In Touch. Nurses are Advocates

In Touch Newfoundland and Labrador Nurses Union Spring/Summer 2007 UPCOMING EVENTS Canadian Nurses Association AGM June 22, 2007 Ottawa, ON Council of the Federation Meeting (Premiers Meeting) August 8-10, 2007 Moncton, NB NLNU Council of Presidents Meeting September 18, 2007 NLNU Board Meetings September 19-21, 2007 NLNU Scholarship Application Deadline September 7, 2007 *applications must be received no later than 4pm 16th National Conference on Learning Disabilities September 27-29, 2007 Provincial Election October 2007 NLNU Scholarship Fund The NLNU Scholarship fund was set up from Resolutions passed by the general membership at the 1992 Biennial Convention to assist NLNU members in furthering their education and improving their nursing skills. The deadline for 2007-08 Scholarship Applications will be 4:00pm September 7, 20 07 (the last business day before September 10). Complete information on criteria, policies and application will be available in mid-june on mynlnu at www.nlnu.nf.ca/mynlnu, in the Resources/Education section. Carol Mackey, NLNU member, shares her thoughts on nursing and health care issues with provincial Minister of Health & Community Services Ross Wiseman. Nurses are Advocates Unless we are making progress in our nursing every year, every month, every week, take my word for it we are going back. Florence Nightingale These words are no less true today than when Florence Nightingale first spoke them in 1914. Nearly a century later, nurses must still spearhead initiatives that advance the profession and health care. All around us, we are faced with issues that are threatening our working environment. Global nursing shortages, federal wait-time guarantees, private vs. public health care, and increasing illness and injuries are just a few of the challenges we contend with daily. With a provincial election set for early October, a federal election imminent and our own Collective Agreement expiring in June 20 08, it is vital that nurses take an active role in advocating for our future. The sustainability of our profession and the health care system depends on it. Proven Results Nurses have long assumed advocacy roles. fact, the NLNU was formed as a result of nurses being leaders and taking charge of their profession. Before 1974, the terms and conditions of employment for nurses were considered a private matter. Nurses assumed the employer would provide adequate compensation for work performed. Our experienced members speak of the days when the practice of nursing was premised on long days for little pay, little time off and few, if any, benefits. Before formal bargaining, working conditions were ponderous at best and the lack of recognition for the role of the nurse was evident. Nurses sought a stronger, unified voice and began an active organizational drive to solicit membership for a nurses union. The response was overwhelming. On June 11, 1974, a group of 100 nurses met at the Holiday Inn in St. John s to found a union for registered nurses in Newfoundland and Labrador. At this meeting, there were few apprehensions about what lay ahead, as the nurses believed it was necessary In continued on page 4 For More NLNU Information Inside this Issue Visit our public website at www.nlnu.nf.ca or visit our members-only website at www.nlnu.nf.ca/mynlnu President s 2 Message Seniority by Date of Hire/Numbers6 Portrait of a Newfoundland Nurse 8

Message from the President We are amidst challenging times in nursing. Throughout the province, we are experiencing inadequate staffing levels and unfilled vacancies, challenges relating to annual leave and relief staffing, excessive overtime and growing demands in our work. And we are not alone. Nurses Unions across the country are experiencing the same issues and frustrations in their workplaces. As I write this letter, the NLNU is preparing to host the Canadian Federation of Nurses Unions 2007 Biennial Convention, where more than 650 nurses from across the country will join us in St. John s for four days of learning and camaraderie. I am looking forward to the opportunity to share experience, knowledge and insights with our colleagues. Through the CFNU Convention, I believe we can connect and collaborate to find real solutions that advance the working lives of nurses. At the same time, the NLNU as an organization is moving forward with actions and plans to improve the work lives of our members. From December through to March, your Board of Directors completed our three-year strategic plan, covering 2007-2009. The plan sets out a long-term vision for the organization and provides clear goals that will have a direct impact on you. Over the next three years we will strive to: 1. Make a difference in the life of every nurse, every day by: Improving the quality of work life Improving union relevance 2. Become more relevant over the long-term by: Strengthening the union foundation Re-establishing the purpose of the grievance 3. Negotiate respectful collective agreements by: Achieving significant gains in the 2008 Collective Agreement Increasing public awareness These are big goals, we know. Yet, we are already actively pursuing them and achieving success. One example is our Healthy Workplace Pilot Project. Though we are still in the early stages of planning, identifying an employer and worksite, we know that this initiative will result in improved quality of work life for nurses. We are pleased to announce that we have successfully reached a collective agreement with Canadian Blood Services. The tentative agreement was ratified with an 86% acceptance vote on May 11, 2007. The four-year agreement includes the following