EXTERNAL TRAINING AND DEVELOPMENT Sample Clauses

EXTERNAL TRAINING AND DEVELOPMENT. In certain circumstances the BBC will contribute towards the cost of external training or development to aid a Player’s musical advancement. The main condition for eligibility for training or development is that the activity must be of benefit to the BBC because it is relevant to a Player’s current role. Assistance may also be provided in cases where it is relevant to a post which the Player is likely to hold in the foreseeable future. Assistance will not be given for courses related to vague prospects or for general educational courses at degree or other levels. Typical activities include: • Lessons • Posture control and correction (e.g. physiotherapy) • Masterclasses • Self-development • Alexander Technique • Team building Financial assistance will only be given with the Orchestra Manager’s approval and in some cases may only be a partial contribution to the cost of the training or development. Players who wish to request assistance should apply to their Orchestra Manager. Applications should be made in advance because retrospective approval will not normally be given. The BBC will pay the fees either directly to the Player on production of a receipt (if this has been agreed in advance with the Orchestra Manager) or directly to the training provider on production of a valid invoice which must contain the following details: • Player’s name • Orchestra’s name (e.g. BBC National Orchestra of Wales) • the type and dates of the training • whether the provider of the training is VAT registered or not. The Instrument Maintenance Allowance and External Training and Development Allowance can be claimed for either or both uses by each Player with the claim(s) being allowed up to £1000 (or pro-rata for part-time Players) in any one year. This is subject to submission of a valid receipt for each item of expenditure. The new combined allowance will align with the financial year effective 1st April 2022. Unused allowances cannot be rolled over into a future financial year.
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EXTERNAL TRAINING AND DEVELOPMENT. In certain circumstances the BBC will contribute towards the cost of external training or development to aid a Xxxxxx’s musical advancement. The main condition for eligibility for training or development is that the activity must be of benefit to the BBC because it is relevant to a Singer’s current role. Assistance may also be provided in cases where it is relevant to a post which the Singer is likely to hold in the foreseeable future. Assistance will not be given for courses related to vague prospects or for general educational courses at degree or other levels. Typical activities include: • Lessons • Posture control and correction (e.g. physiotherapy) • Masterclasses • Self-development • Alexander Technique • Team building Financial assistance will only be given with the Choral Manager’s approval and in some cases may only be a partial contribution to the cost of the training or development. Singers who wish to request assistance should apply to the Choral Manager. Applications should be made in advance because retrospective approval will not normally be given. Each Singer can claim financial assistance of up to £800 (or pro-rata for part- time Singers) in any one year, subject to submission of a valid receipt for each item of expenditure. The BBC will pay the fees directly to the Singer on production of a receipt via the BBC’s expenses system Concur.
Sample 1Sample 2
EXTERNAL TRAINING AND DEVELOPMENT. In certain circumstances the BBC will contribute towards the cost of external training or development to aid a player’s musical advancement. The main condition for eligibility for training or development is that the activity must be of benefit to the BBC because it is relevant to a player’s current role. Assistance may also be provided in cases where it is relevant to a post which the player is likely to hold in the foreseeable future. Assistance will not be given for courses related to vague prospects or for general educational courses at degree or other levels. Typical activities include:  Lessons  Posture control and correction ( e.g. physiotherapy)  Masterclasses  Self development  Alexander Technique  Team building Financial assistance will only be given with the Orchestra Manager’s approval and in some cases may only be a partial contribution to the cost of the training or development. Players who wish to request assistance should apply to their Orchestra Manager. Applications should be made in advance because retrospective approval will not normally be given. The BBC will pay the fees either direct to the player on production of a receipt (if this has been agreed in advance with the manager) or direct to the training provider on production of a bona fide invoice which must contain the following details: 1. Your name 2. Your Orchestra’s name (e.g. BBC National Orchestra of Wales) 3. The type and dates of the training 4. Whether the provider of the training is VAT registered or not.
Sample 1
EXTERNAL TRAINING AND DEVELOPMENT. In certain circumstances the BBC will contribute towards the cost of external training or development to aid a singer’s advancement. The main condition for eligibility for training or development is that the activity must be of benefit to the BBC because it is relevant to a singer’s current role. Assistance may also be provided in cases where it is relevant to a post which the singer is likely to hold in the foreseeable future. Assistance will not be given for courses related to vague prospects or for general educational courses at degree or other levels. Typical activities include:  Lessons  Posture control and correction ( e.g. physiotherapy)  Masterclasses  Self development  Alexander Technique  Team building Financial assistance will only be given with the Manager’s approval and in some cases may only be a partial contribution to the cost of the training or development. Singers who wish to request assistance should apply to their Manager. Applications should be made in advance because retrospective approval will not normally be given. The BBC will pay the fees either direct to the singer on production of a receipt (if this has been agreed in advance with the manager) or direct to the training provider on production of a bona fide invoice which must contain the following details: 1. Your name 2. Member of BBC Singers 3. The type and dates of the training 4. Whether the provider of the training is VAT registered or not.
Sample 1

