary adjustment(s) and/or bonus(es). DEMOTIONS Employees demoting into another Management Compensation Plan position may serve a qualifying period of up to six (6) months as determined by the Division Head. The employee’s salary must be within the new salary range. While on a qualifying period, employees shall remain eligible for consideration for merit salary adjustment(s) and/or bonus(es). ANNUAL EVALUATIONS AND SALARY INCREASES Within the parameters outlined in the New Hire, Promotion, Transfer, and Demotion sections of this document, employees included in the Management Compensation Plan shall be eligible for merit salary adjustment(s) and/or bonus(es) at the sole discretion of the Chief Executive Officer or the Division Heads, if designated by the CEO. Merit salary adjustment(s) and bonus(es) combined shall not exceed twelve percent (12%) of an employee’s base salary during any calendar year. Merit salary adjustment(s) shall not exceed nine percent (9%) of an employee’s base salary during any calendar year, and

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bonus(es) shall not exceed six fifteen percent (615%) for Category 1; ten percent (10%) for Category 2 and five percent (5%) for Category 3 of an employee’s base salary during any calendar year. The total amount available for salary adjustments and bonuses shall be established annually as part of the normal budgetary process. The annual evaluation cycle shall be based on a fiscal calendar year (July 1 – June 30January 1 – December 31). All Management Compensation Plan employees shall have a common merit review date of July January 1 unless otherwise established by the Chief Executive Officer. All Management Compensation Plan employees shall have a common bonus review date of January July 1 unless otherwise established by the Chief Executive Officer. LONGEVITY Employees appointed to a Management Compensation Plan position prior to July 1, 2003, shall upon completion of five (5) years of creditable service, receive an annual lump sum payment equal to 0.57 of one percent (.57%) for each year of service. The rules governing longevity benefits shall be consistent with those set forth in the current NSEU SEIU agreement. Employees hired into a Management Compensation Plan position after June 30, 2003 shall not be eligible for longevity pay. Effective July 1, 2003, any employee promoted to a Management Compensation Plan position, is eligible for consideration for one of the following at the sole discretion of the Chief Executive Officer:

1) A lump sum payment upon appointment; 2) Adjustment of the employee’s salary (within the salary range); or 3) Retention of longevity pay.

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BENEFITS PLAN ADMINISTRATIVE LEAVE Category I: Employees shall accrue five (5) days of administrative leave each calendar year. Category II: Employees shall accrue two (2) days of administrative leave each calendar year. Administrative leave must be used during the year accrued, has no cash value, and cannot be carried over from year-to-year. COMPREHENSIVE ANNUAL PHYSICAL Category I & II: Employees are entitled to reimbursement in an amount not to exceed five hundred dollars ($500) per year, for the costs of a comprehensive annual physical examination. If a biannual examination is elected in lieu of an annual examination, the yearly five hundred dollar ($500) benefit may be accumulated to a maximum of one thousand dollars ($1,000). Claims for reimbursement shall be made through submission of paid bills to the Human Resources Department, Benefits office. CONSOLIDATED ANNUAL LEAVE (CAL) Accruals Consolidated Annual Leave provides employees paid leave for purposes of holidays, vacation time, sick time, and/or time off work for personal and family matters. Management Compensation Plan employees shall begin earning CAL at the following rates based on hours worked and benefits paid up to a maximum of 80 regular hours in each pay period. Category I: 37 days per year Category II: 32 days per year Category III: 27 days per year Employees accruing at less than the full rate of 37 days per year, move to the next accrual level upon reaching the months of service specified by Human Resources Policies and Procedures (i.e. at 49 months for 32 days and 109 months for 37 days). CAL may not be accumulated in excess of 320 hours as of the employee’s anniversary date.

