Participatory Management Sample Clauses

Participatory Management. 23.1 Before making changes in work assignments, the principal or designee agrees to discuss with and receive input from classified personnel and supervisory personnel regarding the assignment and implementation of such assignment for the classified unit member. 23.2 Site administrators and/or supervisors shall consult in good faith with a unit member prior to assigning the member to two (2) or more departments and also include any changes in existing work assignment and implementation of such assignment for the unit member. 23.3 When significant workload changes occur within an employee’s assignment, the employee may request a meeting with the site administrator and/or supervisor to review and determine priorities and impact of any newly assigned duties on the accomplishment of ongoing workload. 23.4 The unit member has the right to consult with the Superintendent if the member is not satisfied with the principal's or designee's decision on the assignment or workload changes. 23.5 Upon request the Association shall have the right to consult on this matter.
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Participatory Management. 4-2.01 The staff may delegate one (1) employee to serve as employee representative, with speaking and voting rights, to the Center’s board of directors.
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Participatory Management. Standing building-level committees/subcommittees should be driven by the goals of the School Improvement Plan. The number of building-level committees should be appropriate to the tasks to be accomplished with well-defined goals and established timelines. Non-standing building-level committees/sub-committees that require extensive work beyond the contract day, should be completed by teachers who volunteer for these tasks. Teachers are encouraged to take part in participatory decision-making groups. 1. Participatory management will be used to assist in defining teacher responsibilities for before and after school activities and duties. 2. Through a participatory management process, teachers will be provided the opportunity for input regarding utilization of non-District funds raised at the building level. These funds do not include moneys associated with parent or student groups.
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Participatory Management. 12 REPORT OF SPECIAL ACHIEVEMENTS 12 GRIEVANCE 12 DEFINITIONS.... .............................................................................................................. 13 SALARY.................................................................. 14 STIPENDS 15 RETIREMENT INCENTIVE 15 EVALUATION PLAN 16 ADMINISTRATIVE CATEGORIES AND CRITERIA 16 DURATION 20 COMMITTEES 20 XXXXXX LAW AMENDMENT 21 APPENDIX A 22 APPENDIX B 24 APPENDIX C 25 APPENDIX D 256 INDEX 27 Members of the Associate are hereafter referred to as "unit members."
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Participatory Management. 23.1 Before making changes in work assignments, the principal or designee agrees to discuss with and receive input from classified personnel and supervisory personnel regarding the assignment and implementation of such assignment for the classified unit member. 23.2 Site administrators and/or supervisors shall consult in good faith with a unit member prior to assigning the member to two (2) or more departments and also include any changes in existing work assignment and implementation of such assignment for the unit member. 23.3 When significant workload changes occur within an employee’s assignment, the employee may request a meeting with the site administrator and/or supervisor to review and determine priorities and impact of any newly assigned duties on the accomplishment of ongoing workload. 23.4 The unit member has the right to consult with the Superintendent if the member is not satisfied with the principal's or designee's decision on the assignment or workload changes. 23.5 Upon request the Association shall have the right to consult on this matter. Food Service Worker 21 Lead Food Service Worker 28 Paraeducator 27 Behavior Assistant 31 Bilingual Paraeducator 27 WorkAbility Specialist 37 Outreach Therapist 52 Speech/Language Aide 52 Library/Media Specialist 38 Site Career Center Coordinator 37 Family Engagement Facilitator 39 Work-Based Learning Specialist 39 Administrative Assistant I 25 Attendance Clerk 28 School Account Clerk 36 Registrar 36 Administrative Assistant II 26 Administrative Assistant III 29 Special Education Consortium Administrative Assistant 30 Student Information and Data System Coordinator 43 Custodian I 26 Custodian II 28 Groundskeeper/Custodian II 28 Head Custodian/Maintenance 33 Technology/Maintenance Support Technician 36 Maintenance Specialist 40 Health Technician 26 Campus Supervisor 24 Positions Not Currently Allocated Food Service Worker/Intra-District Mail Clerk 15 Student Store Coordinator 16 Special Needs Custodial Assistant 20 Speech/Language Assistant 44 Library/Media Clerk 16 Clerk Typist I 19 Homework Center Coordinator 29 Maintenance Worker 30 Family Partner/Parent Consultant 33 Special Education Data Technician 29 Technology Specialist 50 Library I 29 District Office Administrative Assistant 42 TPP Coordinator 38 Groundskeeper/Custodian I 26 Updated: July 1, 2021 Food Service Worker 20 21 Lead Food Service Kitchen Worker 23 28 Bilingual Paraeducator 27 Behavioral Assistant 24 31 Work Ability Specialist 37 Technol...
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Participatory Management. The WEA, the Board of Education and the administration of the Wyoming City Schools pledge their continued commitment to the concept of shared decision making as reflected in the following agreed-upon principles: A. We value the judgment and professionalism of our colleagues. B. Organizational vision is enhanced when responsibility, accountability, and decision making are shared by the stakeholders. C. The long term interest of students, parents, community and district staff members will be considered in the decision making process. D. Decision making is most effective at the site of implementation. E. The free flow of information is essential for good decision making. F. Shared decision making must occur within the framework established by: 1. The Wyoming Board of Education, its philosophy and policies. 2. The agreements contained in the contract between the WEA and the Board of Education, and 3. The laws of the state of Ohio and the nation.
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Participatory Management 
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Related to Participatory Management

