Performance and Development. Performance management
Performance and Development. 24.1. Employees must participate in the ACMA Performance and Development Framework and maintain a current performance and development plan which is developed with their manager. The Performance and Development Framework aims to improve the capabilities, performance and potential of employees and their ability to achieve the ACMA’s outcomes. The Performance and Development framework cycle runs from July to June each year.
24.2. At each formal performance review, the manager will assess the employee’s work performance, aligned to the Performance and Development Framework.
24.3. As part of the Performance and Development Framework, employees and their managers are required to develop individual learning and development plans to support:
a) building common core capabilities;
b) acquiring supporting core capabilities related to different job functions;
c) developing technical skills that may be required; and
d) continuing professional development.
Performance and Development. Plan is the individual achievement process established for Jacana Energy;
Performance and Development. The Grantee agrees to promptly submit any reports that RPOSD may request. If the Project includes development, the Grantee shall use sustainable elements, including but not limited to: energy-efficient buildings, long-lasting materials, conserved and restored natural areas, easy-to-maintain or drought tolerant plants and landscaping, organic mulch, fertilizers and compost, storm water capturing, wetlands for increased flood control, recycling bins for park patrons, on-site composting, and ADA access, unless the Grantee can show, to RPOSD’s satisfaction, that it is infeasible to do so. If the Project includes acquisition of real property, the Grantee agrees to furnish RPOSD with evidence of title, such as preliminary title reports. RPOSD, at its sole discretion, shall determine whether the evidence is acceptable under this Agreement. The Grantee agrees in negotiated purchases to correct, prior to or at the close of escrow, any defects of title that in the opinion of RPOSD might interfere with the operation of the Project. In condemnation actions, such title defects must be eliminated by the final judgment.
Performance and Development. 1.44.1. Employees are expected to actively and constructively participate in performance assessment, training and professional development activities as and when required by the University.
1.44.2. Matters relating to performance assessment, training and professional development are addressed through University Policy and do not form part of and are separate to this Agreement.
1.44.3. Notwithstanding clause 1.44.2, an Employee may raise a grievance at clause 1.52 on matters pertaining to procedural fairness of a performance assessment process where there is a basis to consider that:
1.44.3.1. performance requirements and objectives set by the University are inconsistent with the:
(a) agreed workload;
(b) classification;
(c) responsibilities;
(d) skill;
(e) competence; or
(f) expertise required of the position; or
1.44.3.2. assessment of performance was not consistent or transparent against:
(a) the expectations and objectives of the position; or
(b) extraneous factors beyond the control of the Employee.
1.44.4. Nothing in this clause constrains the University from also assessing, through a performance assessment process, an Employee’s usual workplace behaviours and conduct.
1.44.5. Where an Employee’s indigeneity is an inherent requirement of their employment, the Employee may request an Aboriginal and Xxxxxx Xxxxxx Islander colleague who is sufficiently qualified to provide guidance and insight to ensure the Employee’s indigeneity is appropriately addressed when:
1. 44.5.1. establishing key performance measures;
Performance and Development. A. Xxxxxxx agrees to promptly submit any reports or documentation that RPOSD may request.
B. If the project described in the approved NTP includes development, Grantee shall ensure that projects adhere to environmental and sustainability efforts consistent with the Safe, Clean Neighborhood Parks, Healthy Communities and Urban Greening Program; Natural Lands, Open Spaces and Local Beaches, Water Conservation and Watershed Protection Program; Regional Recreation Facilities, Multi-Use Trails and Accessibility Program. Examples including but are not limited to: sustainability, cost-saving energy efficiency, weatherization, stormwater capture, water efficiency, including irrigation efficiency, use of reclaimed water or stormwater, and use of climate and site appropriate native California tree and plant materials.
C. If the project described in the approved NTP includes acquisition of real property, Xxxxxxx agrees to furnish RPOSD with evidence of title, such as preliminary title reports. RPOSD, at its sole discretion, shall determine whether the evidence is acceptable under this Agreement. Xxxxxxx agrees in negotiated purchases to correct, prior to or at the close of escrow, any defects of title that in the opinion of RPOSD might interfere with the operation of the Project. In condemnation actions, such title defects must be eliminated by the final judgment.
Performance and Development. In order to promote professional development, PHHH/Benedictine shall provide counseling and evaluations of the work performance of each clinician covered by this Agreement not less than once per year. The evaluation process may include goal setting, the clinician’s self- assessment, and the clinician’s manager’s written assessment. Departmental goals will not impact a clinician’s eligibility to advance on the clinical ladder, Rehab Clinical Advancement Program (RCAP), or Social Worker and Bereavement Counselor Clinical Advancement Program (SWCAP). A copy of any final, written assessment will be provided to the clinician. A separate clinical competency assessment will be conducted annually by a discipline-appropriate evaluator.
Performance and Development. 1.35.1 Employees are expected to actively and constructively participate in performance assessment, training and professional development activities as and when required by the University.
1.35.2 Matters relating to performance assessment, training and professional development are addressed through University Policy and do not form part of and are separate to this Agreement.
1.35.3 Notwithstanding clause 1.35.2, an Employee may raise a grievance at clause 1.42 on matters pertaining to procedural fairness of a performance assessment process where there is a basis to consider that:
1.35.3.1 performance requirements and objectives set by the University are inconsistent with the:
(a) agreed workload;
(b) classification;
(c) responsibilities;
(d) skill;
(e) competence; or
(f) expertise required of the position; or
1.35.3.2 assessment of performance was not consistent or transparent against:
(a) the expectations and objectives of the position; or
(b) extraneous factors beyond the control of the Employee.
1.35.4 Nothing in this clause 1.35, constrains the University from also assessing, through a performance assessment process, an Employee’s usual workplace behaviours and conduct.
Performance and Development. 10.1 An organisation-wide approach to performance coaching and staff development is integral to achieving the TAC’s strategy and business plan.
10.2 The Performance and Development framework is used to establish and communicate team and individual workplan objectives and accountabilities, facilitate feedback and discussion of progress, support staff in their work challenges and enable staff in developing the skills and capabilities needed to facilitate their growth and performance.
10.3 The Performance and Development framework will be reviewed and enhanced through the life of this Agreement in consultation with employees and the CPSU.
Performance and Development. 16.1 The Parties agree that an effective performance and development process is critical to individual and organisational success.
16.2 Any performance and development process should have the following key principles:
16.2.1 Objectives and measures are agreed upon by the staff member and their manager/supervisor;
16.2.2 Informal feedback should be an important part of the manager/supervisor’s own appraisal;
16.2.3 The mid cycle and end cycle review are both formal review stages;
16.2.4 The end cycle review may coincide with the planning stage for the next year, where possible;
16.2.5 Performance objectives should reflect workload allocations; and
16.2.6 Development objectives may be developed at any stage of the cycle.
16.3 The system will:
16.3.1 ensure all University based work is valued;
16.3.2 be supportive and formative for all employees and will provide the opportunity for career development, training and professional development;
16.3.3 be aligned with the annual workload planning process;
16.3.4 acknowledge responsibilities such as Health & Safety and Union representation roles.
16.4 All staff will continue to be actively supported by the University in achieving their agreed identified goals and the University’s strategic plan. All staff will have equitable access to training and development opportunities.
16.5 This clause does not apply to Executive staff.
