Performance Improvement. Xxxxxx Permanente and the Coalition are competing in a challenging market that is characterized by a limited workforce, changes in technology, changes in clinical practice, cultural diversity, changing demographics and high demand for quality service. The parties are committed to the enhancement of organizational performance so that working in Partnership is the way Xxxxxx Permanente does business. Under this Agreement, the parties will work together to: » develop and invest in people, including the development of and investment in managers, supervisors and union stewards; » engage employees at all levels; » align the systems and processes that support the achievement of organizational and Partnership goals; » enhance the ability of Coalition unions to advance their social mission and the welfare of their members; » recognize and reduce parallel structures; » ensure joint management-union accountability for performance; » grow membership; » redesign work processes to improve effectiveness, efficiency and work environment; » develop and xxxxxx unit-based teams; » share and establish expectations regarding broad adoption of successful practices in areas such as service, attendance, workplace safety, workforce development, cost structure reduction, scope of practice and performance-based pay; and » communicate with employees on an ongoing basis regarding performance goals and targets, as well as performance results at all levels of the organization. Each regional LMP council shall develop approaches aimed at reducing variation between medical centers, facilities and departments in the resources available for partnership. In particular, such a plan should: » ensure at a regional level there is adequate time for teams to review performance, identify opportunities for improvement, and develop and test changes to drive improvement; and » provide regional or facility support to departments as needed to cross-cover or backfill and jointly determine the most cost-effective manner to provide the support.
Performance Improvement.
22.1 This Agreement recognises that the SA Public Sector will continue to evolve as a dynamic productive and customer responsive entity.
22.2 Initiatives have been, and will continue to be, introduced to improve the efficiency and effectiveness of the service and provide quality services to clients.
22.3 In making and applying this Enterprise Agreement, the parties are committed to facilitating the implementation of initiatives aimed at achieving ongoing improvements in productivity and efficiency and enhanced performance of the South Australian public sector and its agencies, including:
22.3.1 Facilitating ongoing improvements to service delivery and achievement of “best practice”.
22.3.2 Facilitating the ongoing introduction of business reforms in agencies, including adoption and implementation of technologies such as e-learning, e-business and other technological advances.
22.3.3 Facilitating the assessment and reform of existing work processes and ongoing improvements to work practices.
22.3.4 Facilitating the achievement of an agency’s performance goals and performance measures.
22.3.5 Supporting an agency requiring employees to participate in performance or skills development and workplace related training/retraining (including accredited training).
22.3.6 Facilitating an agency identifying trends and assessing their relevance to its operations.
22.3.7 Enabling improvements in cost effectiveness, timely and transparent decision-making, and delegating decision-making.
22.4 The parties are also committed to achieving and facilitating productivity and efficiency improvements to, and improving career paths and development opportunities in, the SA Public Sector and its agencies through the examination and implementation of shared services and service centres within the public sector. The parties commit to the principles in Appendix 5 in relation to the implementation of any shared services initiatives.
Performance Improvement. 22.1 This Agreement recognises that the SA Public Sector will continue to evolve as a dynamic productive and customer responsive entity.
22.2 Initiatives have been, and will continue to be, introduced to improve the efficiency and effectiveness of the service and provide quality services to clients.
22.3 In making and applying this Enterprise Agreement, the parties are committed to facilitating the implementation of initiatives aimed at achieving ongoing improvements in productivity and efficiency and enhanced performance of the South Australian public sector and its agencies, including:
22.3.1 Facilitating ongoing improvements to service delivery and achievement of “best practice”.
22.3.2 Facilitating the ongoing introduction of business reforms in agencies, including adoption and implementation of technologies such as e-learning, e-business and other technological advances.
22.3.3 Facilitating the assessment and reform of existing work processes and ongoing improvements to work practices.
22.3.4 Facilitating the achievement of an agency’s performance goals and performance measures.
22.3.5 Supporting an agency requiring employees to participate in performance or skills development and workplace related training/retraining (including accredited training).
22.3.6 Facilitating an agency identifying trends and assessing their relevance to its operations.
22.3.7 Enabling improvements in cost effectiveness, timely and transparent decision-making, and delegate decision-making.
22.4 The parties are also committed to achieving and facilitating productivity and efficiency improvements to, and improving career paths and development opportunities in, the SA Public Sector and its agencies through the examination and implementation of shared services and service centres within the public sector. The parties commit to the principles in Appendix 3 in relation to the implementation of any shared services initiatives.
Performance Improvement. If the observer finds that the employee has not met the levels of expectation, the reasons therefore shall be set forth. An identification of the ways in which the employee is to improve, and the types of assistance that shall be given shall also be specified.
Performance Improvement. 8.1 This Enterprise Agreement recognises that the South Australian Public Sector will continue to evolve as a dynamic productive and customer responsive entity.
8.2 Initiatives have been, and will continue to be, introduced to improve the efficiency and effectiveness of the service and provide quality services to clients.
