DAILY STAFFING Sample Clauses

DAILY STAFFING. Section 1. Daily staffing levels for units assigned to the emergency services division of the department shall be maintained as outlined in MP 209.20 (11/12) and MP 901.16 (7/28/16), which are incorporated herein by this reference.
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DAILY STAFFING. ARTICLE 16. ON-CALL(TA 6.23.20)..........................................................................................
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DAILY STAFFING. The Union and the City agree that firefighter safety is of utmost importance in the performance of the duties of the Department. It is also recognized that the effectiveness of emergency response is dependent upon the number of firefighters committed to the mitigation of the community emergencies within the scope of the Wichita Fire Department strategic plan. Therefore, to ensure safety and effectiveness, the daily recommended staffing level for the City of Wichita shall be a minimum of 117 emergency response personnel. Emergency response personnel are positions require to respond for the proper mitigation of an emergency incident including:, Battalion Chief, Safety Officer, Captain, Lieutenant, Firefighter and other twenty-four hour emergency response personnel. Furthermore, it is understood that the minimum staff or apparatus will be maintained at Engine/Xxxxx/Truck-three persons, and Squads- two persons. Fire Stations operating with one Engine or Xxxxx unit permanently assigned to a one unit station location will be maintained with four personnel. Unavoidable factors such as unscheduled leave, sick leave or personal vacation leave may result in daily staffing levels exceeding or falling below the level of 117 during the course of a duty shift. Nothing in this Article or Agreement shall be interpreted as requiring certain minimum staffing levels, requiring the assignment of specific personnel or removing the sole authority of management to determine staffing levels. Hiring off duty personnel to achieve daily staffing levels is not considered emergency call back as outlined in Article 7,G.
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DAILY STAFFING. Assignment of personnel needed to staff all primary response apparatus on a daily basis.
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DAILY STAFFING. 1. Battalion Headquarters (BHQ) staff will hire members according to classification and certification to ensure full staffing of the on‐duty suppression force.
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DAILY STAFFING. A. The number of members assigned to each shift will not fall below the current level, which is eighteen (18). Nothing herein precludes the City from increasing minimum assigned strength above eighteen (18). The number of on-duty members of the bargaining Unit available for emergency response each shift shall not be less than fourteen (14) unless the city is unable to fill vacant positions through normal means as described in Article IX, Section 1. Members outside of the bargaining unit shall not be counted in the minimum staffing totals. The minimum complement of personnel will initially be three (3) captains, three (3) engineers, two (2) fire fighter paramedics and any combination of firefighter/paramedic (including the EMS LieutenantEMS Lieutenant) and firefighter/EMT, as determined by the City, for a total of 9 additional positions
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DAILY STAFFING. Applying the N/MHPPD staffing model to occupied beds The staffing methodology used shall be consistent with the principle of ensuring the number of nurses/midwives available to work is commensurate with the number of patients requiring care, and their care needs. Average occupancy may not reflect variations in patient numbers. The N/MUM (or equivalent) will monitor staffing regularly to ensure that the N/MHPPD or ratio is balanced over the relevant period, taking into account occupancy and/or acuity and/or skill mix. Managing demand Appropriate staffing will be provided to meet patient demand. When, on a shift, the N/MUM (or delegate) considers that patient care needs cannot be sufficiently met from the nurses/midwives immediately available and the N/MUM (or delegate) considers additional nursing/midwifery hours should be provided in order to meet clinical needs, the N/MUM (or delegate) will inform the appropriate Nurse Manager/Nursing Director who, together with the N/MUM, will consider a solution in line with local escalation processes, such as following options: • Reallocation of patients • Prioritisation of nursing/midwifery activities within the patient care area • Deployment of nurses/midwives from/to other patient care areas • Additional hours for part time staff • Overtime • Engagement of casual/agency nursing staff Where sufficient nursing/midwifery staff are not available, the N/MUM (or equivalent) may, with approval from the DON/M (or delegate) limit admissions when discharges occur from the patient care area. Such approval will not unreasonably be withheld. Where demand requires fewer staff, staffing may be reduced and/or redeployed to another patient care area, subject to compliance with relevant Award provisions or an individual’s employment contract.
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DAILY STAFFING 
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Related to DAILY STAFFING

  • Staffing Consultant will designate in writing to Authority its representative, and the manner in which it will provide staff support for the project, which must be approved by Authority. Consultant must notify Authority’s Contract Representative of any change in personnel assigned to perform work under this Contract, and the Authority’s Contract Representative has the right to reject the person or persons assigned to fill the position or positions. The Authority’s Contract Representative shall also have the right to require the removal of the Consultant’s previously assigned personnel, including Consultant’s representative, provided sufficient cause for such removal exists. The criteria for requesting removal of an individual will be based on, but not limited to, the following: technical incompetence, inability to meet the position’s qualifications, failure to perform, poor attendance, ethics violation, unsafe work habits, or damage to Authority or other property. Upon notice for removal, Consultant shall replace such personnel with personnel substantially equal in ability and qualifications for the positions and shall submit the proposed replacement personnel qualification and abilities to the Authority, in writing, for approval.

