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 Adjustment (a) The Parties recognize that workforce adjustment may be necessary due to the elimination of positions resulting from a reduction in the amount of work required to be done by the Commission, reorganization or program termination.

  • TEACHING FACILITIES 4.1 The Board agrees to maintain health and safety conditions at each school site in compliance with applicable statutes and/or regulations. Teachers shall not be required to work under unsafe conditions as determined by proper regulatory authority.

  • 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.

  • REDUCTION IN WORKFORCE 16.01 The employer will layoff employees in reverse order of seniority within the classification provided those retained have the ability to do the work. No new employee will be hired until all those qualified employees with recall rights have been given the opportunity to return to work and have failed to do so.

  • Workforce Development MPC’s technical training program is having a major impact in the region. Online modules, short courses, webinars, and on site/videoconferencing events are reaching state and local transportation department employees and tribal transportation planners. By harnessing the capabilities of the four LTAP centers located at the MPC universities and the multimedia capabilities of the Transportation Learning Network (which was founded and is partly funded by MPC) more than 76 technical training events were offered in the second half of 2015. These training modules and short courses are critical to transportation agencies that need to improve or renew the skills of engineering technicians and other frontline workers. Many MPC courses or training events result in the certification of workers. Even when certification is not required, TLN’s online learning management systems allow employees and employers to set learning goals and monitor progress towards these goals. MPC is making another major impact in workforce development. Altogether, 57 graduate students are working on MPC research projects under the tutelage of faculty researchers. These graduate students represent the researchers and technical analysts of tomorrow. Without the MPC program and the stipend funds that it provides, these students may not be specializing in transportation; but, instead would be seeking career opportunities in other fields. The MPC research program allows faculty to mentor graduate students while allowing the students to work on projects for federal and state transportation agencies—thereby, gaining valuable practical experience.

  • Rate Redetermination after Catastro- phic Damage In event of Catastrophic Damage and ad- justment, if any, of Included Timber, Contracting Officer shall make an appraisal to determine for each species the catastrophe-caused difference between the appraised unit value of Included Timber remaining immediately prior to the catastrophe and the appraised unit value of existing and potential Included Timber immediately after the ca- tastrophe. Included Timber is any that would not be elimi- nated under B8.32. Potential Included Timber is any that would be added under B8.32. Tentative Rates and Flat Rates in effect at the time of catastrophe shall be adjusted by said differences to be- come the redetermined rates for the purpose of a contract modification under B8.32. Accordingly, Base Rates shall be adjusted to correspond to the redetermined rates if redetermined rates are less than the original Base Rates, subject to new Base Rate limitations of 25 cents per hun- dred cubic feet or equivalent. However, existing Base In- dices shall not be changed under this Subsection. Upon agreement under B8.32, redetermined rates and Required Deposits shall be considered established under B3.1 for timber Scaled subsequent to Catastrophic Damage. At time of such appraisal, Specified Road construc- tion cost shall include the estimated cost of any construc- tion work listed in the Schedule of Items performed and abandoned.

  • Teaching Loads The range of teaching loads, number of preparations and number of pupil contacts required should provide for effective instruction and meaningful teacher-student interaction. DPS and the Association agree to work together to seek increased state funding to decrease class size. The principal shall report to the CSC, after the roster verification process, the number of students in each class and this will be published in the CSC minutes on the school’s website. For the purposes of this section, a “class” shall be defined as any general education, including electives and model one classes. Upon request, after the roster verification process, the District shall provide the Association with the student information management system data regarding class enrollment.

  • Reduction in Force Procedure Should a situation arise which could result in a layoff of Faculty Members, the District shall provide the Federation with a written statement of the basis for the decision with supporting data and projected reductions that may be needed. Upon the request of either party, the District and the Federation shall meet promptly to discuss the impact of such action and any possible alternative courses of action. In the case of a reduction in force, the District shall notify the Federation in writing of the names of all Faculty Members to be laid off. This notice shall be given simultaneously with notification to the affected Faculty Members. This procedure shall also include all notifications of re-employment following a layoff.

  • 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.

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