Resources Strategic Plan Sample Clauses

Resources Strategic Plan. As indicated previously in this document, the HR Strategic Plan will seek to improve the efficiency of the current labour supply; address labour market constraints that prohibit the acquisition of HR by the sector; enhance national training capacity related to sector personnel; and place emphasis on the development of HR that will expand the coverage of services provided by MGECW while simultaneously enhancing the quality of MGECW services through a balanced development approach. Particular emphasis is to be placed on ensuring the creation of capacity in HR department of the MGECW. This will be a necessary pre-requisite to ensuring that there will be capacity in the MGECW for ensuring the effective implementation of the HR Plan developed PERFORMANCE MONITORING PLAN- 2009 SAHCD Performance Monitoring Plan -NAMIBIA Project Goal: To support OVC programs in Namibia Objective: Outcomes Performance Indicators Description Reporting Targets Improved workforce planning and policy through the development of a prioritized implementation plan and conducting labour supply analysis and competency and skills assessment of the MGECW 1.0 National or sub-national workforce planning is regularly conducted (i.e., according to plan) and is based on relevant information Will include qualitative assessment of changes in workforce planning process, including the frequency of planning efforts, adherence to scheduled planning exercises and the information sources utilized in planning Quarterly TBA
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Resources Strategic Plan. As indicated previously in this document, the HR Strategic Plan will seek to improve the efficiency of the current labour supply; address labour market constraints that prohibit the acquisition of HR by the sector; enhance national training capacity related to sector personnel; and place emphasis on the development of HR that will expand the coverage of services provided by MGECW while simultaneously enhancing the quality of MGECW services through a balanced development approach. Particular emphasis is to be placed on ensuring the creation of capacity in HR department of the MGECW. This will be a necessary pre-requisite to ensuring that there will be capacity in the MGECW for ensuring the effective implementation of the HR Plan developed PERFORMANCE MONITORING PLAN- 2009 SAHCD Performance Monitoring Plan -NAMIBIA Project Goal: To support OVC programs in Namibia Objective: Outcomes Performance Indicators Description Reporting Targets Improved workforce planning and policy through the development of a prioritized implementation plan and 1.0 National or sub-national workforce planning is regularly conducted (i.e., according to plan) and is based on relevant information Will include qualitative assessment of changes in workforce planning process, including the frequency of planning efforts, adherence to scheduled planning exercises and the information sources utilized in planning Quarterly TBA conducting labour supply analysis and competency and skills assessment of the MGECW 2.0 National or sub-national level data information systems are in place so that planners and program managers can regularly receive and use basic workforce data Includes: basic demographic data on workforce is available; 2) national training data is linked to national workforce data; and 3) performance data is linked to workforce data. System must contain features identified as necessary for planning, policy making or health program decision making Quarterly TBA Improved workforce development 3.0 Pre-service education systems for a specific cadre (existing or new) are strengthened and responsive to the gender and child welfare needs and priorities of the country “Strengthened” is defined as including at least one of the sub-indicators being achieved in a country Includes: curriculum revised/updated with a focus on skill development, teaching materials and equipment available and teachers/preceptors prepared to transfer knowledge and skills to students. This can be in public, private or b...
Sample 1

Related to Resources Strategic Plan

  • Implementation of Strategic Plan Goals This Agreement supports the County’s Strategic Plan, Goal 1, Operational Effectiveness/Fiscal Sustainability. This Agreement will provide revenue reimbursement to the Department for services rendered.

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement.

  • 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.

  • Leadership Develop strong joint leadership, shift to coaching style of leadership and share information, including financial data.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Executive Management The PH-MCO must include in its Executive Management structure: • A full-time Administrator with authority over the entire operation of the PH-MCO. • A full-time HealthChoices Program Manager to oversee the operation of the Agreement, if different than the Administrator. • A full-time Medical Director who is a current Pennsylvania-licensed physician. The Medical Director must be actively involved in all major clinical program components of the PH-MCO and directly participates in the oversight of the SNU, QM Department and UM Department. The Medical Director and his/her staff/consultant physicians must devote sufficient time to the PH-MCO to provide timely medical decisions, including after-hours consultation, as needed. • A full-time Pharmacy Director who is a current Pennsylvania-licensed pharmacist. The Pharmacy Director oversees the outpatient drug management and serves on the PH-MCO P&T Committee. • A Dental Director who is a current Pennsylvania-licensed Doctor of Dental Medicine or Doctor of Dental Surgery. The Dental Director may be a consultant or employee but must be available at a minimum of 30 hours per week. The Dental Director must be actively involved in all program components related to dental services including, but not limited to, dental provider recruitment strategy, assessment of dental network adequacy, providing oversight and strategic direction in the quality of dental services provided, actively engaged in the development and implementation of quality initiatives, and monitor the performance of the dental benefit manger if dental benefits are subcontracted. A full-time Director of Quality Management who is a Pennsylvania- licensed RN, physician or physician's assistant or is a Certified Professional in Healthcare Quality by the National Association for Healthcare Quality Certified in Healthcare Quality and Management by the American Board of Quality Assurance and Utilization Review Providers. The Director of Quality Management must be located in Pennsylvania and have experience in quality management and quality improvement. Sufficient local staffing under this position must be in place to meet QM Requirements. The primary functions of the Director of Quality Management position are: • Evaluate individual and systemic quality of care • Integrate quality throughout the organization • Implement process improvement • Resolve, track, and trend quality of care complaints • Develop and maintain a credentialed Provider network • A full-time CFO to oversee the budget and accounting systems implemented by the PH-MCO. The CFO must ensure the timeliness and accuracy of all financial reports. The CFO shall devote sufficient time and resources to responsibilities under this Agreement. • A full-time Information Systems Coordinator, who is responsible for the oversight of all information systems issues with the Department. The Information Systems Coordinator must have a good working knowledge of the PH-MCO's entire program and operation, as well as the technical expertise to answer questions related to the operation of the information system. • These full time positions must be solely dedicated to the PA HealthChoices Program.

  • INTERNET PLANNING, ENGINEERING AND OPERATIONS ‌ Job Title: Internet/Web Engineer Job#: 2620 General Characteristics Integrally involved in the development and support of all Internet/Intranet/Extranet sites and supporting systems. Works closely with other IT groups and customers to define the system design and user interface based on customer needs and objectives. Participates in all phases of the development and implementation process, and may act as a project manager on special projects. Ensures the integration of the Web servers and all other supporting systems. Responsible for system tuning, optimization of information/data processing, maintenance and support of the production environment.

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