8.3 In making and applying this Enterprise Agreement, the parties are committed to facilitating the implementation of initiatives aimed at achieving ongoing improvements in productivity and efficiency and enhanced performance of the South Australian public sector and its agencies, including:
(a) Facilitating ongoing improvements to service delivery and achievement of “best practice”.
(b) Facilitating the ongoing introduction of business reforms in agencies, including adoption and implementation of technologies such as e-learning, e-business and other technological advances.
(c) Facilitating the assessment and reform of existing work processes and ongoing improvements to work practices.
(d) Facilitating the achievement of an agency’s performance goals and performance measures.
(e) Supporting an agency requiring employees to participate in performance or skills development and workplace related training/retraining (including accredited training).
(f) Facilitating an agency identifying trends and assessing their relevance to its operations.
(g) Enabling improvements in cost effectiveness, timely and transparent decision-making, and delegating decision-making.
8.4 The parties are also committed to achieving and facilitating productivity and efficiency improvements to, and improving career paths and development opportunities in, the South Australian Public Sector and its agencies through the examination and implementation of shared services and service centres within the public sector. The parties commit to the principles in Appendix 3 in relation to the implementation of any shared services initiatives.
Performance Improvement. 7.3.1. The Contractor shall submit an annual quality report and quality improvement plan to the Department for approval. The report shall include:
7.3.1.1. A description of the techniques used by the Contractor to improve its performance, effectiveness and quality outcomes. This report shall describe the qualitative and quantitative impact the techniques had on quality and the overall impact and effectiveness of the quality assessment and improvement program.
7.3.1.2. A description of past quality assessments and performance improvement activities targeted at creating substantial improvements in the quality and results for the next year.
7.3.1.3. Findings and opportunities for improvement identified in studies, performance outcomes measurements, Member satisfaction surveys and other monitoring quality activities.
7.3.1.4. A description of annual activities related to practice support plans. These practice support activities shall be directed at a majority of the PCMPs in the Contractor’s Region and may range from disseminating practice support resources to its PCMP network to conducting formal training classes for PCMPs. Any data used to drive practice support plans shall be included.
7.3.2. The Contractor shall deliver the Quality Report and Quality Improvement Plan updates to the Department on an annual basis by October 1st of that year.
7.3.2.1. DELIVERABLE: Initial Quality Report and Quality Improvement Plan; Annual Quality Report and Quality Improvement Plan update.
Performance Improvement. In support of the ongoing reporting arrangements set out in 4(c) above, each of the Partnership's strategic theme groups will incorporate a new Performance Improvement and Management system adapted from the Public Sector Improvement Framework. This self-assessment approach has been successfully adopted by a small number of groups within the Partnership's structure and will now be expanded to reinforce the delivery of the SOA through improved processes leading to better results. The current model SOA structure and templates encourage the presentation of analysis and activity in a way which suggests the continuation of a 'silo' approach. The reality of partnership working means that the greatest effect is achieved in the interactive and overlapping nature of outcomes and activity. So while the reporting and performance management responsibilities relating to individual outcomes are allocated to a specific Strategic Theme Group, the achievement and delivery will be the responsibility of all. The overall Partnership structure to deliver the Dundee SOA is shown in Appendix 1.
Performance Improvement. 21.2.1 Supervisors shall communicate on a regular and ongoing basis with employees towards improved performance as defined in 21.1 above, however, if a supervisor determines that an employee’s performance is unsatisfactory or does not appear to be progressing toward the goals set out in the employee’s last Performance Appraisal documentation, the supervisor shall undertake the following course of action:
a) Discuss the concerns with the employee and advise the employee’s union representative if a performance improvement plan is being considered.
b) Determine if the employee requires work-related assistance, including coaching, mentoring or training, and if so, determine the appropriate and specific opportunities for assistance and improvement.
c) Determine a specific performance improvement plan setting out the course for improvement, including reasonable goals and timelines which shall provide for at least 20 weeks to achieve the agreed-upon goals.
d) Discuss and agree to a schedule to review the employee’s progress toward the improvement defined and advise the employee of the possible consequence if performance goals are not achieved in accordance to the plan as set out at Article 21.2.2 below.
21.2.2 If, at the conclusion of a course of performance management, the plan goals have not been achieved despite the genuine efforts of the employee and the supervisor in accordance with the plan, the employer may consider:
a) extending the performance management plan; or
b) review and revision of the employee’s current performance standing; or
c) any other reasonable and appropriate action.
Performance Improvement. 246 Where a staff member receives an overall performance rating of “not meeting objectives” or otherwise fails to perform their duties to a satisfactory standard, the staff member’s Supervisor will be required to provide guidance, counselling and develop a performance improvement plan in consultation with the staff member. The performance improvement plan must specify:
Performance Improvement. In order for AHS to attract and retain patients and be financially viable in the future, the Union and AHS agree that employees must be productive, competent and well trained and properly led to perform their assigned responsibilities. Both the Union and AHS agree that employees are deserving of being treated with dignity and respect.
