Service Delivery Partnership Plan. 10.1 The parties are committed to improving the productivity and efficiency of the Victorian public health in the following areas:
(a) patient treatment times through flow improvements and discharge practices;
(b) patient safety through increased immunisation/vaccination rates;
(c) occupational health and safety interventions;
(d) best practice in addressing absenteeism;
(e) collaboration between the parties to reduce the environmental impact of health services;
(f) reducing disputation through joint education programs for managers and Employees with supervisory responsibilities;
(g) modernising the agreement through the development and implementation of common enterprise agreement clauses across agreements in the Victorian public health sector where possible; and
(h) jointly working to enable the Victorian health system to excel in meeting the National Safety and Quality Health Service Standards.
10.2 To facilitate the achievement of the above initiatives the parties agree to establish a Service Delivery Partnership Plan Working Group (SDPPWG) within six months of the agreement being approved by the Commission. The role of the SDPPWG will be to discuss, implement and monitor progress towards achieving the initiatives outlined in this clause.
10.3 The SDPPWG will comprise nominated representatives from the HWU, the Victorian Hospitals’ Industrial Association and the Department of Health and Human Services (as required). The SDPPWG may, by agreement, establish sub-groups or delegate individual matters to a relevant health service(s) as required.
10.4 A dispute over the implementation of this clause will be dealt with through conciliation in accordance with the relevant dispute resolution procedure(s) under this Agreement.
Service Delivery Partnership Plan. The parties agree that the following matters will be dealt with over the life of the agreement:
(a) Towards common practice: establishment of a working group that will develop consistent policies that underpin the key provisions in the agreement. The goal of the working group will be to remove ambiguity and inconsistency across the VPS and decrease disputation. This includes the development and implementation of best practice guidelines for the management of misconduct and grievances. The working group will also look at the issue of use of government resources including computers and phones. The working group will also consider redeployment.
(b) Consultation with CPSU will take place during the life of the agreement in relation to capability framework currently being developed by government. Changes to the capability framework may require the Parties to review the classification structure.
(c) Convert the VPS 1 classification into a training grade and facilitate the establishment of a cadetship.
(d) Establish an advisory group to review and pilot mitigation strategies to reduce bullying and its consequences in the VPS.
(e) Develop and implement best practice guidelines for the management of performance and progression. The parties agree to review the operation of Value Ranges in classification structures to ensure there is no barrier to enhancing capacity building in the VPS.
Service Delivery Partnership Plan. 9.1 The parties acknowledge that service delivery improvements undertaken by VIT Management and Employees help to strengthen and adapt the services the VIT offers to its stakeholders.
9.2 The parties to this Agreement recognise the mutual commitment to the highest standards of service and excellence for the VIT as a high-impact regulator.
9.3 The parties to this Agreement are committed to working constructively over the life of the Agreement to identify and implement improvements to service delivery.
9.4 Implementation of service delivery improvements will be approached so as to reduce disputation and maximise buy-in from Employees, so far as reasonably practicable.
9.5 In order to facilitate clause 9.4 the Parties to this Agreement will establish a Consultative Committee within six months of the Agreement being approved by the Commission. The roles of the Consultative Committee will be:
9.5.1 to monitor the application of this Agreement;
9.5.2 to discuss initiatives as required, including those referenced in clause 9.7, to ensure VIT is able to service its stakeholders; and
9.5.3 to discuss and monitor progress towards achieving the objectives outlined in this clause.
9.6 The Consultative Committee will comprise two VIT management representatives, up to two other employees and, and two Union representatives; and where practicable, will meet at least six times per year throughout the life of the Agreement.
9.7 The Consultative Committee will meet and discuss the implementation of service delivery improvements, including:
9.7.1 Redesigned process of Teacher Registration by adopting a ‘lifecycle’ approach to Student Registrations thereby reducing manual processing during the mid and end of year graduation periods which will significantly improve the registration experience for applicants.
9.7.2 Investing in cloud-based applications, platforms and services to minimise the risk caused by “point of failure” regarding physical ICT infrastructure facilities for Production and Disaster Recovery.
Service Delivery Partnership Plan. The parties agree that the following matters will be implemented during the life of the agreement, and will facilitate ongoing improvements 80 of 100 The number of PTA staff who are competent to provide Incident Management Support has increased substantially, in direct response to the recommendations of the Victorian Bushfires Royal Commission 2009. One third of PTA staff are competent to perform various levels of Incident Management Support in addition to their existing position. This expanded capacity has not previously been acknowledged as a service delivery improvement. Incident Management Support roles are performed as needed, whilst service delivery and business continuity are maintained across CFA. The Agreement clarifies and simplifies the entitlements of staff who provide this additional service: Staff are entitled to payment subject to participation in Incident Management Support in. The allowance payable for maintenance of recognised competencies is increased and aligns with the equivalent allowance paid in other agencies. The amount of time in lieu able to be accrued is increased from 24 to 38 hours. Accrual is frequently associated with Incident Support roles and other seasonal factors. The increased ceiling amount recognises these factors and will allow better management of accrued time.
Service Delivery Partnership Plan. 76.1 The parties have agreed to the following items for inclusion into an SDPP:
76.2 The parties are committed to improving the productivity and efficiency of the Victorian public health system in the following areas:
(a) Reducing illness and injury through occupational health and safety interventions;
(b) Facilitating and assisting the implementation of the Victorian Health Risk Management System, and the reduction of negative patient outcomes.