Formatted: Strikethrough

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The rules governing the use of Consolidated Annual Leave time shall be consistent with those set forth by Human Resources Policies and Procedures. Buyout All employees in the Management Compensation Plan will be paid for one hundred percent (100%) of their unused CAL up to 320 hours, upon separation from UMC service. Sellback Annually, on or before an employee’s anniversary date, employees may submit a request to sell back up to 100 hours of CAL. The request must be done in accordance with Human Resources Policies and Procedures. DEFERRED COMPENSATION A Deferred Compensation Plan permits employees, on a voluntary basis, to have a portion of their salary withheld and invested on a tax-deferred basis. All Management Compensation Plan employees are eligible to participate in UMC’s deferred compensation plans. EXTENDED ILLNESS BANK (EIB) Accruals Employees shall accrue compensated leave time to be used in cases of extended illness or injury at the rate of 1.846 hours for each eighty (80) hours worked. Accruals will be based on hours worked and benefit hours paid up to a maximum of eighty (80) hours per pay period. Extended illness is defined as any illness necessitating hospitalization as an inpatient, or an absence of the employee for outpatient surgery, excluding simple dental extractions or an employee’s absence of more than 16 consecutive scheduled work hours. There shall be a no maximum number of EIB hours an employee in the Management Compensation Plan can accumulate. The rules governing the use of Extended Illness Bank leave time shall be consistent with those set forth by Human Resources policies Policies and proceduresProcedures. Buyout After three (3) consecutive years in a Management Plan position, all employees appointed to the in the Management Compensation Plan prior to the effective date of this plan will be paid for seventy-five percent (75%) of their unused EIB, upon separation

Formatted: Normal

Formatted: Font: Bold

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from UMC service. In addition, such employees are eligible for an increased percentage above the seventy-five percent (75%) based on their years of service in a Management Plan position and the calculation outlined below. After three (3) consecutive years in an Management Plan position, employees appointed to the Management Compensation Plan on or after the effective date of this plan will be paid for one-half (1/2) of his/her EIB accumulation upon separation. Employee’s EIB buyout upon separation shall increase above fifty percent (50%) at the rate of one and one-half percent (1 ½ %) for each additional consecutive year of service in a Management Plan position above ten (10) through twenty (20) years of service. Employee’s EIB buyout upon separation shall increase above sixty-five percent (65%) at the rate of three and one-half percent (3 ½ percent) for each additional consecutive year of service in a Management Plan position above 20 up to a maximum of 100% at 30 years of service. FINANCIAL COUNSELING SERVICES All employees in the Management Compensation Plan may avail themselves of any UMC-sponsored financial planning programs. INSURANCE Life Insurance UMC provides, at no cost to the employee, the following amounts of life insurance: Category I & II: Employees provided $50,000 basic life insurance and $50,000 accidental death insurance. Category III: Employees provided $25,000 basic life insurance and $25,000 accidental death insurance. Health/Dental/Vision Insurance Health, dental and vision insurance is provided by the Clark County self-funded health benefits plan, and any other major carriers as determined by Clark County. These providers may change when the plan document is updated. Employees selecting to have group insurance, pay the following percentages of the total health, dental and vision premium per month: Employee Only 5.5% Employee and Spouse 10.0% Employee and Children 7.0% Employee and Family 10.5%

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Unless covered by the Family and Medical Leave Act, employees are required to pay the full premium to continue receiving health, dental, and vision benefits when they are on leave without pay for more than thirty (30) calendar days Management Plan Employees hired prior to July 1, 2003 who are currently covered at the “employee only” level, will continue to have their premiums paid by UMC. Long Term Disability Insurance The County shall provide for a long-term disability insurance program, at benefit levels to be approved by the Board of County Commissioners, at no expense to the employee. MISCELLANEOUS LEAVES Management Compensation Plan employees are entitled to miscellaneous leaves outlined in Human Resources policy Policies and procedure Procedures (e.g. Jury Duty, Military Leave, Bereavement Leave, etc.). RETIREMENT GROUP INSURANCE Management Compensation Plan employees are entitled to participate in a County program providing for contributions for group insurance upon retirement. SECTION 125 A Section 125 Plan commonly referred to as a “Cafeteria Plan” or a “Flexible Benefits Plan” allows employees the option of pretax payroll deductions for some insurance premiums, unreimbursed medical expenses and child/dependent care expenses (up to the limits specified by plan documents). SEVERANCE PAY Category I: Employees hired into the Management Compensation Plan prior to July 1, 2003, upon separation from UMC service, shall receive payment for one (1) week of base salary for each consecutive year of employment up to a maximum of twelve (12) weeks. Employees must be on the Management Compensation Plan at least one (1) year to qualify for this benefit. Effective July 1, 2003, employees appointed to the Management Compensation Plan, upon separation from UMC service, may be eligible for payment for up to twelve (12) weeks of base salary at the sole discretion of the Chief Executive Officer. Category II: Employees hired into the Management Compensation Plan prior to July 1, 2003, upon separation from UMC service, shall receive payment for one (1) week of base salary for each consecutive year of employment up to a maximum of eight (8) weeks. Employees must be on the Management Compensation Plan at least one (1) year to qualify for this benefit. Effective July 1, 2003, employees appointed to the Management

