Measurable. Applies to a Contractor objective and means the ability to determine definitively whether or not the objective has been met, or whether progress has been made toward a positive outcome. Medicaid: The joint federal/state program of medical assistance established by Title XIX of the Social Security Act, which in Georgia is administered by DCH. Medicaid Care Management Organizations Act: O.C.G.A. §33-21A-1, et seq. MEDICAID CARE MANAGEMENT ORGANIZATIONS ACT. A xxxx passed by the Georgia General Assembly, signed into law by the Governor, and effective July 1, 2008 which outlines several administrative requirements with which the administrators of the Medicaid Managed Care plan, Georgia Families, must comply. Some of the requirements include dental provider networks, emergency room claims payment requirements, eligibility verification, and others.
Measurable applies to a Contractor objective and means the ability to determine definitively whether, or not the objective has been met, or whether progress has been made toward a positive outcome. Medicaid: The joint federal/state program of medical assistance established by Title XIX of the Social Security Act, which in Georgia is administered by DCH.
Measurable. Elements should have clearly defined measures (quality, quantity, timeliness or cost-effectiveness), which will allow both the employee and the supervisor to know that the requirement has been achieved. The supervisor will communicate to the employee how the results will be determined. To maximize the value of performance measures, they must reflect accomplishments that are meaningful and important.
Measurable. Before and after Mobility week, before and after pedagogues training seminar, after parents information day. Acceptable: Involve 14 kindergartens, who have agreed to participate to BAMBINI activities. Realistic: Reach 350 children, 350 parents, 30 pedagogues with each “Kids Mobility Week”. Time-Bound: September 2010, September 2011. Target group(s): • 400 children. • 50 pedagogues. • 600 parents. Stakeholders involved • Presidents of Municipal Kindergartens’ Administrative Organisations – organisation of the application. • Kindergartens’ Management Directors – participation to coordination of the application. • Kindergartens Pedagogues – implementation of the application/activities. Dissemination Activities • The BAMBINI website. • The website of ANATOLIKI S.A. • The website of Municipalities. • Press release in the local newspapers. • Newsletter of ANATOLIKI S.A. • Newsletters/magazines of Municipalities. Risks • The expected Local Administration Reform “Kallikratis Programme”, may cause changes in persons and their duties/ responsibilities. Hence, this may affect the administration of Municipal Kindergartens as well. In this case, the new responsible authorities will be contacted the soonest possible to avoid delay and problems in implementation of the activity. • Low number of participants in “parents Info-day”. Distribution of information material to parents through their children, Organisation of new info-days.
Measurable. Goals must be easily measured so that there is no question as to whether they have been achieved or not. ■ Achievable: Goals must be achievable and not too difficult or too easy. This saves frustration in not being able to achieve the goal and avoids wasting time. If the goal is not challenging enough, the team may lack the motivation and commitment to accomplish it. ■ Relevant: Goals must be relevant, support the team’s mission, and be aligned with the organization’s vision for the future. ■ Time limited: Goals must have specific deadlines for completion to avoid procrastination. ■ Shared: Goals must reinforce commitment and clarify direction and purpose. Goals provide focus, motivation, commitment, and direction for good teamwork and the effective use of team/ agency resources. Team Boundaries and Operating Principles It is important for teams to have clear boundaries so that team members, managers, and others understand the team’s responsibilities. The team should know what it does and does not control in addition to what it should and should not be consulted on. Organizational policy, laws, regulations, and the like are always considered outside of the team’s boundaries. As teams form, determining these boundaries is crucial to the team’s (and, ultimately, the organization’s) success. Sometimes the boundaries include physical spaces, such as a housing unit or a geographic area (parole district). Other times, the boundaries are not as visible. They can include the decisions that the team can make, those that need to be negotiated with management or other teams, and those that are out of the team’s control (decision- making boundaries) and the tasks the team is charged with doing and their performance expectations (work task boundaries). It also is important for the team to establish operating principles, which provide a roadmap for working together by identifying shared values.