highlights: Furthermore, it has the long-term potential to make a difference in the life of all NLNU members. The truth is that while plenty has been written and said on the issue of making nurses and their workplaces healthier, very little action has been taken. The Healthy Workplace Pilot is our opportunity to take action, to test various solutions and evaluate the results. We believe that once the pilot is completed, we will be able to expand our outcomes into other worksites in the province to assess whether they can be universally applied or adapted to suit individual work site needs. There is a real potential for the NLNU to lead the country in actionable solutions on improving the health and lives of nurses. While we look at finding solutions, we are also preparing to increase public awareness about the realities of nursing in Newfoundland & Labrador. With a provincial election set for the Fall, and a federal election on the horizon, it is critical that we send a strong message about the issues that matter to registered nurses of Newfoundland and Labrador. Collectively, we must keep the pressure on our provincial leaders to improve working conditions, reduce workloads, increase staffing levels, offer competitive compensation and benefits packages, and enhance the respect for all that nurses do everyday. In fact, our feature article in this issue of In Touch highlights just that advocacy. If we are to be truly successful, the pressure must come both from the roots up nurses in their workplaces and communities and from the union leadership. One of the most recent political announcements affecting the NLNU was the 2007 Provincial Budget. We attended the Budget presentation at the House of Assembly and reviewed the budget documents in detail. Overall it was a very positive budget. Yes, of course, there are always items that you advocated for and hoped to see addressed in a budget. For us, it would have been increased funding for staffing and human resources, not solely bricks and mortar, and funding for employers to implement the use of safety-engineered devices to minimize needlestick injuries in New self-scheduling Memorandum of Agreement with guaranteed hours for all nurses; a six (6) month pilot project; Parameters for Saturday work, including $1.25 Saturday premium; limitation of a maximum requirement of working one (1) in four (4) Saturdays; and 1 1/2 premium for more frequent; Government can no longer say, We can t afford it. Debbie Forward, President the workplace. That said, we were very pleased with government s commitment for a graduate orientation program, as it is key to integrating new nurses into the workplace efficiently and effectively. What leaves me most optimistic from the recent budget is the projected surplus of $261 million for the coming year. This, combined with solid economic predictions for the province, tells me that the province is in a stronger financial position than it has been in recent bargaining years. Government can no longer say, We can t afford it. Subsequently, they will have to come to the table prepared to address the issues we are facing. We must accept no less. With our contract expiring just over a year from now, we have already begun preparing for the next round of bargaining. We believe that the number and critical nature of issues nurses are dealing with, combined with the economic ability of the government to improve them, will make this round of negotiations very intense. We will be looking to nurses as we set the priorities and direction for 20 08, and will need your support as we enter into another round of contract improvements. Together, we can and will make a difference. In Solidarity, Debbie Forward, President Collective Agreement Reached with Canadian Blood Services Increased annual leave entitlement for part-timers; Personal protection equipment payment; Maternity/Parental/Adoption Leave top-up of Employment Insurance benefits; New Group Insurance Plan; Wage increases of 3% July 1/2006; 3% July 1/2007; and contract expiring June 30/2008. Making a Difference on THE FRONT LINESBy Linda Silas, CFNU President In October 2006, Ontario Premier Dalton McGuinty visited an Ajax hospital on the third anniversary of his election victory to glad-hand over his election promise to hire 8,000 more nurses. A part-time nurse on duty told him that she herself had not seen much evidence of the government s investment in health care. Unhealthy workplaces abound in health care settings across the country. At the core of the issue of healthy workplaces is workload. Addressing workload means addressing retention and recruitment issues. Much research has been undertaken and sometimes policies have changed that reference retention and recruitment strategies. But where is the evidence of practical implementation of these strategies? Where is change happening at the workplace level? Within the next two years, nurses in Cape Breton, Nova Scotia, and Regina, Saskatchewan, should feel a difference. New Initiatives CFNU has been successful in receiving funding from the federal Workplace Skills Initiative program to support local partnerships to pilot projects implementing retention and recruitment strategies in the workplace in these areas. In total, these two projects will cost $1.5 million from the federal government, plus $793,000 in-kind for a total of $2.3 million for these workplace innovation projects. Each pilot will have a steering committee comprised of representatives from the employer, the union and the provincial nursing college. The pilot steering committee will oversee the activities of the project, assist in outreach and communication and provide