Human Resources and Staff Management Sample Clauses

Human Resources and Staff Management. All Plan projects in the East program area work as a program team with communities and other partners. Plan Program activities in the East program area include HACI, Child Survival, WATSAN, Rights of the Child, Sponsorship, Learning, Habitat, and Livelihood. These activities are coordinated by Plan staff in various areas, with Domain Specialists coming from Yaounde Country Office to provide specific training for technical support to the field program staff, and training for CBO leadership, who then do TOT for their CBO members. Supervision of CBOs is done by Plan field staff periodically as needed depending upon the specific activities being done in the field. Plan ensures that all essential personnel policies and procedures are in place for every provincial office and in all projects. While the CS project will end imminently, Plan will remain in the project area as they currently have several other programs that will continue into the future. Therefore, in future projects, all Plan field staff should be actively aware of all Plan projects and their activities in order to be able to effectively follow up with communities when they are in the field, and particularly when one project ends and the community raises questions about continuing project activities. This has become an issue with the current CS project. At the same time, staff workload should be periodically reviewed to ensure that there is equity, and that staff do not become overwhelmed with too much work. For example, the M & E staff person for the CS project was taken away from the data system part time to do training of the COSA and CBO in the field while he remained accountable for a full time M & E position. Also, the nine health promoters covered 35 villages each on a monthly basis, ensuring supervision of COSAs, CBOs, and home visits, facilitating outreach activities, health education sessions, and meetings, and participating in trainings and data collection activities, which they admitted was humanly impossible to do. Many of the other project staff also felt overwhelmed with their workload, and that they could not do it all well, so they did all of it at less quality because they felt spread too thin on the ground. The project coordinator stated he had an open door policy throughout the life of the project however, his “top-down management style” prevented many staff members from feeling comfortable approaching him. The staff reported that they helped each other in the field in order to g...
Sample 1
Human Resources and Staff Management. The CSP got off to a late start, the IEF Project Advisor was not in place until 2/00. CSP field staff are permanent CEPAC staff so they were able to immediately come on board, but lacked leadership in getting the project going. Stability in the staff has been good until recently, in 5/01 the CEPAC Health Co-Manager left the project and as of 10/01 the IEF Project Advisor resigned. These changes always effect project implementation, even though the IEF position was rapidly filled and trained. XXXXX does not plan to replace the Co-Manager position, they feel the job responsibilities can be absorbed by other staff. The relationship between IEF and CEPAC staff is positive and in general staff morale is high and job satisfaction good. How the roles and responsibilities for the project are divided between CEPAC and IEF needs to be reanalyzed due to the change in IEF Bolivia Advisor position. There is quite a bit of difference between the type of technical expertise offered by the previous Advisor and the skills of the new one. CEPAC and IEF should review the budget and weaknesses identified in the MTE and quickly make some decisions on staffing for the next 2 years. Program implementation is weakened by lack of sufficient field staff to carry out project activities. The position of Project Assistant had been vacant during the two years of the project, except for a three month period. The project assistant position was originally intended to work into the Project Advisor position, replacing an expatriate with a Bolivian national. This has already been accomplished. The position of Project Assistant should be reviewed based on the needs of the CSP for the next two years. A part-time Administrative Assistant/Secretary position, which could provide much needed logistical and secretarial support to the CSP should be considered. The IEF country representative receives $12,000 (20% of $60,000 salary) annually from the CSP while offering little support to the project. Due to geographical distance and lack of knowledge of public health and/or CS experience the impact of this position on the CSP is minimal. While IEF’s long term strategy for providing eye care services and establishing a presence in Bolivia is positive, the CSP should not suffer from lack of adequate staffing to achieve that institutional goal. A serious revision of staff positions paid for with CSP funds needs to be made, especially for IEF staff. This should include a revision of roles and responsibilit...
Sample 1
Human Resources and Staff Management. Essential personnel policies and procedures have been established in the Area Health Centers of Carabuco, Ancoraimes and Puerto Xxxxxx. Salary incentives are provided by CSRA to motivate MOH staff to incorporate specific activities related to the census-based, impact-oriented (CBIO) approach. Although a good working relationship exists between CSRA and MOH staff in Puerto Xxxxxx and Ancoraimes, this was not the case in Carabuco at the time of the final evaluation. Since the MOH has the option of choosing the Area Health Director, this individual may or may not be interested in the CS Project approach. Interviews during the final evaluation showed that in the two Health Centers where cohesion and a shared vision exist, both MOH and CSRA staff stated “WE ARE ONE FAMILY”. This statement is most impressive and shows how people can be united around a goal that transcends individual agendas. Except for the situation in Carabuco, where two successive Area Health Directors have not embraced the CS Project goals, staff turnover has not been a problem. CSRA has made efforts to assure employment for CS Project staff after grant funding ends, particularly in Carabuco and Ancoraimes. Several salaried slots have been created over the past 2-3 years, which have provided employment for former CSRA personnel.
Sample 1
Human Resources and Staff Management a. Personnel policies and procedures of the grantee and partner organizations to continue program operations that are intended to be sustainable b. Morale, cohesion and working relationships of program personnel and how this affected program implementation. c. Level of staff turnover throughout the life of the program, and the impact it has had on program implementation. d. Plans to facilitate staff transition to other paying jobs at the end of the program
Sample 1
Human Resources and Staff Management. Strengths
Sample 1
Human Resources and Staff Management. The most significant change since the MTR is the discontinuation of the annual personnel performance appraisal or review. This is now done in group settings where there is no direct feedback on performance to staff members and no opportunity to discuss short- and long-term personal and career goals. Several employees expressed the view that the old system would be preferred as it was more personal and done specifically. The reason given for dropping this exercise is the time required and the many demands of the project. It was simply a matter of not having sufficient time. Other than faculty members, staff work on one-year contracts. Although there are no performance reviews, staff performance is monitored and if a person’s work is judged to be unsatisfactory, they are given contracts for a shorter period, anywhere from one to six months. It is a form of probation. If their performance does not improve, they are either asked to resign or their contract is not extended. All staff, regardless of position or performance, receive a 9% annual salary increment. No one seemed to be concerned that that was below the current inflation rate. There have been significant staff turnover and position vacancies during the course of CLICS. For example, the position of Project Coordinator was vacant for a year. As mentioned in the MTR, the Project Officer for BCC was not filled for three years. In addition, the MIS Officer left the project after less than two years. This did not seem to negatively impact the project although it was one of the factors that contributed to under spending of the project budget. The staff is confident of their abilities, qualifications and employability. They believe they are better qualified now after having had the experience of working in CLICS and after CLICS they will be employed in another MGIMS project or, if necessary find a good position elsewhere since having worked at MGIMS will give them good standing.
Sample 1
Human Resources and Staff Management. Some complaints were made in terms of lack of communication related to the management of human resources in the prior CS-12 project. For example some people being fired without notice and just plainly disappearing from the office with no chance to bid farewell. This makes the staff uneasy and fearful that they would be next ones. They understand they are under contract and that their terms are finite, but feel unstable during the contract period. Technical staff turnover has been low in CS-16. No staff has left the program so far and another trainer joined the NV team two months ago. The greater challenge has been recruitment at appropriate skill level. Usually when a contract ends the staff is given opportunities to apply for positions in a new project if one is to come. Otherwise they will engage in other projects or other NGOs given their training, skills and experience. Going back to work in MOH was not mentioned as an option. We were told that all staff has job descriptions, although we did not see them. However due to the performance of certain elements, for example the district directors, there is a need to make sure the job descriptions are detailed enough to ensure their performance. The new director should understand the need to travel monthly to and work in each of the districts, in order to accomplish transfer of management skills and data analysis and lay the groundwork for sustainability. The technical staff is cohesive, committed and enjoy their work. They are very much engaged in the activities and truly believe on what they are doing. All are skilled in their dealings with the community and easily establish rapport with them. They feel the need for leadership especially since the Program Manager left two weeks prior to the evaluation. The relationships with district and CLCS members is excellent and that impacts positively the program and on the organization. They seemed to quickly absorb more new skills and perform better when they have direct guidelines. The ability to work independently can be build over time if they are given proper responsibilities.
Sample 1

