Shared Vision. The 2005 Attendance, Performance Improvement, Performance-Based Pay, Service Quality and Workforce Development BTGs recommended the establishment of teams based in work units as a core mechanism for advancing Partnership as the way business is conducted at Xxxxxx Permanente, and for improving organizational performance (attached as Exhibit 1.B.1.c.1 (1)). Unit-based teams (UBT) were then established and have been refined in every national bargaining since. A unit-based team includes all of the participants within the boundaries of the work unit, including supervisors, stewards, providers and employees. Engaging employees in the design and implementation of their work creates a healthy work environment and builds commitment to superior organizational performance. Successful engagement begins with appropriate structures and processes for Partnership interaction to take place. It requires the sponsorship, commitment and accountability of labor, management, and medical and dental group leadership to communicate to stakeholders that engagement in Partnership is not optional, but the way that Xxxxxx Permanente does business. Members of a unit-based team participate in: » planning and designing work processes; » setting goals and establishing metrics; » reviewing and evaluating aggregate team performance; » budgeting, staffing and scheduling decisions; and » proactively identifying problems and resolving issues. The teams need information and support, including: » open sharing of business information; » timely performance data; » department-specific training; » thorough understanding of how unions operate; » meeting skills and facilitation; and » release time and backfill. Senior leadership of KFHP/H, medical and dental groups and unions in each region and cross-regional, shared services and national functions will agree on a shared vision of the process for establishing teams, the methods for holding teams and leaders accountable, and the tools and resources necessary to support the teams. Unit-based team goals will be aligned with national, regional, facility and unit goals. Implementation of unit-based teams should be phased, beginning with Labor Management Partnership readiness education and training of targeted work units, providing supervisors and stewards with the knowledge and tools to begin the team-building work. It is expected that unit-based teams are the operating model for Xxxxxx Permanente. The Rutgers study findings on What Teams Need can be found...
Shared Vision. Working together to ensure that the natural beauty of AONBs is conserved, enhanced and promoted for the benefit of all; valuing the contribution of each AONB and the network as a whole to the protection of our finest landscapes; supporting local action and national collaboration; recognising and meeting the challenges for the future. AONBs are seen as functioning landscapes and exemplars of coherent and resilient ecological networks which can deliver wider benefits for society.
2.1 The Parties to this Agreement believe that:
2.1.1 AONB management structures should be strongly supported by partners and relevant authorities.1
2.1.2 the statutory requirement to produce Management Plans provides an important opportunity to strengthen partnerships and achieve better outcomes.
2.1.3 security of funding and flexibility of funding for AONBs will deliver better outcomes.
2.1.4 there should be a “can do” culture which is not risk-averse but where lessons from novel approaches are encouraged and learnt from, in both success and failure.
2.1.5 monitoring of environmental outcomes is essential and needs to be undertaken to develop a sound, spatially-relevant evidence base.
2.1.6 opportunities should be taken to maximise the synergies between the outcomes of the Management Plan with the plans of other Parties, and of the wider Protected Landscape network.
Shared Vision. Through innovation and dedication to the service of our communities, we will provide care that is measured as successful by the community, the health care team and the organisation. To provide quality care, we need to provide the right care, in the right amount, at the right time and in the right setting with an emphasis on partnering, rather than competition, with the primary sector. This will not compromise the quality, cost-effectiveness or efficiency of the health service provided by the employer. The parties to this agreement acknowledge the importance of both work life balance and a safe quality work environment. The parties to this agreement encourage staff to communicate openly on issues of workload management. Where a manager becomes aware that an employee is not taking the breaks to which they are entitled they will ensure that the employees receive the breaks to which they are entitled to whether paid or unpaid. The parties shall work together so that regular extended hours of work are not necessary to meet and sustain service requirements.
Shared Vision. Working together to ensure that the natural beauty of AONBs is conserved, enhanced and promoted for the benefit of all; valuing the contribution of each AONB and the network as a whole to the protection of our finest landscapes; supporting local action and national collaboration; recognising and meeting the challenges for the future. AONBs are seen as functioning landscapes and exemplars of coherent and resilient ecological networks which can deliver wider benefits for society.