direction to the pilot project coordinator. The multistakeholder composition will assist in developing a more collaborative approach between employers and unions, which will carry over to other workplace issues. There will also be a National Steering Committee with three members from each of the pilot projects, as well as representatives from the CFNU, the Canadian Nurses Association and the national body representing health care employers, the Canadian Healthcare Association. In Cape Breton, 24 nurses currently employed will have the opportunity to upgrade their skill sets to meet the serious shortage of critical care nurses. This will be done by bringing a revised workplace skills development program to the region to allow nurses to stay in their home community while upgrading their skills. This initiative was developed to provide an alternative for regions that face difficulties in recruiting and retaining nurses in rural health facilities. The shortage of experienced Critical Care and Emergency nurses in Cape Breton has led t o i n t e r m i tt e n t b e d c l o s u r e s, E R overcrowding and high use of nursing overtime. This project will help train and retain nurses in critical...through these applied research projects we expect to find improvements in retention and recruitment, and a decrease in overtime, absenteeism, injury and burnout. care and emergency nursing, keeping patients and nurses in Cape Breton. In Saskatchewan, 20 new nurses will be matched with 20 experienced nurses who will mentor them over a four-month period. This initiative will offer new grads additional support to allow them to gain necessary workplace skills that will give them an opportunity to be successful in their careers. The program will become part of the overall retention strategy for the Regina Qu Appelle Health Region and will ultimately have a positive impact on the overall workplace culture. Past Projects These two projects just commenced at the beginning of 2007. Just finishing is another pilot project that shows promise in regard to the need to implement retention and recruitment strategies in workplaces across the country. The University Health Network in Toronto completed a two-year research pilot project focused on changing the staffing model and supporting patient-centered practice. In the study, nurses spent 20% of their time on professional development and 80% in direct patient care. Patient-centered care methods were emphasized where more time was spent listening and responding to patient-identified needs. The pilot was designed to answer whether indicators of worklife improved, specifically turnover rates, sick time, overtime, agency use, length of stay and patient/staff satisfaction. The results are extremely promising. Turnover, sick time and overtime declined while patient care hours increased, because nurses developed professionally and were able to focus on patient-centered care. Patient and staff satisfaction improved. Critical for system administrators, average direct labour costs did not increase significantly. Turnover costs are on average $21,000/nurse. Hiring agency nurses costs up to three times more, and sick time and overtime cost two times more than a regular staff nurse rate. This pilot shows that investment in an employment model which reduces sick time, overtime and turnover can significantly reduce cost over time. CFNU is initiating collaborative partnerships between unions and regional health authorities to expand the capacity for professional development within the regions and act as a guide for other jurisdictions in Canada, in order to address similar retention and recruitment problems. We are hoping to facilitate more pilots across the country, testing research on nurse-patient ratios, mentoring programs, 80-20 staffing models and continuing education in areas of skills shortage. These four areas for potential workplace pilot projects have been identified by CFNU s nine member organizations as important initiatives to demonstrate the link between improving the quality of work life and creating a more sustainable nursing workforce. In other words, through these applied research projects we expect to find improvements in retention and recruitment, and a decrease in overtime, absenteeism, injury and burnout. The success of these projects will be demonstrated by the creation of a healthier workforce, which will, in turn, reveal cost savings to governments and employers and improve the quality of patient care. Change may be coming to a workplace near you. Linda Silas, CFNU President 2 3

Nurses are Advocates continued from cover and important both to their own careers and to health care in the province. Over the last 33 years, the NLNU has achieved significant gains for its members, including a nearly 600% salary increase for a staff nurse! These achievements are proven results of advocacy efforts. Grassroots Counts The NLNU leadership advocates on behalf of nurses in the political and public arenas everyday. Union leaders meet with political leaders regularly to ensure issues affecting nurses are on the agenda. Yet, when you consider that we have a Premier; cabinet ministers of health, finance, and education; opposition leaders and critics for these portfolios; the Prime Minister and federal ministers; and four employers, it is a huge undertaking for a small number of people. It is even more challenging at a time when we are looking at a provincial election, a government that continues to lead in the polls, another round of bargaining, and a provincial economy that continues to strengthen. Leadership efforts are essential, but alone they are not enough. Our power is in our