(c) Adopting best practice leave management arrangements;
(d) Enhancing patient safety and outcomes through increased immunization/vaccination rates;
(e) Reducing the environmental impact of health services
(f) Improving patient satisfaction levels through improved stakeholder response times
(g) Best practice in addressing absenteeism;
(h) Assisting the implementation of the Asset management accountability framework;
(i) Gaining efficiencies and reducing costs associated with the use of fee-for-service arrangements for maintenance and repairs of medical equipment;
(j) Reviewing the appropriateness of a cost neutral replacement of all or some of the current on-call/recall allowances with a Remote Technology Allowance;
(k) Developing a training model to meet any mandatory registration requirements
(l) Continuing cooperation for the development and implementation of a standardised/high cost equipment asset database for medical devices across Victorian Hospitals.
Service Delivery Partnership Plan. (a) The Parties to this Agreement recognise and acknowledge the performance and vital contribution of parliamentary officers in supporting the Parliament of Victoria and the people of the State of Victoria.
(b) All Parties agree to constructively and cooperatively review workloads and work demands across the organisation over the life of the Agreement to identify where productivity gains have been achieved, and where workload pressures have become unsustainable.
(c) All Parties will identify where service delivery “bottlenecks” have formed and cooperatively address these pressures in order to improve service delivery and customer experience.
(d) All Parties recognise the value, including productivity gains and service delivery improvements of having a safe, healthy and motivated workforce, and acknowledge obligations under the Occupational Health and Safety Act 2004 (Vic) or successor legislation. All Parties will proactively identify and address risks and hazards to the occupational health, safety and wellbeing of Employees, including workloads, work- related stress, mental health and bullying.
(e) All Parties acknowledge the exploration of a sick leave bank concept may have merit. All Parties agree to explore this concept and the potential application for Parliamentary Officers.
(f) All Parties acknowledge the exploration of volunteer leave may have merit. All Parties agree to explore this concept and the potential application for Parliamentary Officers.
(g) All Parties recognise the value and potential service delivery improvements of improved and cooperative Employer and Union/Employee relations. The Employer and the CPSU will establish a management and union Consultative Committee to monitor the progress of SDPP initiatives and the implementation of new clauses in the Agreement. This Consultative Committee will meet six times per year or more as required.
(h) All Parties recognise the benefits to the Employer and Employees in terms of increased capabilities, efficiency and productivity provided through professional development. Employees will be encouraged and supported to identify and undertake professional development opportunities through their learning and development plan, so far as reasonably practicable, and agreement will not be unreasonably withheld.
(i) All Parties acknowledge the importance of gender equity. All Parties agree to work together to develop a gender equity policy for Parliamentary Officers.
(j) All Parties acknowledge the conve...
Service Delivery Partnership Plan.
54.1 The service improvements documented in this plan set out the commitments of the parties to contribute to improve productivity and efficiency in the Victorian Public Mental Health System. This plan has been developed in conjunction with the Victorian Government’s enterprise bargaining framework and the implementation of this plan will assist in improving mental health services to our community.
54.2 The parties are committed to contributing to the improvement of the productivity and efficiency of the Victorian public health by:
(a) Improving patient treatment times through flow improvements and discharge practices;
(b) Enhancing patient safety through increased immunization/vaccination rates;
(c) Reducing illness and injury through occupational health and safety interventions;
(d) Replacing agency staff with bank and permanent staff where possible;
(e) Collaboration between the parties to reduce the environmental impact of health services;
(f) Modernising the agreement through the development and implementation of common enterprise agreement clauses across agreements in the Victorian public health sector where possible;
(g) Jointly working to enable the Victorian health system to excel in meeting the National Safety and Quality Health Service Standards;
(h) Supporting the implementation of VHIMS 2 to improve productivity and efficiency in the completion or requisite reports and assessments; and
(i) Collaborating with government to implement the 10 Year Mental Health Plan.
(j) Reducing the volume and duplication of organisational, clinical, legal and reporting documentation.
Service Delivery Partnership Plan. The service improvements documented in this plan set out the commitments of the parties to contribute to improve productivity and efficiency in the Victorian Public Mental Health System. This plan has been developed in conjunction with the Victorian Government’s enterprise bargaining framework and the implementation of this plan will assist in improving mental health services to our community.
Service Delivery Partnership Plan. 6.1 The parties agree that the following matters will be dealt with over the life of the agreement:
(a) Towards common practice: establishment of a working group that will develop consistent policies that underpin the key provisions in the agreement. The goal of the working group will be to remove ambiguity and inconsistency across the workplace and decrease disputation. This includes the development and implementation of best practice guidelines for the management of misconduct and grievances. The working group will also look at the issue of use of Department of Education and Training resources, including computers and phones.
(b) Consultation with the union will take place during the life of the agreement in relation to capability framework currently being developed by government. Changes to the capability framework may require the parties to review the classification structure.
(c) Establish an advisory group to review and pilot mitigation strategies to reduce bullying and its consequences in the workplace.
(d) Develop and implement best practice guidelines for the management of performance and progression. The parties agree to review the operation of the grade descriptors to ensure there is no barrier to enhancing capacity building.
6.2 The parties agree to monitor the initiatives developed under this clause 6.
Service Delivery Partnership Plan. 1.7.1 The parties agree that the following matters will be dealt with over the life of the agreement.