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Compensation Plan, upon separation from UMC service, may be eligible for payment for up to eight (8) weeks of base salary at the sole discretion of the Chief Executive Officer. Category III: Employees hired into the Management Compensation Plan prior to July 1, 2003, upon separation from UMC service, shall receive payment for one (1) week of base salary for each consecutive year of employment up to a maximum of six (6) weeks. Employees must be on the Management Compensation Plan at least one (1) year to qualify for this benefit. Effective July 1, 2003, employees appointed to the Management Compensation Plan, upon separation from UMC service, may be eligible for payment for up to six (6) weeks of base salary at the sole discretion of the Chief Executive Officer. TUITION REIMBURSEMENT Reimbursement of tuition, up to the current University of Nevada at Las Vegas (UNLV) course rate, is available after successful completion of job-related college and/or technical courses in accordance with UMC’s Tuition Reimbursement Program. VEHICLE ALLOWANCE At the discretion of the Chief Executive Officer, designated employees may be eligible for payment of a monthly vehicle allowance in an amount not to exceed five hundred dollars ($500).

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Recruitment Metrics

FY16 (Through 3/31/16) Comparison to FY15

Time-to-Fill

Breakdown

% of Total Time

in Recruitment

% Change

from 2015

Days for

Requisition

Approval

% Change

from 2015

Recruitment

Only

(Received in

HR to Offer

Acceptance)

% Change

from 2015

Days Between

Offer

Acceptance

and the New

Hire Start Date

%

Change

from 2015

Total Days:

Requisition

Creation to

New Hire

Start Date

% Change

from 2015

Clinical, Non-Mgt 62% 4% 16 -41% 72 9% 29 -6% 117 4%

Clinical, Mgt 66% 30% 18 -50% 85 31% 26 -4% 129 1%

CLINICAL AVG 64% 17% 17 -46% 79 20% 28 -5% 124 3%

Non-Clinical, Non-Mgt 58% 3% 14 -33% 49 -11% 22 0% 85 -13%

Non-Clinical, Mgt 61% 25% 12 -60% 47 -16% 19 -34% 78 -33%

NON-CLINICAL AVG 59% 14% 13 -47% 48 -14% 21 -17% 82 -23%

AVERAGE 62% 16% 15 -46% 63 3% 24 -11% 102 -10%

Time-to-Fill

Breakdown

Days Between

Candidate(s)

Referred and

Offer

Acceptance

% Change

from 2015

Days

Position is

Posted

% Change

from 2015

FY16 To

Date FY15 Total

Clinical, Non-Mgt 28 4% 66 3% Requisitions 1245 1481

Clinical, Mgt 58 38% 68 42% Applications 16179 19636

Clinical Avg 43 23% 67 20%

Eligible

Candidates 3466 4399

Lists Referred 969 1078

Non-Clinical, Non-Mgt 21 -13% 13 -7%

Candidates

Referred 3918 4981

Non-Clinical, Mgt 29 -48% 15 -64% Hires 888 892

Non-Clinical Avg 25 -38% 14 -50%

AVERAGE 34 -6% 41 -9%

*Same time last year = 641 hires, 1097 reqs

1

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1) Requisitions Received 1245

2) Applications Received 16179

3) Eligible Candidates 3466

4) Lists Referred 969

5) Candidates Referred 3918

6) Hires 888

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Turnover and Vacancy Rates-2016 and 2015

Turnover - 2016 # of FT employees # of FT terms Rate Vacancy Rate - 2016 # of FT positions # of FT vacancies Rate

1/31/2016 2971 31 1.0% 1/31/2016 3307 220 6.7%

2/29/2016 2998 22 0.7% 2/29/2016 3309 195 5.9%

3/31/2016 2990 35 1.2% 3/31/2016 3343 240 7.2%

ANNUALIZED 2986 88 2.9% 11.8% AVERAGE 3320 218 6.6%

Turnover - 2015 Vacancy Rate - 2015

1st qtr 2887 93 3.2% 12.9% 1st qtr 3246 249 7.7%

2nd qtr 2927 86 2.9% 12.2% 2nd qtr 3248 211 6.5%

3rd qtr 2938 100 3.4% 12.7% 3rd qtr 3278 227 6.9%

4th qtr 2954 88 3.0% 12.4% 4th qtr 3309 242 7.3%

ANNUALIZED 2927 367 12.5% AVERAGE 3270 232 7.1%

MPlan Turnover # of employees # of terms Rate

2016

1/31/2016 116 1 0.9%

2/29/2016 116 0 0.0%

3/31/2016 113 3 2.7%

ANNUALIZED 115 4 3.5% 13.9%

MPlan Turnover

2015

1st qtr 111 10 9.0% 36.0%

2nd qtr 109 10 9.2% 36.7%

3rd qtr 114 10 8.8% 35.1%

4th qtr 113 7 6.2% 32.7%

ANNUALIZED 112 37 33.0%

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Turnover and Vacancy Rates-2016 and 2015

