The Action Plan. Should the problem persist, the manager meets again with the employee to review the business reasons for why the rule or standard must be observed without threats of what will occur should the employee continue. Through this second session, together the employee and supervisor develop an action plan to eliminate the gap between actual and desired performance. Once agreement on the action plan is obtained, the supervisor summarizes this on an inter-office memorandum, which is maintained only by the supervisor and employee. There is no documentation or record of the session maintained in the employee’s personnel file. If the problem persists, another action plan session may be scheduled, and this subsequent discussion will focus not only on the continuing problem, but also on the employee’s failure to abide by the original agreement. The intent is that these sessions are “reminders” instead of “warnings”. The following will be considered in determining whether or not this step should be repeated or advanced to the next level; severity of the incident; frequency of the incident in comparison to the date of the action plan; previous overall performance; tenure of the employee; mitigating circumstances; commitment of the CRNA to the overall action plan. Step Three – The Decision-Making Leave: When coaching, and action plan sessions fail to produce the desired changes, management will place the individual on a paid one-day “decision making leave”. The day is paid to demonstrate the organization’s commitment to retain the employee and eliminate the resentment and hostility that punitive actions produce. Tenure with the organization is conditional on the employee’s decision to solve the problem and make a “total performance commitment” to the job. During this time, the employee is to begin preparing an action plan, which will assist in correcting the problem. The employee is instructed to return the following day with their decision to either modify their behavior or voluntarily sever the employment relationship. Upon returning to the job, the employee and supervisor meet to review the employee’s decision. If the decision is to “change and stay” the employee and supervisor set specific goals and develop a formal action plan after reviewing the ideas put forth by the employee. This agreement is formally documented and is placed in their personnel file for a period of one (1) year. If there has been no reoccurrence during the one (1) year, it will be removed. The em...
The Action Plan. The Action Plan was developed during November, after the final version of the MTE evaluation document was received and translated into Spanish. XXXXX/IEF invited all of the members of the evaluation team (except the external consultant and HQ representative) plus the resource people who participated in the analysis of information to a workshop to develop the Action Plan. Representatives from CEPAC, IEF, MOH, and BTC were invited. As the evaluation team developed the recommendations included in this document, they were able to move forward on implementing the recommendations immediately. The process of involving the MOH in the evaluation has served to strengthen their commitment to improving the project over the next two years. The following is a summary of the MTE follow-up workshops that took place in November and December.
The Action Plan. The Action Plan completed by CARE and MINSA staff in August following the mid-term evaluation is presented below. Along with it is an up-date including progress made towards implementing the recommendations as of October. CARE Nicaragua CHILD SURVIVAL PROJECT ACTION PLAN ACTIVITY RESULT DATE PERSON IN CHARGE MANAGEMENT Hiring of personnel. 3 new staff hired. Xxxxxx Xxxxxx Xxxxx August-December 2000 planning for MINSA-CARE Health Posts. Meeting of Health Post Directors and Extensionists. • Review of current situation and preparation of recommendations. • Joint review of plans, with feedback. Plan prepared for Health Posts. Plans revised and feedback obtained. August 14-18 August 21 Xxxxxx Xxxxxx Xxxxxx Xxxxxx Xxxxxx Xxxxx Meeting with Community Leaders. • Review of current situation and preparation of recommendations. Planning with communities. (CDC, Extensionists, Health Posts) Recommendations prepared. Community plans for Health Posts prepared. August 28 August 28 Xxxxxx Xxxxxx Xxxxxx Xxxxxx Xxxxxxxx Xxxxxxx Review current forms for supervision. Four forms revised (AIN, CHWs, BF Counselors, Extensionists). August 28 to 31 Xxxxxx Xxxxx Review current distribution and number of communities. Communities distributed equitably among extensionists. August 9 Xxxxxx Xxxxx Xxxxxxxx Xxxxxxx Review project’s computer information system. Data gathered and standardized. Xxxxxx Xxxxx Xxxxxx Xxxxxx Xxxxxxx Xxxxxxx Training for health personnel and extensionists on computer information system and decision-making. Personnel trained. Xxxxxx Xxxxxx Xxx X. Xxxxxxx Preparation of Municipal MINSA-MECD Agreement. Agreement prepared. October Xxxxxxxx Xxxxxxx Review and preparation of budget for next 2 years. Budget prepared. August 14 to 18 Xxxxx XxXxxx Xxxxxx Xxxxx ACTIVITY RESULT DATE PERSON IN CHARGE NUTRITION Monitoring of Growth and Development (AIN): Evaluation of AIN in 10 communities. AIN implementation evaluated. September 1 Xxxxx Xxxxxxxx Xxxxxx Xxxxx Implementation in new communities. • Situational assessment and identification of communities. • Training for new Monitors. • Accompaniment at first AIN session. Situational assessment in prioritized communities. Monitors trained. AIN Monitors assisted in first session. September 1-30 October 1-15 As per Calendar Xxxxx Xxxxxxxx Xxxxxx Xxxxx Training for MINSA on Nutrition. Personnel from 27 sectors trained. October Xxxxxx Xxxxx Xxxxxx Xxxxx Training for volunteers and mother’s groups on: Green leaves, Vitamin A, Soya Octo...
