Staffing Resource Sample Clauses

Staffing Resource a. WLC Sport Development Officer will provide support and guidance to the SWL Management Committee. b. Scottish Swimming will provide support and advice to SWL via the Regional Swimming Development Manager c. SWL will recruit and manage coaches and volunteers 1. The SWLMC will manage the programme and meet at regular intervals throughout the year (as per SWL Constitution and Byelaws). The SWLMC will work with the SDO and performance coach to review the aims and objectives of the programme. 2. Membership of SWL will be made up of representatives from all partners involved in the programme; club representation, WLC representation via the SDO and support from Scottish Swimming via the RSDM). 3. Club representation and voting rights will be equitable regardless of financial contribution or number of swimmers in the programme. 4. Ongoing evaluation and monitoring of the effectiveness of the programme will be carried out by the SWL Management Committee and an Annual Report will be submitted to all key partners.

Staffing Resource. List of all staff involved for the purposes of this contract is outlined in Table 1 below:

Staffing Resource. A majority of nurses from the MJH MS unit perceived that inadequate resources hindered their ability to use evidence in their practice. Nurses most commonly perceived that a lack of nursing staff prevented them from following certain evidence-based guidelines, such as turning the patient to prevent pressure ulcers. For example, Xxxxx believed that, when there were not enough nurses present to care for the patient/families, he was unable to turn them to prevent pressure ulcers: Xxxxx: One thing is the patient ratio. When you are on a medical floor, why you have many more patients to take care of and there isn’t necessarily less per patient to do. Time emergency isn’t quite as much. But, there is still the same amount of things to do per patient and too often; it is too many things to do in twelve hours. As a result, then you have to make compromises. When you go home, you realize there was a lot you wanted to do. Xxx: Can you talk about some of those compromises? Xxxxx: Some of it is just simple, basic care. Somebody who can’t turn themselves, and you can’t get there and make sure they get turned. That is what the basic care is. Or, maybe somebody has a feeding tube and they are supposed to get free water every four hours. You don’t get it there every four hours, and so maybe you only get there three times a day. So, you make sure they get the volume; but you didn’t do it - it is like, if I give you the extra volume, is that going to be a problem for the patients? The other thing is, if you have got more you need to do in 12 hours, sometimes, if you didn’t do something, you don’t know that you didn’t do it. So, you don’t have time to reflect back and say, wait a minute; do I need to catch up on this? It is, if you didn’t know that you didn’t do it, you can’t get with it and fix it. Similarly, Xxxx perceived that she was unable to do everything that was needed for the patient/family when there were not enough nurses. The lack of nursing staff prevented Xxxx from doing evidence-based care, such as turning: There are times, even with four, depending on how sick they are, where you feel like, ah, I wish I had a little more time. A little more help. Sometimes we're stretched a little thin, to be honest; and so you do the best you can but always - on those days you come away going, I wish I could've done better for the people there. Likewise, Xxxxxxxxx perceived that she was unable to follow the evidence when there was inadequate nursing staff. Additionally, Xxxx...