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Types of Terms

Retirement Voluntary Involuntary Total

1/31/2015 15 20 3 43

(Mplan) 2 2 1

2/28/2015 8 13 3 25

(Mplan) 0 0 1

3/31/2015 10 12 9 35

(Mplan) 2 1 1

4/30/2015 8 12 8 31

(Mplan) 0 2 1

5/31/2015 7 19 2 32

(Mplan) 2 2 0

6/30/2015 5 16 9 33

(Mplan) 1 2 0

7/31/2015 5 15 3 24

(Mplan) 0 1 0

8/31/2015 18 23 4 49

(Mplan) 0 3 1

9/30/2015 7 22 3 37

(Mplan) 1 4 0

10/31/2015 7 24 5 40

(Mplan) 0 1 3

11/30/2015 6 14 7 30

(Mplan) 2 0 1

12/31/2015 4 13 8 25

(Mplan) 0 0 0

1/31/2016 6 19 6 32

(Mplan) 0 0 1

2/29/2016 6 13 3 22

(Mplan) 0 0 0

3/31/2016 10 18 7 38

(Mplan) 0 3 0

Page 27 of 32

Voluntary Separations

Cost Ctr Cost Center Name Job

3000608300 1500 - Med/Surg Onc REGISTERED NURSE-MED/SURG

3000608600 4-SO REGISTERED NURSE-MED/SURG



3000617100 NICU REGISTERED NURSE-MAT CHILD CRITICAL CARE

3000718100 RESPIRATORY RESPIRATORY CARE PRACTITIONER

3000723000 ED CHARGE NURSE

3000723000 ED REGISTERED NURSE-EMERGENCY SVCS

3000723300 PER REGISTERED NURSE-EMERGENCY SVCS

3000729500 SUMMERLIN QC LPN II

3000829000 CASE MGMT NURSE CASE MANAGER

3000834000 FOOD SVCS - UMC NUTRITION ASSISTANT

3000854000 IS DEV - UMC PROGRAM SERVICES SUPERVISOR

3000872500 FRC REGISTERED NURSE-MAT CHILD NON CRIT CARE

TOTAL 14


3000601000 MICU REGISTERED NURSE-CRITICAL CARE

3000606400 BCU REGISTERED NURSE-CRITICAL CARE




3000612000 PEDS REGISTERED NURSE-MAT CHILD NON CRIT CARE

3000702200 ENDO CHARGE NURSE

3000714500 RADIOLOGY - CAT SCAN SPEC IMAGING TECHNOLOGIST

3000718100 RESPIRATORY RESPIRATORY CARE PRACTITIONER

3000728300 Occ Med EMPLOYEE HEALTH NURSE

3000856200 PAS - PECCOLE ADMIT/DISCHARGE REP

3000856700 PAS - SUMMERLIN ADMIT/DISCHARGE REP

3000863800 MEDIA-PUB-COMM REL COMMUNITY RELATIONS COORDINATOR

TOTAL 13


3000608000 1300 MS REGISTERED NURSE-MED/SURG



3000613000 PICU REGISTERED NURSE-MAT CHILD CRITICAL CARE

3000638500 FBCC REGISTERED NURSE-MAT CHILD NON CRIT CARE

3000702100 OR REGISTERED NURSE-SURGICAL SVCS

3000707000 PATHOLOGY CLINICAL LAB TECHNOLOGIST

3000709500 TELEMETRY CARDIAC MONITOR TECH

3000718100 RESPIRATORY ADV RESP CARE PRACTITIONER

3000723000 ED REGISTERED NURSE-EMERGENCY SVCS

3000723100 ED - ESP PATIENT ATTENDANT

3000834000 FOOD SVCS - UMC NUTRITION ASSISTANT

3000836000 SOCIAL SVCS - UMC MED SOCIAL WORKER

3000844000 PUBLIC SAFETY - UMC PUBLIC SAFETY OFFICER


3000854000 IS DEV - UMC TELECOMM OPERATOR

3000854000 IS DEV - UMC BUSINESS SYSTEM ANALYST

3000854000 IS DEV - UMC FACILITATOR

3000870000 HEALTH INFO MGMT CODER

TOTAL 19

November Voluntary Separations-2015

December Voluntary Separations-2015

January Voluntary Separations-2016

Page 28 of 32

Voluntary Separations