numbers and we have the greatest influence when our grassroots membership is involved. Our grassroots affords us our influence and strength and has earned us the respect of being one of the most powerful unions in the province. When it comes to day-to-day nursing and health care, you are the expert. You are the one equipped with real life, hands-on experience and evidence that can have the greatest impact. This is why we rely upon you in setting direction and developing strategy for collective bargaining. It is why we seek your input in creating public awareness campaigns. It is why we launched my NLNU as a means to connect and collaborate with you on issues. Become Involved Whether through a general membership vote, serving as a union representative or participating on a committee, there are no NLNU meets with the Chief Nursing Officer regularly to discuss key nursing issues. (L-R: Carol Mackey, NLNU Member; Mary Prideaux, NLNU VP; Debbie Forward, NLNU President; Anita Ludlow, Chief Nursing Officer.) Debbie Forward takes Premier Danny Williams through a CFNU research document during Premiers Meetings. barriers to your involvement. Every member is eligible for election to any office or committee and for participation in our various activities. We strongly urge you to take an active role in your workplace and branch it is the most immediate way you can affect change. You can start by taking a position on a workplace committee, such as the professional practice committee. You could become more active within the union by volunteering as a shop steward. Shop stewards are the visible presence of the NLNU in the workplace. You can connect with fellow NLNU members, hear their concerns and liaise with management and union office in addressing them. You also ensure that members are treated fairly by the employer and that the Collective Agreement is followed accordingly. To assist you in this role, we provide training, a resource manual and monthly bulletins that interpret articles of the Collective Agreement. You can also become a secretary, treasurer, vice-president or president within your branch. These are considered branch executive roles and, while each has specific duties, are all responsible for leading the local branch. On the provincial level, members can take part in: Biennial Conventions Negotiating Teams Transition Teams The Board of Directors as a Regional Representative Provincial Executive Team Our power is in our numbers and we have the greatest influence when our grassroots membership is involved. Become an MHA Buddy When it comes to patient care, the NLNU demands good government. We challenge policy-makers on shortsighted thinking, lobby employers and government on critical health issues and work with other health care groups to achieve positive results. You can join us in this effort through the MHA Network. With politicians, face-toface meetings have proven to be the most successful in having a positive impact and influencing change. The MHA Network facilitates that direct contact between nurses and MHAs, ensuring that leaders at all levels within government are informed about key nursing and health care matters. It thrives on the voluntary participation of nurses, like you, who act as MHA Buddies.We pair at least two MHA Buddies to each provincial MHA. Then, the Buddies meet with their MHA a couple of times throughout the year to discuss issues important to nurses and to provide our provincial leaders with the information required to make effective decisions impacting nurses and health care. We know the Premier and provincial cabinet ministers turn to their MHAs for information on what s happening in their constituencies. As an MHA Buddy you make sure your MHA has all the accurate information when they do. Equally important is ensuring that our opposition MHAs are armed with information allowing them to ask the critical questions in the House of Assembly. The Network supplements our annual Cabinet Reception for the Board of Directors and Cabinet Ministers. With consistent messaging coming from the grassroots and union leadership, we are better able to make a difference. We support MHA Buddies by providing a MHA BuddyToolkit to guide initial and future NLNU Board Members Karren Carroll (L) and Carolyn Rideout (R) meet with Honourable Diane Whelan (centre) during the 2006 Cabinet Reception. MHA meetings, as well as background information and statistics on key issues, ensuring unity in our messages. Since we launched the program in 2005, we have organized four MHA Buddy Blitzes where all volunteers contact their MHA within a defined period of time. We have raised awareness about issues such as health human resources, compensation and benefits, and healthy workplaces. With provincial and federal elections imminent, we will coordinate a significant MHA Network effort for the fall and would love to have you on board! NLNU Continues to Advocate for You Aside from working with government and employers to achieve change and improve working conditions, we also engage the news media to ensure that balanced information and perspectives are presented on pertinent nursing and health care issues. Through press releases, interviews, research reports and press conferences we ensure the public has the whole picture. It is essential that the people who use our health care system understand the integral role that registered nurses play in safe patient care. Our experience has proven that public campaigns have resulted in support for registered nursing care in all settings within our health care system. Some of our most memorable and effective media campaigns over the years include: Treat Us fairly, Pay Us