Staffing and Supervision. Adequate staffing and effective supervision serve as foundations for the program because well-trained, attentive, and caring adults are needed to guide and educate youths while ensuring their safety. Supervisors can also serve as role models and mentors for youths who can help them make connections needed to find jobs. In an evaluation of D.C.’s summer youth employment program written in 2012, researcher Xxxxx Xxxxxxx stated that: Employers play an important role in preparing youths for successful transition into adulthood. Not only do they provide opportunities for work-linked learning but often also advising and training in relevant skills. Employers also can provide developmental assets to youths that no other setting can fully duplicate including exposure to the mainstream economy, practices of the working world, authentic information about career options and paths, and opportunities to apply formal learning to real-world problems in a team setting.23 ODCA site visitors noted instances of strong and weak supervision. Several programs employed managers who were very knowledgeable about the range of activities at their sites and provided guidance to both staff and youth participants. At one site, groups of youths were engaged in activities such as dance, chorus, and financial literacy instruction, while another group left on a field trip and a different group had already left to shadow a video crew. The multitude of activities seemed well-coordinated, and staff members regularly approached the executive director for informal consultations. At another site, the supervisor closely monitored the activities of the youth participants and maintained a folder with each youth’s weekly research, writing, and other assignments. In a report on D.C.’s 2010 summer youth employment program, researchers from Brandeis University’s Xxxxxx School for Social Policy and Management noted that, “In SYEP, a relationship with a caring adult is key. DOES host sites that exhibited the most effective supervision had someone in the host coordinator position who was passionate about the program and about helping kids–a champion for the program 23 Xxxxx Xxxxxxx, An Evaluation of the District of Columbia Summer Youth Employment Program, dissertation submitted to the faculty of the School of Public Health and Health Services of The Xxxxxx Xxxxxxxxxx University, May 20, 2012, pp. 22-23. and the individual youth.”24 ODCA site visitors observed several site managers and other staff member...
Staffing and Supervision. Experienced and well-trained supervisors during programs and events may be required, which could also include training to ensure the safety of users as well as the proper use of equipment. As a rule, custodians are not responsible for the direct supervision of the group or individual use of the facility. Procedures and agreements need to be explicit and clear regarding supervisory staff requirements and responsibilities, such as the following: number, age, type, and qualifications, which may vary according to the nature of the activity, age of the participants, and other circumstances time of arrival prior to event and conditions allowing departure (e.g., all participants have been picked up) duties, such as facility preparation, protection of equipment and facilities, monitoring of users and/or adjacent spaces, cleaning, maintenance, lock-up, and post-event report responsibilities and procedures for staff and supervisors as part of an emergency plan The following provisions for additional staff will also be considered under certain conditions: assigning a custodian to provide access to facilities when a designated individual or staff member is unavailable C o m m u n i t y U s e o f S c h o o l s a n d S c h o o l U s e o f C o m m u n i t y F a c i l i t i e s assigning other alternate personnel/individuals to allow access during holiday breaks
Staffing and Supervision. 11.1 The Coordinator is responsible for ensuring adequate staffing and supervision at the joint Early In-Person Voting Site. MCL 168.720g(2)
Staffing and Supervision. The Contractor shall supervise and direct all Work, in accordance with industry standards and any applicable manufacturer’s instructions, to not in any way void a manufacturer’s warranty. The Contractor shall be responsible for all construction means, methods, techniques, sequences and procedures and for all portions of the services. Contractor shall provide an adequate number of skilled workers who are thoroughly trained and experienced in providing the services that are requested under this Contract.
Staffing and Supervision. In addition to technical visits by consultants, ATA needs more exchange between home and field offices to ensure that there is a shared vision for the project and that activities reflect the best learning available from other ATA projects. ATA now has nearly a dozen field offices, and the 2004 program conference for international project leaders was a tremendous opportunity for sharing lessons and for understanding what colleagues might have experience on any particular topic. Home office program staff are critical for the smooth running of any project, and PAED project had two Program Officer changes in 2004. Former staff are again available, but the changes slowed project progress, especially in South Africa. Changes in staff was also a challenge in the Pan-Africa SME project, which bounced between backstoppers. In addition, ATA underbudgeted the amount of time it would take to backstop the South Africa project from the US, with only a part-time person focused primarily on marketing in Johannesburg. The Mozambique office hired two provincial business coordinators in 2004, and this has greatly expanded the effectiveness of work in far provinces. Management of these staff, who are new to the sector, requires considerable time, and the Mozambican staff are stretched thinly.
