Action Steps. State scope of practice laws can allow for broad, unre- stricted CPAs between pharmacists and other providers. To build and strengthen collaborative practices, phar- macists can use the following strategies, which were proposed by the APhA Foundation’s expert group: Use simple, understandable terms to describe the patient care services that pharmacists can provide. Educate other health care professionals about the value of including pharmacists on health care teams. Encourage other health professional organizations to work together when proposing changes to scope of practice laws. Set up or participate in interprofessional committees to discuss how scope of practice laws can expand the role of pharmacists and other health professionals in team-based care. Talk with local health care providers about entering into CPAs. Talk with payers about using viable business models to support pharmacists’ patient care services. Share appropriate health information with providers through the use of EHRs. Show relevant stakeholders the value of aligning incentives and reimbursement for all health care team members involved in patient care to improve health and decrease costs. Maintain strong, trusting, and mutually beneficial relationships with patients, doctors, and other providers and encourage those individuals to promote pharmacists’ patient care services. Expanding and promoting pharmacists’ patient care services at the local level can help key stakeholders understand the value of CPAs. Patients, doctors, and other health care pro- viders can share their positive experiences with pharmacists to affirm and promote the value that pharmacists bring to the health care system. They can also champion policies that support collaborative practices.
Action Steps. Currently included in KCF II –
Action Steps. For purposes of this Agreement, the District’s STEM programs offered at the high school level include: MC2STEM, Cleveland School of Science and Medicine at Xxxx Xxx, Design Lab Early College at Xxxx Xxxxxx, Xxxxxxx Xxxxxx School of Science, East Technical Academy Engineering and Science (East Tech), New Tech East, and New Tech West.
Action Steps. Create a $1.5 million funding partnership to reduce debt and further renovate and expand technical training facilities and programming at Xxxxxxx Tech Fund a contract grant writer for Xxxxxxx Tech to pursue state, federal, and foundation funds available for workforce development initiatives Hire a program manager for Xxxxxxx Tech to work with industry leaders and develop custom training, connect with community colleges to develop credit programming, and meet with community stakeholders to create non-credit programming Consistently communicate the customized training capabilities of Xxxxxxx Tech to existing employers and prospective business relocation clients Strategy #2: Develop workforce training programming that fulfills the stated needs of local employers and creates a competitive edge in business recruitment opportunities. Action Steps: Collaborate with community partners in the ongoing renovation of Xxxxxxx Tech to create spaces for expanded programming and enhanced customized training abilities Maintain a presence of the Kansas Local Area Workforce Development Board of Directors and the Xxxxxxx Tech Board of Directors to ensure that workforce training interests are aligned with the Lawrence and Douglas County business community Through BRE efforts, assess the workforce needs of existing employers to develop relevant workforce training programs at Xxxxxxx Tech Key Measurements: Customized training programs offered at Xxxxxxx Tech Enrollment numbers at Xxxxxxx Tech Number of graduates from Xxxxxxx Tech Number of attendees for customized training courses BUSINESS RECRUITMENT AND MARKETING Strategy #1: Develop and implement an in-depth strategic economic development marketing plan. Action Steps: Provide accurate, up to date, and comprehensive research on demographics, regional data, and other information typically requested by site selectors Utilize business analytics software, BRE data, and strategic partner resources to assess regional strengths, weaknesses, opportunities, and threats Enhance the understanding of the EDC initiatives and services within the business community and among the citizens of the areas it serves Direct marketing toward the recruitment of businesses operating within targeted industries Develop and/or update marketing materials promoting the area and our assets both nationally and internationally Strategy #2: Leverage established relationships with existing employers, and community and regional partners (BTBC, KUIC, KCADC, KDOC,...
Action Steps. 1. The District agrees to take all steps reasonably designed to ensure that students enrolled in the District are not subject to a hostile environment and to respond to allegations of harassment on the basis of race, color, or national origin. To this end, the District will promptly investigate all incidents of harassment of students on the basis of race, color, or national origin that are known or reasonably should be known to the District and will take appropriate action to respond to complaints, which may include disciplinary action against students and/or staff found to have violated District Policy 413 “Harassment and Violence” (Policy). The District will take prompt and effective responsive action reasonably designed to end the hostile environment if one has been created, prevent its reoccurrence, and, where appropriate, take steps to remedy the effects of the hostile environment on affected student(s).
Action Steps. Example: Set my alarm clock before I go to bed. Stay on campus after class to get work done without distractions.
Action Steps. Individual Remedies
Action Steps. District-wide Remedies
Action Steps. A. The District will make modifications to the varsity softball field or the varsity baseball field, or to both, to ensure the substantial equivalence of those facilities with respect to such areas as provision of seating and a scoreboard.
Action Steps a) Develop a method to provide information on the purpose and results of the Union/Management goals and objectives jointly developed and agreed to at Ontario. Both parties will promote positive, constructive and timely communications between Departmental management and union official at all levels. GOAL Both parties will work together to establish a Labour/Management Committee, undertake joint discussions on cost saving measures and also establish a time table for the implementation of the agreed “Job Evaluation Program”. ACTION STEPS