2.1 The Parties to this Agreement believe that:
2.1.1 AONB management structures should be strongly supported by partners and relevant authorities.1
2.1.2 the statutory requirement to produce Management Plans provides an important opportunity to strengthen partnerships and achieve better outcomes.
2.1.3 security of funding and flexibility of funding for AONBs will deliver better outcomes.
2.1.4 there should be a “can do” culture which is not risk-averse but where lessons from novel approaches are encouraged and learnt from, in both success and failure.
2.1.5 monitoring of environmental outcomes is essential and needs to be undertaken to develop a sound, spatially-relevant evidence base. 1 As defined by S85 of CROW Act 2000- relevant authority includes government departments, Natural England included, and public sector as well as statutory undertakers
2.1.6 opportunities should be taken to maximise the synergies between the outcomes of the Management Plan with the plans of other Parties, and of the wider Protected Landscape network.
Shared Vision. The AOG and Endowment are the primary organizations of USAF Academy Graduates and Friends dedicated to supporting the Academy. The AOG provides services and support to the Academy, Cadets and Graduates. The Endowment develops and stewards gifts to support programs and services for the Academy, Cadets and Graduates.
Shared Vision. The parties hereby establish the following shared vision for the community-based care system of care:
Shared Vision. The parties share a vision of healthy, self-determining and vibrant First Nations children, families and communities in BC. To achieve this shared vision, the parties must take action together to improve the systems that serve First Nations children, families and communities in BC. Building on the existing tripartite health partnership, the parties are committed to creating a culturally safe, comprehensive and coordinated continuum of mental health and wellness approaches that affirms, promotes and restores the mental health and wellness of First Nations in BC and that contributes to healing, reconciliation and Nation rebuilding. As reflected in this document, the parties are committed to facilitating a whole-of-government approach that supports First Nations to design a continuum of integrated community-level services. By taking these steps together, the parties are committed to making immediate service improvements and building the foundation for future actions necessary for achieving the shared vision of the parties.
Shared Vision. ‘We will work together, through the provision of linked transitional housing and support, to empower our clients to access and maintain permanent housing, improve their wellbeing and end their experience of homelessness’.
Shared Vision. This Compact recognises that voluntary and community organisations and the Public Sector both contribute considerably towards improving the quality of life of the people in Thanet. As partners to the compact, we believe this can be achieved more effectively by working together: • Communicate and listen to each other; • Share knowledge, experience and expertise; • Work together in partnership for the benefit of the local people and their needs; • Work towards common aims and objectives according to the capacity of each organisation; • Encourage and support voluntary and community activity; • Demonstrate commitment to the importance of sustainability in the planning and provision of services; • Promote equal opportunity and diversity; • Demonstrate commitment to communication and sharing of information; • Promote mutual understanding of each other’s ethos and roles and create relationships where partners are equally valued; • Encourage the resolution of issues that may arise through an agreed process where negotiations break down. • Commit organisations to delivering the Direction of Travel • Respect each other’s needs to deliver individual objectives alongside the shared ones We believe that by working together towards the achievement of democratic and socially-‐inclusive objectives, we can achieve positive benefits for the people of Thanet.
Shared Vision. 2.1 The Parties to this Agreement believe that:
2.1.1 AONB management structures should be strongly supported by partners and relevant authorities.1 the statutory requirement to produce AONB Management Plans provides an important opportunity to strengthen partnerships and achieve better outcomes. security of funding and flexibility of funding for AONBs will deliver better outcomes. there should be a “can do” culture which is not risk-averse but where lessons from novel approaches are encouraged and learnt from, in both success and failure.
2.1.5 monitoring of environmental outcomes is essential and needs to be undertaken to develop a sound, spatially-relevant evidence base.
2.1.6 opportunities should be taken to maximise the synergies between the outcomes of the AONB’s Management Plan with Natural England’s Strategic Objectives and the plans of other Parties.