  • Minimum Staffing The Employer agrees to employ sufficient registered staff and health care aides/ Personal Support Workers to meet the staffing needs that may be set from time to time by statute and/or regulation. In the event that there is insufficient staffing to meet this undertaking, the Employer will post vacancies so that any unmet care undertaking will be satisfied.

  • CLASS SIZE/STAFFING LEVELS The board will make every effort to limit FDK/Grade 1 split grades where feasible. APPENDIX A – RETIREMENT GRATUITIES

  • Key Staff The Contractor shall employ the key staff members listed below. The State requires the Contractor to have key staff members dedicated full-time to the Contractor’s Indiana Medicaid product lines. In some instances key staff must be dedicated to Hoosier Healthwise. Contractor must employ sufficient staff to achieve compliance with contractual requirements and performance metrics. The Contractor shall have an office in the State of Indiana from which, at a minimum, key staff members physically perform the majority of their daily duties and responsibilities, and a major portion of the Contractor’s operations take place. The Contractor shall be responsible for all costs related to securing and maintaining the facility for interim start-up support and the subsequent operational facility. Upon award of the Contract, the Contractor shall deliver the final staffing plan within thirty (30) calendar days after notice of award; such plan will include a resume for each proposed key staff person outlined below for acceptance by FSSA. FSSA reserves the right to approve or disapprove all initial and replacement key staff prior to their assignment to Hoosier Healthwise FSSA shall have the right to require that the Contractor remove any individual (whether or not key staff) from assignment to the program. The Contractor shall ensure the location of any staff or operational functions outside of the State of Indiana does not compromise the delivery of integrated services and the seamless experience for members and providers. The Contractor shall be responsible for ensuring all staff functions conducted outside of the State of Indiana are readily reportable to OMPP at all times to ensure such locations does not hinder the State’s ability to monitor the Contractor’s performance and compliance with Contract requirements. Indiana-based staff shall maintain a full understanding of the operations conducted outside of the State of Indiana, and must be prepared to discuss these operations with OMPP upon request, including during unannounced OMPP site visits. Except in the circumstance of the unforeseeable loss of a key staff member’s services, the Contractor shall provide written notification to OMPP of anticipated vacancies of key staff within five (5) business days of receiving the key staff person’s notice to terminate employment or five (5) business days before the vacancy occurs, whichever occurs first. At that time, the Contractor shall present OMPP with an interim plan to cover the responsibilities created by the key staff vacancy. Likewise, the Contractor shall notify OMPP in writing within five (5) business days after a candidate’s acceptance to fill a key staff position or five (5) business days prior to the candidate’s start date, whichever occurs first. In addition to attendance at vendor meetings, all key staff must be accessible to OMPP and its other program subcontractors via telephone, voicemail and electronic mail systems. As part of its annual and quarterly reporting, the Contractor must submit to OMPP an updated organizational chart including e- mail addresses and phone numbers for key staff. OMPP reserves the right to interview any prospective candidate and/or approve or deny the individuals filling the key staff positions set forth below. OMPP also reserves the right to require a change in key staff as part of a corrective action plan should performance concerns be identified. The key staff positions include, but are not limited to: Chief Executive Officer – The Chief Executive Officer or Executive Director has full and final responsibility for plan management and compliance with all provisions of the Contract.

  • Project Management Services Contractor shall provide business analysis and project management services necessary to ensure technical projects successfully meet the objectives for which they were undertaken. Following are characteristics of this Service:

  • Utilization Management Contractor shall maintain a utilization management program that complies with applicable laws, rules and regulations, including Health and Safety Code § 1367.01 and other requirements established by the applicable State Regulators responsible for oversight of Contractor.

  • Financial Management Services ‌ Definition: Financial Management Services includes the planning, directing, monitoring, organizing, and controlling of the monetary resources of an organization. Examples: Service areas that are included under the Financial Management Services discipline include, but are not limited to the following:

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

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