Workforce Redesign Sample Clauses

Workforce Redesign. The parties note that the employer has previously commenced work on a workforce redesign program which involves reviewing Child and Family Services roles and teams with a view to enabling a future focused, contemporary workforce. The workforce redesign program will use human-centred design as a way of ensuring decisions are informed by the workforce and experts while developing new and innovative solutions. The employer will consult with Together Queensland Union via a joint working party to develop guiding principles to inform the continued work of the workforce redesign program. The joint working party will seek to: apply various workforce planning and redesign strategies focusing on team mix/design, roles and classification levels, maximising attraction and retention, and training and development needs; undertake research and comparison of roles, structural arrangements and relativities in other like jurisdictions and agencies; explore and pilot roles that assist in building better career pathways and attracting/retaining a more diverse workforce, particularly addressing the employer's Aboriginal and Xxxxxx Xxxxxx Islander workforce to ensure better representation; develop a proposed revised suite of recruitment and selection tools and policy that will focus on streamlining and improving attraction;
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Workforce Redesign. In line with Designed for work, the Strategy developed to support Designed for Life, the following principles will be adhered to in implementing this Agreement. The workforce will: • Be designed around individuals, pathways and service needs • Work across traditional professional boundaries • Work across organisational boundaries • Work through managed networks to provide care • Reflect a shift from secondary to primary care provision • Evolve and develop in innovative ways as service needs change • Be developed with the full engagement of clinical and professional leaders • Be developed around workforce competencies, career pathways and the Knowledge & Skills Framework • Be regulated and accredited within new arrangements • Be involved directly in the development of roles 12 Measuring Effectiveness of the Agreement A rebalance of community services is dependent upon the successful implementation of the schemes outlined within this Agreement. Accountability for delivery with partner organisations, thus maintaining the Agreement will occur through the Caerphilly Health Social Care & Well-Being Partnership and Local Service Board. APPENDIX 1‌ COMMUNITY PARTNERSHIP AGREEMENT Task and Finish Group Terms of Reference BACKGROUND Making the Connections: Delivering Beyond Boundaries, Designed for Life, Xxxxxxx Review and Fulfilled Lives Supportive Communities all identify the need to strengthen and closely align commissioning arrangements across the sectors. On 30th March 2007 the Welsh Assembly Government issued the Welsh Health Circular (2007) 023 – NHS Commissioning Guidance. The guidance notably sets out the need for local partners to capitalise on their co-terminosity to better plan and deliver services, achieve the potential gains from pooling funds and sovereignty.
Sample 1
Workforce Redesign. Expected outcomes o Implementation of the career framework includes a sustainable nursing workforce structure including: Ð Design of second tier workforce(s) supporting registered nurses Timeframe: July 2008 Ð Design of advanced nursing practice roles Timeframe: July 2009 o 90% uptake of DHB PDRP by registered nurses employed in DHB provider arms Timeframe: July 2009
Sample 1

Related to Workforce Redesign

  • WORKFORCE REDUCTION In the event that funding reductions or shortfalls in funding occur in a department or are expected, which may result in layoffs, the department will notify the union and take the following actions:

  • Workforce A. The Contractor shall employ only orderly and competent workers, skilled in the performance of the services which they will perform under the Contract.

  • MANAGEMENT GRIEVANCES 8.01 It is understood that the Management may at any time file a grievance with the staff representative of the Union and request a meeting with him to discuss any complaint with respect to the conduct of the Union, its officers or committee member, in its relationships with the Company or other employees or with respect to any complaint that there has been a violation of any contractual obligation undertaken by the Union, and that if such grievance by the Management is not settled to the mutual satisfaction of the conferring parties it may be referred to arbitration as set forth in Article VII above.

  • Management Grievance The Employer may initiate a grievance at Step 3 of the grievance procedure by the Employer or designate presenting the grievance to the President of the Union or designate. Time limits and process are identical to a union grievance.

  • FLORIDA CONVICTED/SUSPENDED/DISCRIMINATORY COMPLAINTS By submission of an offer, the respondent affirms that it is not currently listed in the Florida Department of Management Services Convicted/Suspended/Discriminatory Complaint Vendor List.

  • Reduction in Force and Recall In the event a RIF (reduction in force) is necessary, any employee who is laid off and is a member of the retirement plan may withdraw the employee's total contribution without forfeiture of the employee's vested portion of the City's contribution. The vested portion of the City's contribution must remain in the employee's account with the carrier of the retirement plan or roll that vested portion over into an authorized XXX plan.

  • Grievance on Layoffs and Recalls Grievances concerning layoff and recalls must be initiated at Step 2 of the grievance procedure.

  • Public Procurement 1. The Parties consider the liberalization of their respective public procurement markets as an objective of this Agreement.

  • DISADVANTAGED BUSINESS ENTERPRISE OR HISTORICALLY UNDERUTILIZED BUSINESS REQUIREMENTS The Engineer agrees to comply with the requirements set forth in Attachment H, Disadvantaged Business Enterprise or Historically Underutilized Business Subcontracting Plan Requirements with an assigned goal or a zero goal, as determined by the State.

  • Other Methods of Procurement of Consultants’ Services The following table specifies methods of procurement, other than Quality and Cost-based Selection, which may be used for consultants’ services. The Procurement Plan shall specify the circumstances under which such methods may be used. Procurement Method

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