Employment and Workforce Development Sample Clauses

Employment and Workforce Development. ‌ Output (e): increased employment opportunities for local residents in remote Indigenous communities. NPARIH Benchmark is ’20 per cent local employment to be included as part of procurement requirement for new housing construction’. The NPARIH housing investment is providing significant opportunities for local Indigenous employment and enterprise development in a planned and required way, which has not been possible through past remote Indigenous housing programs. Leveraging off that investment, initially in capital works, and then through ongoing repairs and maintenance funding, governments have ensured local Indigenous people have been able to take up training and employment opportunities. Where necessary, government procurement arrangements have been revised to require Indigenous employment outcomes as part of a contract.
Sample 1
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Employment and Workforce Development. ‌ All jurisdictions have been meeting or exceeding the NPARIH benchmark of 20 per cent of local Indigenous employment during construction. One challenge for the remaining years of the NPARIH as the focus shifts from capital works to property and tenancy management and repair and maintenance of the capital investment, is to ensure as many local Indigenous people as possible are able to be trained, recruited and retained in the growing pool of jobs those tasks will provide. As mentioned above, this is both a sectoral challenge in terms of training and professional support for employees, and a key challenge for government-funded employment service providers in remote Indigenous communities. The Commonwealth Government’s new RJCP, commencing from 1 July 2013, should provide an early opportunity for focus on this issue. For a number of local people employed during the NPARIH construction phase, that employment is now close to winding up or has already finished. In many cases the valuable skills and training gained will soon be under- utilised. Not all these people will be able or prepared to transition into the available ongoing jobs. A challenge for RJCP providers will be to build on this base and ensure emerging job opportunities are not lost to local Indigenous people, either in communities or in other locations. Transition into mainstream jobs, either in industries such as mining, where opportunities may be available close to communities, or through effective linkages to employment related accommodation in regional centres, which offer a greater number of sustainable job opportunities, need to be vigorously pursued by employment service providers operating in remote communities. Part of the challenge is to ensure linkages between housing authorities, employers, employment agencies and remote job service providers are strengthened so employees with the skills and potential have the opportunity to transition smoothly from local NPARIH construction to other employment and/or training leading to jobs. Similarly, opportunities for local enterprise development, leveraging off the NPARIH investment, should be supported through these linkages.
Sample 1

Related to Employment and Workforce Development

  • Workforce Development MPC’s technical training program is having a major impact in the region. Online modules, short courses, webinars, and on site/videoconferencing events are reaching state and local transportation department employees and tribal transportation planners. By harnessing the capabilities of the four LTAP centers located at the MPC universities and the multimedia capabilities of the Transportation Learning Network (which was founded and is partly funded by MPC) more than 76 technical training events were offered in the second half of 2015. These training modules and short courses are critical to transportation agencies that need to improve or renew the skills of engineering technicians and other frontline workers. Many MPC courses or training events result in the certification of workers. Even when certification is not required, TLN’s online learning management systems allow employees and employers to set learning goals and monitor progress towards these goals. MPC is making another major impact in workforce development. Altogether, 57 graduate students are working on MPC research projects under the tutelage of faculty researchers. These graduate students represent the researchers and technical analysts of tomorrow. Without the MPC program and the stipend funds that it provides, these students may not be specializing in transportation; but, instead would be seeking career opportunities in other fields. The MPC research program allows faculty to mentor graduate students while allowing the students to work on projects for federal and state transportation agencies—thereby, gaining valuable practical experience.

  • Employee Development The Employer may provide employees the opportunity to participate in appropriate seminars, workshops or short courses. When possible and appropriate the Employer will provide to all staff information on seminars, workshops or short courses by posting a notice on the Employer’s internal web site.

  • EMPLOYEE DEVELOPMENT AND TRAINING 1. The State agrees to provide advice and counseling to employees with respect to career advancement opportunities and agency developments which have an impact on their careers.

  • TRAINING AND EMPLOYEE DEVELOPMENT 9.1 The Employer and the Union recognize the value and benefit of education and training designed to enhance an employee’s ability to perform their job duties. Training and employee development opportunities will be provided to employees in accordance with college/district policies and available resources.

  • Job Development Job development/placement is individualized and shall include weekly person-to-person job search assistance, assistance with identifying job leads, interview coaching and support, and maintaining a log of job search activities for the purposes of obtaining competitive integrated employment. By mutual consent of the consumer and the KARINA ASSOCIATION, INC. , these services may be provided in-person or by Skype, FaceTime, or other online communication tools. Job development/placement may also include arranging job trials/job shadowing for individuals with a DORS Trial Work Experience Plan, assistance with completing applications, assistance with employer follow-up after interviews, use of personal employment networks in job search, and resume update. It would include time spent calling employers, visiting and educating employers and similar activities. Job development/placement shall not be paid for using supported employment funding and shall not include the Discovery process, which is pre-vocational in nature and may be completed prior to job development. Up to 60 hours for job search assistance, authorized in 20-hour increments, may be used for job development. Additional hours of job development may be requested and require written justification by KARINA ASSOCIATION, INC. and approval of the DORS regional/program director. Authorizations for Job Development. DORS only pays for job development services which have been previously authorized by a DORS official. Job Development Reporting. The Employment Service Progress Form is expected to be submitted to DORS on a monthly basis per consumer. This form is available on the DORS website (xxx.xxxx.xxxxxxxx.xxx).

  • Project Employment 1. The Employer may appoint employees into project positions for which employment is contingent upon state, federal, local, grant, or other special funding of specific and of time-limited duration. The Employer will notify the employees, in writing, of the expected ending date of the project employment.

  • Continuity of Employment This Option shall not be exercisable by the Grantee in any part unless at all times beginning with the date of grant and ending no more than three (3) months prior to the date of exercise, the Grantee has, except for military service leave, sick leave or other bona fide leave of absence (such as temporary employment by the United States Government) been in the continuous employ of the Company or a parent or subsidiary thereof, except that such period of three (3) months shall be one (1) year following any termination of the Grantee's employment by reason of his permanent and total disability.

  • Commencement of Employment 2.1 The Employment will start on 28 April 2003 (the “Commencement Date”). The Employment will continue until termination in accordance with the provisions of this agreement.

  • Modes of Employment The Employer may employ a Full Time, Part Time, Fixed Term or Casual Employee. The Employer may direct an Employee to perform such duties as are within the limits of the Employee’s skill, competence and training.

  • Outside Employment Employees may engage in other employment outside of their State working hours so long as the outside employment does not involve a conflict of interest with their State employment. Whenever it appears that any such outside employment might constitute a conflict of interest, the employee is expected to consult with his/her appointing authority or other appropriate agency representative prior to engaging in such outside employment. Employees of agencies where there are established procedures concerning outside employment for the purpose of insuring compliance with specific statutory restrictions on outside employment are expected to comply with such procedures.

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