Fairly. Nurses are a Special Case Nurses are the Heart of Health Care Nursing: A Profession of Decision-Makers Nurses: Caring is Our Cause We are preparing to engage in a new public awareness campaign, when the time is right. Such a campaign would position us for bargaining, identifying the realities of nursing so that appropriate pressure can be placed on government and so that we achieve the gains we know we deserve. Summary There are still a few people who aren t convinced that one person can make a difference. As nurses we have strong evidence to the contrary. Go back to Florence Nightingale. She pioneered the nursing profession and made major improvements to healthcare, all in a time when women were very rarely even educated. Her successes didn t happen overnight; in fact it took most of her 90 years to achieve the progress she did. But, the point remains: She did it. Through her own commitment, belief and determination she made a difference. So much so, that we celebrate Nursing Week to commemorate her life and success. By the nature of being a nurse, we are leaders. Our training and education directs us to be cognizant of circumstances, to carefully and analytically make decisions, and to be strong and compassionate. Take this opportunity to help nurses voices be heard today, during upcoming elections and, most importantly, during the next round of negotiations. You can have an impact. Together, we can make a difference. Become Involved Today Sign up for mynlnu at www.nlnu.nf.ca/mynlnu Become a Shop Steward: Contact your branch president or call union office for more information at 1-800-563-5100 or 753-9961. Become a MHA Buddy: Contact Mary Prideaux at 1-800-563-5100, 753-9961 or mprideaux@nlnu.nf.net 4 5

Seniority by Date of Hire (Seniority Numbers) By John Vivian Executive Director At the March 2007 meeting of the provincial Board of Directors a motion was passed that: We include seniority numbering as a union proposal for the upcoming transition talks with the three health authorities that do not presently have the system. The former Western Health Care Corporation and Community Health Western stopped recording seniority in hours back in December 1996. All nurses employed under these employers have been operating under the date of hire system for a decade and research indicates it is preferred by the majority of our nurses working in the Western Region. Although Eastern Health has suggested they would prefer to approach this issue at a later date, we have included the following language in our proposals at ongoing transition talks and will be making similar proposals to Central Health and Labrador- Grenfell Health as those transition talks proceed. Please note this is proposed language and it has not been agreed to by any employer to date. Also note, with reference to the title of this article, that what we are proposing is a combination of seniority by date of hire and seniority numbers. We propose ranking existing employees based on their seniority hours accumulated as of a certain date and employees hired after that date based on their respective dates of hire. And, one final point, the Seniority Numbering language found on page 107 of the new provincial collective agreement suggests that all casual and temporary employees would have their numbers awarded based on their dates of hire regardless of the seniority they had accumulated as of the cut off date. The language we are now proposing makes no distinction between permanent, temporary and/or casual employees for the purpose of awarding seniority numbers. The language included within our transition proposals is as follows: Seniority lists will be merged effective (date to be determined) and seniority will be transferred to the new regional bargaining unit recognizing the following principles: a. Employees whose names appear on more than one existing seniority list may combine their seniority providing that no employee will be credited with more than equivalent full time hours in any calendar year. b. We will need to discuss a mechanism for breaking seniority ties if any. c. Employees who resigned from a position at any of the sites comprising (name relevant authority) since April 1, 2005 to take a position at another site within the same authority and who forfeited seniority as a result of that resignation shall be credited with their forfeited seniority. Employees who dropped a step(s) on the salary scale by reason of such resignation(s) shall have their former step reinstated with full retroactivity. Employees will have until (date to be determined) to submit a protest in writing to the Human Resources Department outlining the reason why they feel their seniority to be incorrect. Following the protest period, employees will be issued seniority numbers based on their seniority hours as of (date to be determined). The employee with the most seniority hours will be issued number 1 and so on down the regional seniority list. All employees hired after (date to be determined) shall be issued a seniority number based on their date of hire. The lower the seniority number, the higher the employee s seniority. Where necessary seniority numbers may be subdivided (e.g. 16A, 16B, 16C). The Board s decision to attempt to move in this direction was based primarily on our concern that the NLNU could be liable for damages if a disabled nurse established that she has been prejudiced by our existing practice of recording seniority based on hours worked. This was a concern I raised in a previous newsletter (refer to Seniority Revisited, In Touch Spring 2005, available at www.nlnu.nf.ca/publications/nlnu- Newsletter-May-05-pdf). Our concern regarding