Managing Workload Sample Clauses

Managing Workload. 4.1. Excessive workload at School/departmental level can come from two sources: i) demands placed on the School/department to absorb increased levels of activity; ii) unfair or unreasonable distribution of work within the School or department. This agreement provides for a mechanism to control and manage the total workload placed on a unit and to ensure fair distribution of work between Schools, departments and members of departments. 4.2. Each School/department will, therefore, establish agreed and open procedures in order to consider the overall allocation of work which can reasonably be managed within the resources available and without threat to the contractual rights and entitlements of members of staff. Where a School/department believes it needs to challenge its overall allocation of work, in the first instance, it may refer the matter to the relevant Xxxx or Divisional Head. 4.3. Each School/department shall establish a workable and transparent mechanism for distributing work fairly between staff members. The agreed distribution of work between staff will be made available to all staff in the School/department and for Academic Staff work will be allocated in line with the University’s agreed Academic Workload Allocation Principles.
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Managing Workload. 4.1 Excessive workload within a school can result from various causes, for example: i. external and/or internal pressures which require the school and its employees to discharge their roles, responsibilities and duties differently in order to meet particular demands; ii. unfair or unreasonable distribution of work within the school or department. 4.2 Each school should establish a workable and transparent mechanism for distributing work fairly between staff members. The agreed distribution of work between staff should be made available to all staff in the school.
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Managing Workload. 5.1 The SNCT Joint Secretaries Letter of December 2015 (JS/15/62), attached as Appendix 2 , directs schools to take account of workload issues during the process of agreeing the Working Time Agreement with School Improvement Plans setting out agreed actions to reduce unnecessary bureaucracy and tackle workload. 5.2 The following key principles have been identified by the SNCT and should be adhered to when reviewing current practice. 5.2.1 Acknowledging the professionalism of teachers to meet the needs of young people for whom we have professional responsibility and to manage their own workload. Working relationships based upon shared responsibility, mutual respect and understanding should inform the management of workload. 5.2.2 Professional dialogue is key to improving learning and managing workload. Paperwork should be kept to the minimum required to support this. Time should be set aside to facilitate this important process.
Sample 1
Managing Workload. 5.1 The Working Time Agreement should assist the management of workload in the 35 hours allocated for individual and collective activities. 5.2 Activities agreed for the use of Remaining Time should be planned in such a way that teachers are not required to undertake more than five hours in any one week, except in those weeks where a Parents’ Meeting has been organised or to satisfy the pro rata element related to an asymmetrical job sharing pattern. 5.3 In the spirit of, and recognising the professionalism which is the essence of the SNCT Conditions of Service for Teachers, an appropriate strategy for allocation of tasks would be to agree reasonable submission dates for tasks, e.g. forward plans and reports. The teacher should be encouraged to organise his/her workload to complete these agreed tasks within the agreed timescale. 5.4 Consideration should be given to the best use of ICT and school support employees, within available resources, to reduce teacher workload and enhance teaching and learning. 5.5 Teachers are encouraged to monitor and audit their own workload. Where there are problems in managing workload, advice and support should be sought from a teacher’s line manager, backed by evidence of difficulties in finding time to overtake tasks. The line manager would then give advice or arrange for further support as appropriate.
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Related to Managing Workload

  • Workload An employee who believes that her workload is unsafe or consistently excessive shall discuss the problem with her immediate supervisor. If the problem is not resolved in this discussion, the employee may seek a remedy by means of the grievance procedure. If the matter is not resolved in the grievance procedure, it may be referred to troubleshooter who shall: a) investigate the difference; b) define the issue in the difference; and c) make written recommendations to resolve the differences.

  • Workloads The parties agree to the following provisions relating to faculty members' workload. (a) The registration limits for all courses currently offered by the Employer in the academic, career and technology areas are 35 unless established by practice as lower, excepting multiple sections where the limit is the correct multiple of the number of sections involved. (b) The registration limits for English are as follows: (i) Writing and Composition Courses - 25 (ii) Writing Skills -17 (iii) Creative Writing - 22

  • Construction Phase Services 3.1.1 – Basic Construction Services

  • Project Work Plan The Statement of Work is the formal document incorporated into the Grant. The Project Work Plan documents how the Grantee will achieve the performance measures outlined in the Grant. Changes to the Statement of Work require an amendment. Project Work Plans may be changed with written approval from PEI and the Grantee.

  • Project Schedule Construction must begin within 30 days of the date set forth in Appendix A, Page 2, for the start of construction, or this Agreement may become null and void, at the sole discretion of the Director. However, the Recipient may apply to the Director in writing for an extension of the date to initiate construction. The Recipient shall specify the reasons for the delay in the start of construction and provide the Director with a new start of construction date. The Director will review such requests for extensions and may extend the start date, providing that the Project can be completed within a reasonable time frame.

  • Workload Management 11.1 The parties to this Agreement acknowledge that employees and management have a responsibility to maintain a balanced workload and recognise the adverse affects that excessive workloads may have on employee/s and the quality of resident/client care. 11.2 To ensure that employee concerns involving excessive workloads are effectively dealt with by Management the following procedures should be applied: (a) Step 1: In the first instance, employee/s should discuss the issue with their immediate supervisor and, where appropriate, explore solutions. (b) Step 2: If a solution cannot be identified and implemented, the matter should be referred to an appropriate senior manager for further discussion. (c) Step 3: If a solution still cannot be identified and implemented, the matter should be referred to the Facility Manager for further discussion. (d) Step 4: The outcome of the discussions at each level and any proposed solutions should be recorded in writing and fed back to the effected employees. 11.3 Workload management must be an agenda item at staff meetings on at least a quarterly basis. Items in relation to workloads must be recorded in the minutes of the staff meeting, as well as actions to be taken to resolve the workloads issue/s. Resolution of workload issues should be based on the following criteria including but not limited to: (a) Clinical assessment of residents’ needs; (b) The demand of the environment such as facility layout; (c) Statutory obligation, (including, but not limited to, work health and safety legislation); (d) The requirements of nurse regulatory legislation; (e) Reasonable workloads (such as roster arrangements); (f) Accreditation standards; and (g) Budgetary considerations. 11.4 If the issue is still unresolved, the employee/s may advance the matter through Clause 9 Dispute Resolution Procedure. Arbitration of workload management issues may only occur by agreement of the employer and the employee representative, which may include the union/s.

  • PROJECT SERVICES Landlord shall furnish services as follows:

  • Construction Services 3.1.1 Basic Construction Services. 3.1.2 Meetings and Schedule Updates.

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