Guiding Principle a. The Guiding Principle is that the Company will use Employees to perform any and all work which they are or could be capable (in terms of skill and ability) of performing (Bargaining Unit Work), unless the work meets one of the exceptions outlined in Paragraph 2 below.
Guiding Principle. The parties agree the following guiding principle in relation to this Agreement: that any actions the parties may be required to undertake in order to achieve a settlement should not require the parties to invest in significant additional resources to comply with the Agreement.
Guiding Principle. Fairness requires that the criteria for evaluation be known to the faculty member. Fairness requires that the annual evaluation provide clear, actionable feedback that promotes high quality faculty work. A negative decision on reappointment, promotion, or tenure should not be the first critique a faculty member receives. Fairness also demands that all persons participating in the evaluation process are consistent and conscientious in their assessments and adhere to the rules, guidelines, and procedures established through this Agreement.
Guiding Principle. 6.1 The parties agree the following guiding principle in relation to this Agreement:
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Guiding Principle. The primary function of the buildings and grounds department of the Dubuque Community School District is to serve the educational program of the School District by providing necessary support services. Recognition The Employer recognizes the Union as the sole and exclusive collective bargaining representative for the employees now and hereafter employed in the bargaining unit, with respect to wages, hours of work, and all other terms and conditions of employment. The bargaining unit shall be comprised of all employees engaged listed under the job classification in this collective bargaining agreement.
Guiding Principle. As a not-for-profit charity, we endeavour to keep our overhead costs low. To do this we require all hirers to be co-operative with staff members and each other. The Halls are seen as a resource for use by our local community as well in relation to the church’s core work of extending God’s kingdom. We do our best to keep the hire rates at a reasonable level. We will avoid events or activities which might either be contrary to the purposes and beliefs of the Church of England, or which may cause offence, on grounds of their religion or belief, to a significant number of Christians. We will also usually avoid the following: • Noisy evening events (We do not rule these out, and are happy to discuss, but we will restrict them to a Friday, Saturday or Sunday evening and we will impose strict ‘music off’ times.) • Sunday morning Bookings that would overlap with regular Church activities. Children’s party Bookings will be accepted on a limited basis – for all day Saturday or Sunday afternoon only and on a first come first served basis. Bookings accepted only through The Caretaker. Key Administration and Logistics The timing of hiring a room shall be agreed by The Caretaker and will include set-up time, running the event and clearing up afterwards. All functions Monday – Sunday must end by 23:00, or earlier if shown on the Booking Confirmation. All music must cease by 22:30. The Halls must be vacated by 23:30. Each event will have a clearly identified sponsor and/or host responsible for: • access and lock-up, • health, safety and security - planning and during the event. • self-sufficiency in terms of use of facilities (a/v, sound, kitchen equipment etc.) If necessary induction/training sessions should be arranged in advance. Where The Hirer (definition below) is not keyholder we will either offer to sign out a set of keys or, depending on the timing and nature of the event, a member of staff will be allocated to the event. Booking costs will take this into account.
Guiding Principle. A guiding principle is that employees want to be productive and contributing members of the college community. When an employee’s performance begins to deteriorate or when a serious infraction occurs, it is important that the supervisor communicates their concerns with the employee in a timely manner. The seriousness of an infraction will determine the appropriate corrective action and/or discipline. The supervisor is responsible for taking timely, progressive and constructive action to inform the employee of a performance problem or inappropriate behavior and the need to correct it before using increasingly stronger disciplinary measures if an employee fails to correct their performance. The formal progressive discipline process shall include an in-person meeting. If the session fails to resolve the issue additional steps may include a verbal warning, a written reprimand, suspension or termination of employment. The disciplinary action taken must correlate to the seriousness of the infraction and the employee’s performance history. The employee’s performance should be monitored by the supervisor to ensure that the employee is performing satisfactorily in fulfilling the requirements of their position. When the supervisor has knowledge or anticipates that a problem is developing, the employee shall be immediately notified and counseled to correct their performance or unacceptable behavior.
Guiding Principle. The Parties agree that every effort should be made to ensure that disputes do not arise and that if a dispute does occur the Parties should make every reasonable effort to resolve the dispute without recourse to this clause.
Guiding Principle. The primary objective of this clause is to follow a set of agreed procedures, which ensure that productivity is maximised without exposing employees to inclement conditions under which it is unsafe for some or all employees to continue working whilst exposed to these conditions.