the risks to the Union stems from recent trends in Human Rights law and, in particular, from a Saskatchewan Human Rights Tribunal decision that ultimately was upheld by the highest court in Saskatchewan. A CUPE Local had to pay some $150,000 to one of its members who the Tribunal held was discriminated against because seniority was based on hours worked. The CUPE member had to reduce his hours of work because of a disability and other members passed him on the seniority list. It did not matter that the method of recording seniority provided for in the collective agreement was based on hours worked, nor It is the prudent thing to do and we hope you will support us on it. that the provision had been voted upon by the entire membership. It did not matter that there was no intention for the method of recording seniority to be discriminatory. It did not matter that CUPE was not initially asked by the member to correct the situation. When CUPE was eventually asked, they remedied the situation. However, the steps were found to be too late to protect the union local from liability. The only thing that mattered was that the effect of the seniority provision, based upon hours worked, was discriminatory. Although there have not been any similar cases in Newfoundland and Labrador to date, our analysis of the decision suggests that it is based on sound legal principles and it is probable that, faced with a similar set of facts, Newfoundland and Labrador courts and tribunals would reach similar conclusions. In terms of potential costs to a union, although it did not relate to discrimination on the basis of seniority, a Newfoundland and Labrador union recently agreed to pay in excess of $10 0,0 0 0 to a group of members who felt they had been discriminated against on the basis of gender. Our Board of Directors is of the view that by knowing the NLNU is exposed to risk, we are responsible for doing whatever possible to reduce that risk. We are not insured against claims of this nature. We do not believe we should wait and hope that we never have a claim of this nature made against us. While we have made seniority adjustments for many disabled nurses who have approached us, there are probably many more in the system that we are not even aware of. While changing our seniority system in the manner we propose will not necessarily correct any past issues that may arise, it will at least protect us against claims by nurses entering the profession once the new seniority system is in place. It would also prevent discrimination against nurses who became disabled after we have moved to a numbering system. It is the prudent thing to do and we hope you will support us on it. In addition to our legal exposure, there are many other reasons for changing our method of recording seniority. Although I have written about these reasons before, I will summarize them as I conclude: 1. Employers have not kept accurate seniority lists and existing lists are fraught with errors. This is not helped by the reality that few nurses take the time to check their seniority. Seniority based on date of hire is by far the cleanest, clearest system possible. 2. Employers have not been consistent in recording seniority. For example, one site might credit part-timers working extra shifts with seniority for the extra shifts, another might not. 3. The collective agreement clause under which a nurse is granted a leave of absence can determine whether the nurse is earning seniority while on the leave. A nurse could be on leave of absence earning union seniority while working in management with another employer for example. Yet a nurse working in a temporary management position with her/his own employer would not normally be earning seniority. 4. As a female-dominated profession we have many members whose family commitments prevent them from working full-time hours. These members are disadvantaged by the current method of recording seniority based on hours worked. 5. While we call our existing system a system of recording seniority based on hours worked, the reality is that over time this principle has been lost. Each time we negotiate a contract clause that allows nurses to earn seniority while on various forms of leaves of absence, we are awarding seniority for hours not worked. Examples include unpaid sick leave, maternity leave, education leave, disabled nurses working part-time hours but earning full-time seniority, etc. As I ve stated in the past, the principle of limiting earning seniority to hours actually worked disappeared years ago. 6. Start date is by far the most common method of recording seniority in Canada, including the recording of seniority by other nurses unions. The Saskatchewan Union of Nurses had a system similar to our own which they abandoned in favour of date of hire in their most recent round of provincial negotiations. We recognize that this has always been a controversial issue with NLNU members. However, we believe the time has come to make this change in the hope that we can reduce the chances of having monetary awards made against the NLNU that would have to be paid out of membership dues revenue. We ask for your support. 2008: Canadian Nurses Association s Centennial Year 20 08 marks the 10 0th anniversary of the Canadian Nurses Association. The centennial provides an opportunity to celebrate the leadership of CNA over the past one hundred years and to salute the energy and expertise that are propelling the Association to effectively deal with future challenges and changes to the health system. CNA is planning an ambitious program of events and activities that will be delivered in health settings and communities throughout Canada and celebrate the accomplishments of nurses as leaders, innovators and pioneers. These Centennial celebrations belong to all CNA members, individual registered nurses, other health professionals and Canadians! One of the highlight events will be the CNA Biennial Convention in June 2008 plan now to attend and help CNA honour the past, reflect on the present and build a strong future for nursing. You can receive updates on preparations for the CNA Centennial and news as the celebrations unfold by subscribing to the e-newsletter at 100@cna-aiic.ca. 6 7