3000617100 NICU REGISTERED NURSE-MAT CHILD CRITICAL CARE

3000638500 FBCC REGISTERED NURSE-MAT CHILD NON CRIT CARE

3000707000 PATHOLOGY CLINICAL LAB TECHNOLOGIST

3000707000 PATHOLOGY CLINICAL LAB ASST

3000714900 RADIOL-ULTRASOUND ULTRASOUND TECHNOLOGIST

3000716100 RADIOLOGY - NUC MED NUCLEAR MED TECHNOLOGIST

3000717100 PHARMACY PHARMACIST

3000717100 PHARMACY PHARMACIST

3000718100 RESPIRATORY ADV RESP CARE PRACTITIONER

3000723100 ED - ESP PATIENT ATTENDANT

3000723500 TR-ED CHARGE NURSE


3000854000 IS DEV - UMC MANAGEMENT ANALYST

TOTAL 13

Cost Ctr Cost Center Job

3000603500 CCU/CVCU REGISTERED NURSE-CRITICAL CARE

3000612000 PEDS REGISTERED NURSE-MAT CHILD NON CRIT CARE

3000617100 NICU UNIT CLERK

3000702100 OR PATIENT TRANSPORTER

3000707000 PATHOLOGY CLINICAL LAB ASST

3000707000 PATHOLOGY SR CLINICAL LAB ASST

3000717100 PHARMACY PHARMACY CLINICAL SPECIALIST

3000720000 PT REHAB STAFF THERAPIST

3000721000 OT REHAB STAFF THERAPIST

3000728000 NELLIS QC STAFF PHYSICIAN

3000836000 SOCIAL SVCS - UMC CLINICAL SOCIAL WORKER

3000851000 FISCAL Svcs. - UMC SR FINANCIAL ANALYST

3000853000 PT ACCOUNTING PATIENT ACCT REP

3000857200 PAS - RANCHO ADMIT/DISCHARGE REP

3000870000 HEALTH INFO MGMT CLINICAL DOCUMENTATION COORDINATOR

3000870000 HEALTH INFO MGMT DATA TECHNICIAN

3000870000 HEALTH INFO MGMT MANAGEMENT ANALYST

3000870000 HEALTH INFO MGMT OFFICE ASSISTANT

TOTAL 18

February Voluntary Separations-2016

March Voluntary Separations-2016

Page 29 of 32

Nursing Turnover and Vacancy Rates - 2016 and 2015

Turnover - 2016 # of FT employees # of FT terms Rate Vacancy Rate - 2016 # of FT positions # of FT vacancies Rate

1/31/2016 1005 11 1.1% 1/31/2016 1103 98 8.9%

2/29/2016 1023 4 0.4% 2/29/2016 1102 79 7.2%

3/31/2016 1025 7 0.7% 3/31/2016 1111 86 7.7%

ANNUALIZED 1018 22 2.2% 8.6% AVERAGE 1105 88 8.0%

Turnover - 2015 Vacancy Rate - 2015

1st qtr 972 29 3.0% 11.9% 1st qtr 1062 91 8.6%

2nd qtr 993 28 2.8% 11.5% 2nd qtr 1068 76 7.1%

3rd qtr 999 37 3.7% 12.5% 3rd qtr 1082 84 7.8%

4th qtr 995 43 4.3% 13.8% 4th qtr 1104 109 9.9%

ANNUALIZED 990 137 13.8% AVERAGE 1079 90 8.3%

All #s are as of January 2015 in a national survey

RN Turnover rate is 16.4%

RN Vacancy Rate is 7.2%

24% of the hospitals surveyed had a rate over 10%*

Page 30 of 32

Types of Terms - Nursing

Nursing Retirement Voluntary Involuntary Total

1/31/2015 4 7 0 11

2/28/2015 1 4 2 7

3/31/2015 4 4 3 11

4/30/2015 4 5 4 13

5/31/2015 3 6 0 9

6/30/2015 1 4 1 6

7/31/2015 2 5 0 7

8/31/2015 4 11 1 16

9/30/2015 3 9 2 14

10/31/2015 3 13 0 16

11/30/2015 3 10 2 15

12/31/2015 1 7 4 12

1/31/2016 4 7 0 11

2/29/2016 1 3 0 4

3/31/2016 4 2 1 7

Page 31 of 32

Page 32 of 32

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