  • 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;

  • Account Management 15.1 The Contractor is required to provide a dedicated Strategic Account Manager who will be the main point of contact for the Authority. The Strategic Account Manager will:  Attend quarterly, or as otherwise agreed, review meetings with the Authority, in person at the Authority’s premises or other locations as determined by the Authority  Attend regular catch-up meetings with the Authority, in person or by telephone/videoconference  Resolve any on-going operational issues which have not been resolved by the Contractor or Account Manager(s) and therefore require escalation  Ensure that the costs involved in delivering the Framework are as low as possible, whilst always meeting the required standards of service and quality. 15.2 The Contractor is also required to provide a dedicated Account Manager for every Framework Public Body using the Framework, if required by the Framework Public Body. The service to be provided will be agreed with each Framework Public Body and may include:  regular review meetings, which may be in person at the Framework Public Bodies’ premises, by video-conference, webinar or telephone  Regular catch-up meetings/telephone calls to discuss current and on-going issues  Work with the Framework Public Bodies Contract Manager to resolve any on-going operational issues  Work with the Framework Public Body ’s Contract Manager to pro-actively introduce initiatives to:  Create efficiencies in processes  Improve the environmental performance of the contract. 15.3 It is expected that end users will contact the Contractor in the first instance to resolve any operational issues. The Account Manager will act as a point of escalation to be contacted either by end users or by the Framework Public Body’s Contract Manager should there be issues that the Contractor needs to resolve. 15.4 Further details of the roles and responsibilities of the Contractor, Authority and Framework Public Bodies are provided in Schedule 4 – Management Arrangements