Portrait of a Newfoundland Nurse Myra Bennett By Lara Maynard, Heritage Foundation of Newfoundland & Labrador At 84 years of age, Myra Grimsley Bennett once said, I ve had a wonderful life... I did what I wanted to do. I went where I wanted to go, and I stayed there because I wanted to be needed. Bennett lived to be 100 years old and the home she shared with her husband, Angus and any number of medical patients is now a museum in Daniel s Harbour. Myra Grimsley came to Newfoundland from London, England to work as an outport nurse in 1921. The district that she served for some 50 years, whether paid by government agencies or as a volunteer, was a 30 0- kilometre stretch of coastline on the west coast of Newfoundland. Until proper roads were constructed in the 1950s, she traveled the area by boat, dog team, horse or foot. Daniel s Harbour, about 30 kilometres north of what is now Gros Morne National Park, was the nurse s home base. Nurse Myra in Daniel s Harbour circa 1930....the British-trained nurse who became The Nightingale of the North. Myra and patient with pulled tooth. Grimsley married local resident and ex-merchant marine Angus Bennett in a small, early morning church ceremony in January of 1922. Afterwards, the bride and groom went to their newly built home where Angus mother had prepared a meal of hot cocoa and baked beans. During the first winter of their marriage, Myra and Angus lived and worked in the only two rooms finished in the house: the kitchen, which also served as a makeshift medical office; and the bedroom, which they sometimes shared with patients. In 1942, an addition was built onto the home to contain a medical clinic. A trained midwife, Bennett delivered several thousand babies in her district including her own grandson whose early arrival in 1956 interrupted the Bennett family s Christmas dinner. During her tenure, she also trained local women as midwives and encountered tuberculosis, scarlet fever, broken bones, wounds and medical emergencies of all sorts. In addition to her nursing work and all the tasks of homemaking in a Newfoundland outport of the period, Myra Bennett was involved in many community-based activities. She was particularly active with the local church parish and was an advocate for improvements in her district and for healthcare in general. Myra and Angus had three children and fostered four others. One hard done by eleven-year-old runaway who spent a pleasant night in the Bennetts house cried upon waking in the morning, explaining I thought I was in heaven. Myra receiving her honourary degree in 1974. Myra Bennett has been recognized for her outstanding contribution to health care in Newfoundland through many prestigious awards, including the Order of Canada, the Member of the British Empire, and a honourary Degree of Doctor of Science conferred upon her by Memorial University of Newfoundland in 1974. The Bennett home in Daniel s Harbour has been designated as a Registered Heritage Structure and the resourceful woman who lived there has been portrayed onstage intempting Providence by playwright Robert Chafe, telling the story of the British-trained nurse who became The Nightingale of the North. Ex Gratia Payment Update Since the last issue of In Touch, we have made additional progress on the ex gratia payment, with regular updates provided on mynlnu. Earlier this year, the five unions (NLNU, NAPE, CUPE, AAHP and IBEW) contracted Beothuk Data Systems to develop a computerized database to assist us in developing a formula for the ex gratia payment. As part of that process, we have supplied Beothuk with the ex gratia information collected to date by the NLNU. Beothuk will use this information to create a database, identify any gaps in the data, and contact individuals for clarification where required. For example, a form might indicate that an employee worked in multiple classifications, but provide no indications of the approximate time worked in each classification. Where further information is required, we are continuing to provide additional information to Beothuk on a regular basis for processing as necessary. We are also continuing to deal with the Canada Revenue Agency on the issue of federal tax being deducted from ex gratia payments. Once a final decision is received from Canada Revenue Agency, we will advise you accordingly. Upon completion of the payout formula, the matter will be filed with the Courts for approval. Upon approval by the Courts, members will receive their settlement from the ex gratia fund. In the meantime, the funds remain invested as a no risk investment with a financial institution at a guaranteed rate of return. The interest accruing will cover fees for Beothuk and other administrative costs necessary to conclude the work. Any remaining interest received will form part of the fund and, in turn, part of the payout to members. We thank you for your patience in this matter. We know the process is lengthy and legalistic. We are committed to ensuring the fastest possible payout, however we have to ensure any decisions made are correct and are approved by the Courts. 8