Human Resources and Staff Management Sample Clauses

Human Resources and Staff Management. The CS team is made up of 14 health post managers, 7 CARE Extensionists, 1 CARE CS Specialist, 1 CARE Project Manager, plus the MOH Municipal Management Team (6 members: Director, Sub-Director, Education Specialist, Integrated Health Specialist, Head of Nursing, and the Health Educator). CARE CS staff participates in the Municipal Technical Board and have assisted the MOH to improve the efficiency of board meetings including the preparation of an agenda, problem analysis, definition of plans, and determination of the responsibilities of each person. The improvement in the meeting methodology helped the MOH to assume a stronger leadership role in the municipality. The following mechanisms are in place to assure the continuation of CS activities after the project ends: the MOH supervision system has been improved an is functioning smoothly; there are strong links between Health Posts and communities assuring supervision of CHWs and community health activities; a Municipal Health Commission has been formed to xxxxxx collaboration among agencies; and the Municipal Technical Board oversees quality, coverage and expansion of basic preventive and curative health care. Motivation among both CARE and MOH staff is high. There is a sense of teamwork and self- motivation and commitment and dedication to the fieldwork. At the time of the MTE one Extensionist had left and 4 new people entered the project. A redistribution of communities was done to extend the Extensionist’s time per community. Other than this, there has been little rotation of personnel at CARE and hardly any rotation of staff at the Municipal MOH or at the Health Posts. The stability of staff has been a key factor in the success of the CS Project. Due to a physicians strike, the Municipal MOH named RANs as heads of Health Posts. The RAN is generally more permanent while the physicians rotate based on their obligatory service as part of their medical training. Currently 2 physicians and 12 nurses head the14 Health Posts. CARE is assisting project staff to locate other jobs, now that the CS Project is ending. All staff that could be relocated with other CARE projects has been reassigned. Training has been provided to staff in English and computer skills, which will enhance their opportunities for employment. The Human Resources Officer at CARE Managua gave a workshop to the staff on how prepare curriculum vitas and to do well during job interviews.

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.

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...

Human Resources and Staff Management. Strengths

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

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.