  • Exit Management The Contractor shall perform its relevant Exit Management obligations as part of the Framework whether applicable on either the expiry or early termination of this Agreement. 44.1 The Contractor agrees that if it breaches (or attempts or threatens to breach) its obligation to provide Exit Management, the Authority and their respective customers and stakeholders shall be irreparably harmed. In such circumstance, the Contractor agrees that the Authority may proceed directly to court notwithstanding anything to the contrary in the dispute resolution procedure outlined in Clause 37 (Dispute Resolution). If a court of competent jurisdiction finds that the Contractor has breached (or attempted or threatened to breach) any such obligation, the Contractor agrees that without any additional findings of irreparable injury, or other conditions to interdict, the Contractor shall not oppose the entry of an appropriate order compelling performance by the Contractor and restraining the Contractor from any further breaches or attempted or threatened breaches of its obligations in relation to Exit Management. 44.2 A draft of the Exit Plan shall be produced by the Contractor and supplied to the Authority within [three (3) months] after the Commencement Date and shall include or address the matters specified in Clause 44.3. The Authority shall provide to the Contractor the Authority’s comments on the plan within one (1) month of the Authority’s receipt of the plan. The Contractor shall take into account the comments and suggestions of the Authority and shall issue the final version of the Exit Plan to the Authority within ten (10) Working Days of receipt of the Authority’s comments. 44.3 The Contractor shall throughout the period of the Agreement review, maintain and continuously update the Exit Plan which shall include: 44.3.1 the activities required to enable the Authority to re-tender the Authority Requirements and/or the provision of the Services; 44.3.2 the activities necessary to support any Replacement Contractor or the Authority in carrying out any necessary due diligence relating to all or part of the Services; 44.3.3 details of the Exit Management to be provided by the Contractor prior to the Exit Management Date; 44.3.4 support for the Replacement Contractor or the Authority during their preparation of any relevant plan for the transition of the System to the Replacement Contractor or Authority, including prior to and during such transition period; 44.3.5 the maintenance of a ‘business as usual’ environment for the Authority during the period when Exit Management obligations are applicable; and 44.3.6 all other necessary activities to support the preparation for, and execution of, a smooth and orderly Exit Management and transfer of all or part of the Services to either a Replacement Contractor or the Authority. 44.4 No amendment of the Exit Plan shall be made without prior written consent of the Authority.

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative. 17.2 The Contractor will ensure that there will be dedicated resources to enable the smooth running of the Framework Agreement and a clear plan of contacts at various levels within the Contractor's organisation. Framework Public Bodies may look to migrate to this Framework Agreement as and when their current contractual arrangements expire. The Contractor will where necessary assign additional personnel to this Framework Agreement to ensure agreed service levels are maintained and to ensure a consistent level of service is delivered to all Framework Public Bodies. 17.3 In addition to annual meetings with the Authority's Strategic Contract Manager, the Contractor is expected to develop relationships with nominated individuals within each of the Framework Public Bodies to ensure that the level of service provided on a local basis is satisfactory. Where specific problems are identified locally, the Contractor will attempt to resolve such problems with the nominated individual within that organisation. The Authority's Strategic Contract Manager will liaise (or meet as appropriate) regularly with the Framework Public Bodies' Contract Manager, and where common problems are identified, it will be the responsibility of the Contractor to liaise with the Authority's Strategic Contract Manager to agree a satisfactory course of action. Where the Contractor becomes aware of a trend that would have a negative effect on one or more of the Framework Public Bodies, they should immediately notify the Authority's Strategic Contract Manager to discuss corrective action. 17.4 Regular meetings, frequency to be advised by Framework Public Body, will be held between the Framework Public Bodies' Contract Manager and the Contractor's representative to review the performance of their Call-Off Contract(s) under this Framework Agreement against the agreed service levels as measured through Key Performance Indicators (KPIs). Reports will be provided by the Contractor to the Framework Public Bodies' Contract Manager at least 14 days prior to the these meetings. 17.5 Performance review meetings will also be held annually, between the Authority's Strategic Contract Manager and the Contractor's representative to review the performance of the Framework Agreement against the agreed service levels as measured through Key Performance Indicators. A summary of the quarterly reports will be provided by the Contractor at least 14 days prior to these meetings. 17.6 The Authority will gather the outputs from contract management to review under the areas detailed in the table below. Provision of management reports 90% to be submitted within 10 working days of the month end Report any incident affecting the delivery of the Service(s) to the Framework Public Body 100% to be reported in writing to FPB within 24 hours of the incident being reported by telephone/email Prompt payment of sub-contractors and/or consortia members (if applicable). Maximum of 30 from receipt of payment from Framework Public Bodies, 10 days target 100% within 30 days

  • Service Management Effective support of in-scope services is a result of maintaining consistent service levels. The following sections provide relevant details on service availability, monitoring of in-scope services and related components.

  • 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.

  • AGREEMENT MANAGEMENT Pinellas Community Foundation designates the following person(s) as the liaison for the Xxxxxx Xxxxxx, CEO Pinellas Community Foundation

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