Related to EXTERNAL TRAINING AND DEVELOPMENT

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Training and Professional Development 11.1 The Employer will develop and maintain an employee training and development plan and provide such plan to the Union upon request. Staff training is intended to provide an opportunity for classified staff employees for training sponsored by the University Training and Development and the UW Medical Centers Organizational Development and Training. Education/Professional Leave is intended to facilitate employee access to continuing education opportunities. Training and educational/professional leave may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing staff for greater responsibility, or increasing promotional opportunities within the framework of staff positions available at the University. 11.2 Any release time for training for employees accepted for such classes shall be in accordance with the Executive Order (currently No. 52) governing this matter. In the event that two or more employees request the same training period and supervision must limit the number of persons who may participate at one time due to work requirements, the selection will be made on a mutually agreeable basis within the department. 11.3 The training program is a proper subject for discussion by either departmental or University-wide Joint Union/Management Committees. 11.4 If the Employer requires an employee to receive training, reimbursement will be provided in accordance with the University travel rules. Employee attendance at Employer required training, either during or outside working hours, will be considered time worked and compensated in accordance with the provisions of this Agreement. 11.5 Employee attendance at training not required by the Employer and not covered by Executive Order 52, either on approved leave from or outside of working hours, will be voluntary and not considered time worked.

  • Job Development ‌ a. Does the district conduct or access job development services to expand job opportunities for TA and SNAP participants? Yes No If Yes, select how the district participates in job development activities. District staff contacts employers to solicit jobs for TA and SNAP Participants. Describe below how this is done, including number of staff, frequency of contacts, etc. Self Sufficiency Supervisory Staff members promote the hiring of Temporary Assistance clients through the use of the Transitional Employment Advancement Program (TEAP). MCDSS offers periodic job interviews with 60 - 75 TA recipients (concentrating on the Safety Net Singles) to fill vacant positions with companies who may participate with TEAP or OJT. Daily, job openings are received from area employers and reviewed by the Self Sufficiency staff for possible applicant matching. All jobs are posted in our waiting rooms, handed out at our front windows, given during recertification interviews or employment assessments for clients and applicants to review and submit applications to. To find additional employers, intranet searches of employment web sites, phone calls, cold calls, and mailings are made to employers in the area to explain the TEAP and OJT contracts along with information about Tax Incentives. Self Sufficiency staff also attend Job Fairs, as they arise to speak with employers and discuss the benefits of hiring a client currently on Public Assistance. Individuals that are eligible for TEAP or OJT are also given a TEAP brochure and OJT literature to use to advise potential employers that they are eligible for TEAP or OJT if they are hired. The Employment Coordinator receives notifications of job postings from various Monroe County vendors, we then try to match clients with these positions. MCDSS screens recipients for job skills matching current openings at an employer. MCDSS then schedules recipients to come to office and have a job interview here in the building. We assist with online application filing and interview preparation before the interview is conducted with the employer. MCDSS receives notifications of community job fairs and advises employable individuals to attend. MCDSS is able to have a sign in table at these events and are able to mentor individuals and offer support during the fair. District contracts or has an agreement with another agency to contact employers and solicit jobs for TA and/or SNAP participants. Describe below how this is done, including number of staff, frequency of contacts, etc. RochesterWorks, Inc. - There are 3 full-time staff dedicated to employer outreach on the RochesterWorks Business Services team. Outreach is done on a daily basis in a variety of ways such as through daily job posts on behalf of business, presentations to business/industry associations and groups like the local Xxxxxxxx of Commerce, Pro-ROC (Professional Recruiters of Rochester) and other networks; one-on-one meetings at employers’ worksites, virtually, over the phone or via email; virtual and in-person recruitment events; and monthly business newsletters. RochesterWorks also engages employers referred by our local county Economic Development Department as well as the Department of Labor, to promote and connect job seekers with hiring companies. In addition to free job posting, recruitment events, and promotion, RochesterWorks offers work-based training grants in the form of On-the-Job Training (partial wage subsidy) and Transitional Jobs (fully subsidized). Career Systems currently refers Job Seekers from a number of programs to area job fairs. They will continue this and consider a referral to a job fair to be equivalent to a referral to potential employment; it will be a condition of continued eligibility for the program. They will facilitate, monitor and report this attendance and participation. Career Systems will also develop relationships with hiring agencies that will allow groups of participants to be interviews at the job site. Career Systems staff will facilitate, monitor and report attendance at these functions.

  • Training and Promotion a. The contractor will assist in locating, qualifying, and increasing the skills of minorities and women who are applicants for employment or current employees. Such efforts should be aimed at developing full journey level status employees in the type of trade or job classification involved. b. Consistent with the contractor's work force requirements and as permissible under Federal and State regulations, the contractor shall make full use of training programs, i.e., apprenticeship, and on-the-job training programs for the geographical area of contract performance. In the event a special provision for training is provided under this contract, this subparagraph will be superseded as indicated in the special provision. The contracting agency may reserve training positions for persons who receive welfare assistance in accordance with 23 U.S.C. 140(a). c. The contractor will advise employees and applicants for employment of available training programs and entrance requirements for each. d. The contractor will periodically review the training and promotion potential of employees who are minorities and women and will encourage eligible employees to apply for such training and promotion.

  • Training and Education SECTION 1 – Law Enforcement Supervisors’ Training

  • Skills Development The Company acknowledges the changing pace of technology in the electrical contracting industry and the need for employees to understand those changes and have the necessary skill requirements to keep the Company at the forefront of the industry. The Parties to this Agreement recognise that in order to increase the efficiency, productivity and competitiveness of the Company, a commitment to training and skill development is required. Accordingly, the parties commit themselves to: i) Developing a more highly skilled and flexible workforce. ii) Providing employees with career opportunities through appropriate training to acquire the additional skills as required by the Company. Taking into account; The current and future skill needs of the Company. The size, structure and nature of the Company. The need to develop vocational skills relevant to the Company and the Electrical Contracting Industry. Where, by agreement between the employee and employer, an employee undertakes training providing skills, which are not a company specific requirement, any time spent in the completion of this training shall be unpaid.

  • Staff Development ‌ The County and the Association agree that the County retains full authority to determine training needs, resources that can be made available, and the method of payment for training authorized by the County. Nothing in this subsection shall preclude the right of an employee to request specific training.

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • Training and Orientation (a) No employee shall be required to work on any job or operate any piece of equipment until he/she has received proper training and instruction. (b) The Employer shall provide sufficient and adequate training and/or orientation to any employee working in a new or unfamiliar work area or position.

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