Related to Human Resources and Staff Management

General Management In the discharge of its general duty to manage the successful performance of the Services, Vendor shall: 3.2.1.1. within thirty (30) calendar days of the Effective Date, identify to Citizens the primary and secondary management contacts responsible for the oversight and management of Services for Citizens; 3.2.1.2. ensure Vendor Staff tasked with management and oversight of the Services are available promptly to perform Services during Business Hours; 3.2.1.3. ensure each assigned Adjuster submits a time record directly to Vendor’s manager or point of contact. At any time during this Agreement, Citizens may require copies of time records from Vendor; 3.2.1.4. ensure that no Vendor Staff carries a weapon on their person while performing Services; 3.2.1.5. ensure that no Vendor Staff uses impairing drugs, chemicals, or alcohol while performing Services; 3.2.1.6. ensure that Vendor Staff avoid using their duties and obligations under this Agreement to engage in any conduct that could create either an actual or perceived conflict of interest, such as due to an ongoing business relationship with an entity other than Citizens that would enable Vendor Staff to receive an improper benefit or unfair competitive advantage; 3.2.1.7. ensure that the Services comply with the Best Claims Practices & Estimating Guidelines as applicable to each Service Category and any other policies or processes set forth by Citizens, including but not limited to: a. monitoring applicable file production on a weekly basis to determine compliance with Citizens’ production requirements; and, b. providing detailed reports to Citizens related to Vendor performance upon request.
Executive Management The PH-MCO must include in its Executive Management structure: • A full-time Administrator with authority over the entire operation of the PH-MCO. • A full-time HealthChoices Program Manager to oversee the operation of the Agreement, if different than the Administrator. • A full-time Medical Director who is a current Pennsylvania-licensed physician. The Medical Director must be actively involved in all major clinical program components of the PH-MCO and directly participates in the oversight of the SNU, QM Department and UM Department. The Medical Director and his/her staff/consultant physicians must devote sufficient time to the PH-MCO to provide timely medical decisions, including after-hours consultation, as needed. • A full-time Pharmacy Director who is a current Pennsylvania-licensed pharmacist. The Pharmacy Director oversees the outpatient drug management and serves on the PH-MCO P&T Committee. • A Dental Director who is a current Pennsylvania-licensed Doctor of Dental Medicine or Doctor of Dental Surgery. The Dental Director may be a consultant or employee but must be available at a minimum of 30 hours per week. The Dental Director must be actively involved in all program components related to dental services including, but not limited to, dental provider recruitment strategy, assessment of dental network adequacy, providing oversight and strategic direction in the quality of dental services provided, actively engaged in the development and implementation of quality initiatives, and monitor the performance of the dental benefit manger if dental benefits are subcontracted. A full-time Director of Quality Management who is a Pennsylvania- licensed RN, physician or physician's assistant or is a Certified Professional in Healthcare Quality by the National Association for Healthcare Quality Certified in Healthcare Quality and Management by the American Board of Quality Assurance and Utilization Review Providers. The Director of Quality Management must be located in Pennsylvania and have experience in quality management and quality improvement. Sufficient local staffing under this position must be in place to meet QM Requirements. The primary functions of the Director of Quality Management position are: • Evaluate individual and systemic quality of care • Integrate quality throughout the organization • Implement process improvement • Resolve, track, and trend quality of care complaints • Develop and maintain a credentialed Provider network • A full-time CFO to oversee the budget and accounting systems implemented by the PH-MCO. The CFO must ensure the timeliness and accuracy of all financial reports. The CFO shall devote sufficient time and resources to responsibilities under this Agreement. • A full-time Information Systems Coordinator, who is responsible for the oversight of all information systems issues with the Department. The Information Systems Coordinator must have a good working knowledge of the PH-MCO's entire program and operation, as well as the technical expertise to answer questions related to the operation of the information system. • These full time positions must be solely dedicated to the PA HealthChoices Program.
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;
Clinical Management for Behavioral Health Services (CMBHS) System 1. request access to CMBHS via the CMBHS Helpline at (000) 000-0000. 2. use the CMBHS time frames specified by System Agency. 3. use System Agency-specified functionality of the CMBHS in its entirety. 4. submit all bills and reports to System Agency through the CMBHS, unless otherwise instructed.
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
Corporate Services This Agreement sets forth the terms and conditions for the provision by PROVIDING PARTY to RECEIVING PARTY of various corporate services and products, as more fully described below and in Schedule 1.1(a) attached hereto (the Scheduled Services, the Omitted Services, the Resumed Services and Special Projects (as defined below), collectively, the “Corporate Services”).
PROMOTIONS AND STAFF CHANGES 11.01 Job Postings a) When a vacancy occurs or a new position is created for a regular position which the Employer has decided to fill it shall be posted on all bulletin boards for five (5) working days and filled within forty (40) working days of the posting closing. Positions may be advertised in the media only after the Employer has determined an internal applicant is not the successful applicant. Where the Employer decides not to fill a vacant position, the Employer will provide an explanation to the Union if so requested. b) The Employer, on a temporary basis, may fill a posted position during the posting and selection period. c) For temporary positions of up to forty-two (42) days, a posting is not required. Positions of longer than forty-two (42) days (seventy-eight (78) days only in the case of temporary aquatic program positions) shall be posted except where the vacancy is created by the absence of an Employee due to vacation. d) If a temporary position is made into a regular position, the new regular position shall be posted at least 14 days prior to the end of the temporary position. (i) A posting shall include the following information: Nature of position, qualifications, skills, required knowledge and education, current shift hours and days, number of hours of work per week, and wage rate. (ii) Such qualifications may not be established in an arbitrary or discriminatory manner, and shall reflect the contents of the Job Description. 11.02 Role of Seniority in Appointments, Promotions, Demotions and Transfers a) Both parties recognize the principle of promotion within the service of the Employer in the bargaining unit (i) For classifications required by their job description to supervise other employees in the bargaining unit listed in XXX#4, appointments, promotions, demotions, and transfers shall be based on the ability, knowledge, qualifications and seniority of the Regular Employees considered. Where the ability, qualifications and knowledge of the applicants are relatively equal, the senior applicant will be the successful candidate. (ii) For all other classifications, where the ability, qualifications and knowledge are sufficient to perform the functions of the posted position, the senior applicant shall be appointed. c) If the position is not filled by a Regular Employee in (i) or (ii) above, the ability and qualifications of Casual, Temporary and Seasonal Employees shall be considered, and if relatively equal, the senior applicant as determined in Article 10.05 shall be appointed. d) If the position is not filled by an Employee in b (i), (ii), or c) above, all other applicants shall be considered.

Human Resources and Staff Management Sample Clauses

Filter & Search

Related Clauses

Parent Clauses

Related to Human Resources and Staff Management