Related to Human Resources and Staff Management

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  • Executive Management The Contractor agrees to have an executive management function with clear authority over all the administrative functions noted herein.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity 1.1.02 Identify at least one individual to act as the program contact in the following areas: 1. Immunization Program Manager;

  • General Manager Secondary Contact Email Secondary Contact Phone Secondary Contact Fax Secondary Contact Mobile 1 Administration Fee Contact Name Administration Fee Contact Email 1 9 Administration Fee Contact Phone 2 0

  • FUND ADMINISTRATION SERVICES BNY Mellon shall provide the following fund administration services for each Fund, Series and class:  Calculate Fund approved income and per share amounts required for periodic distributions to be made by the applicable Fund, Series or class;  Coordinate a Fund’s annual audit and respond timely and completely to related requests;  Cooperate with each Fund’s independent auditors;  Supply various normal and customary portfolio and Fund statistical data as requested on an ongoing basis; and  If the chief executive officer or chief financial officer of a Fund is required to provide a certification as part of the Fund’s Form N-Q or Form N-CSR filing pursuant to regulations promulgated by the SEC under Section 302 of the Xxxxxxxx-Xxxxx Act of 2002, provide a sub-certification in support of certain matters set forth in the aforementioned certification. Such sub-certification is to be in such form and relating to such matters as reasonably agreed to by BNY Mellon in advance. BNY Mellon shall be required to provide the sub-certification only during the term of this Agreement with respect to the applicable Fund or Series and only if it receives such cooperation as it may request to perform its investigations with respect to the sub-certification. For clarity, the sub-certification is not itself a certification under the Xxxxxxxx-Xxxxx Act of 2002 or under any other law, rule or regulation. BNY Mellon shall provide the following regulatory administration services for each Fund and Series:  Assist the Fund in responding to SEC examination requests by providing requested documents in the possession of BNY Mellon that are on the SEC examination request list and by making employees responsible for providing services available to regulatory authorities having jurisdiction over the performance of such services as may be required or reasonably requested by such regulatory authorities;  Assist with and/or coordinate such other filings, notices and regulatory matters and other due diligence requests or requests for proposal on such terms and conditions as BNY Mellon and the applicable Fund on behalf of itself and its Series may mutually agree upon in writing from time to time; and

  • Information Management Information and Records

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

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  • President and Vice Presidents The president shall be the chief executive officer of the Trust. The president shall, subject to the control of the Trustees, have general charge and supervision of the business of the Trust. Any vice president shall have such duties and powers as shall be designated from time to time by the Trustees.

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