Overhead Departments Sample Clauses
The "Overhead Departments" clause defines which organizational units or departments are considered as overhead for the purposes of cost allocation or accounting within a company. Typically, this clause specifies that certain departments—such as human resources, accounting, or IT—do not directly generate revenue but provide essential support services to operational units. By clearly identifying these departments, the clause ensures that their costs are properly distributed across projects or business units, thereby promoting accurate financial reporting and fair allocation of indirect expenses.
Overhead Departments. For overhead departments, NMC will monitor productive hours per week or pay period. Each department at NMC will have a productivity target (hours per week/pay period) set by the NMC CEO. It is the department managers’ responsibility to regularly monitor their departments productivity to ensure the department is meeting their per statistic (for direct patient care departments), per week or per pay period target. In the event a department exceeds the target threshold. Prior to making this determination, the department manager will review the productive hours (to include all employees, including management) to determine if they have met their target. Time not counted towards productive hours include: vacation, compensatory time off, or sick leave (if taken prior to a call off). For purposes of determining productivity, productive hours include but are not limited to the following: training, orientation, workers compensation (light duty worked hours), temporary employees and registry.
1. A and Article B1.1.
Overhead Departments. For overhead departments, NMC will monitor productive hours per week or pay period. Each department at NMC will have a productivity target (hours per week/pay period) set by the NMC CEO. It is the department managers’ responsibility to regularly monitor their departments productivity to ensure the department is meeting their per statistic (for direct patient care departments), per week or per pay period target. In the event a department exceeds the target threshold. Prior to making this determination, the department manager will review the productive hours (to include all employees, including management) to determine if they have met their target. Time not counted towards productive hours include: vacation, compensatory time off, or sick leave (if taken prior to a call off). For purposes of determining productivity, productive hours include but are not limited to the following: training, orientation, workers compensation (light duty worked hours), temporary employees and registry. Call Offs may be implemented during the course of a day, week, or pay-period as determined by the department manager. The Call Off order and maximum amount of Call Off hours will follow Section 10.1.A. and Section 10.1.G, respectively. When an employee is called off, they may utilize accrued vacation and/or comp time, or floating holiday. In the event the CEO determines that patient census and the hospital’s and/or department/departments’ total productive hours have not met the required threshold after a two-week period, he has the discretion to place a department or departments on a holidy schedule (close department or reduce regular work hours for a department). This may be done in conjunction with a County recognized holiday (i.e. the work day before or the work day after a recognized County holiday. Notice to employees cannot be less than 14 days prior to the requested “Call Off day.” However, in the event that a County Holiday is more than a month away, the NMC CEO may select a day to be determined by him to place a department/departments on a holiday schedule (close department or reduce regular work hours of a department). In no event shall a department or departments be placed on a holiday schedule more than six (6) times in a fiscal year.
Overhead Departments. Overhead department costs (including, but not limited to, premises, depreciation and corporate insurance other than D&O insurance, as well as the total expenses of overhead departments) shall be allocated among all Affiliates based on the percentage of time spent by the shared services departments supporting the activities of each Affiliate provided, however, that, when appropriate (e.g., when supported by the nature of the service provided, business, or operations), management may elect to use an alternative cost allocation method, such as percentage of total headcount or cost per square foot. Overhead departments include, but are not limited to, administration, technology, internal audit and human resources.