Staffing and Supervision. Country narratives attest to the fact that in general the project is adequately staffed at the field level; there is only one exception to this pattern (Malacatán, Guatemala). In fact, the opposite might be more an issue: the project appears to be over-staffed in two countries. Project management suggests an appropriate ratio of clients to staff is 300:1, more or less an industry pattern. Counting field staff and supervisors, the ratio in Malawi is 417:1, quite efficient; however in Guatemala, it is 169:1, and in Peru it is 153:1. Comparable experience from colleague organizations in Guatemala and Peru suggest these ratios represent quite intensive supervision. One way to build a portfolio is to hire over current requirements; another is to grow “organically.” VHB has opted for the former strategy in two countries; in times of scarcity, the latter may become appropriate. Country narratives discuss staff qualifications and performance as follows: • In Malawi: All field staff are ex-teachers with considerable personal warmth and ‘presence’ to carry out vibrant, community promotion. Adult education skills of these staff are still developing, in part, because they are ex-teachers, in part because the previous health education called for “transmission” of a lot of content, and in part for other reasons. • In Guatemala: Most though not all field staff demonstrated good use of names, adequate preparation for the session, and carried out the health talk largely as planned. Overall effectiveness of the talks was as follows: two sessions with good facilitation but incomplete technical competence; two sessions with adequate technical content and facilitation; one session with good content and facilitation; one session with good technical content and excellent facilitation. • In Peru, most field promoters are strong performers in health talks. Overall rating of the sessions observed produced three “A’s,” good technical content and wonderful facilitation; two “B+s,” good facilitation and good content; and one “C”, adequate facilitation, less adequate technical content. Supervision of staff varied throughout the program. In Malawi, field staff had not been supervised much for almost a year. In Guatemala, the supervision was good in one geographical area, and insufficient in the other. In Peru, the supervision in health was excellent, perhaps less so in micro-credit.
Staffing and Supervision. ▪ Do the PVO and partner organizations have an adequate number of staff with relevant expertise for supervising/backstopping the program?
Staffing and Supervision. The Pilot Program will consist of four full time limited term BHRS clinicians who must be licensed to provide mental health services by appropriate State of California licensing authorities. BHRS will be responsible for hiring the licensed clinicians, and the hiring processes. The Cities will be entitled to assign one member on the hiring panel. The BHRS Clinician will have an appropriate level of licensing, training, experience collaborating with law enforcement, knowledge of BHRS resources and significant clinical experience to deal independently with the variety of scenarios and client profiles likely to present in the course of the Pilot Program and to act without immediate supervision in the performance of the BHRS Clinician role in the Pilot Program, while also collaborating with a City’s law enforcement personnel.
Staffing and Supervision. The Iowa DOT currently does not have specific staffing or mandatory training requirements for LPAs in order to administer Federal funds. Instead, the Iowa DOT measures the sufficiency of LPA staffing by their performance – that is, whether or not the LPA’s Federal-aid projects are reliably delivered in accordance with Federal requirements. If an LPA demonstrates a pattern of non-compliance with Federal requirements, the Office of Local Systems will review its training records for LPA Federal-aid training events. If the LPA staff has not participated in any Federal-aid training events, the Administering Office will notify the LPA staff of upcoming training opportunities and encourage them to attend. If appropriate, the Administering Office may also provide one-on-one assistance to help LPA staff better understand and comply with the Federal requirements. If compliance problems persist, the Iowa DOT will take additional steps as necessary to achieve compliance. These steps include actions ranging from making LPA project costs ineligible in whole or in part, up to denial of Federal funding on future projects. These corrective actions are documented in written correspondence with the LPA and kept in the Administering Office project files. When substantial parts of projects or whole projects are made ineligible, this is documented using FHWA’s Notification of Ineligibility form. Copies of such documentation are also provided to the Iowa Division.
Staffing and Supervision. All care coordination staff employed/contracted by Service Provider, including without limitation Network Providers, shall be skilled at engaging and working with youth with significant behavioral health needs and their families/caregivers. These staff/Network Providers shall also have a thorough understanding of local communities, be skilled at developing working relationships with community agencies, be able to identify potential community supports for development to assist families/caregivers and work collaboratively with the youth and family/caregiver teams. Care coordination staff and Network Providers employed/contracted by Service Provider shall be in Ohio and preferably live in the Service Provider assigned Catchment Area. The OhioRISE Care Coordination Rule 5160-59-03.2 requires Service Provider to:
