The Principles. 7.1 These Principles underpin the delivery of the Parties obligations under this SPA and set out key factors for a successful relationship between the Parties.
7.2 The Parties acknowledge and confirm that the successful delivery of the operating framework will depend on their ability to effectively co-ordinate and combine their expertise, manpower and resources in order to deliver an integrated approach to the provision of services across the Commissioners and Providers.
7.3 The principles referred to in clause 7 are that the Parties will work together in good faith and, unless the provisions in this SPA state otherwise, the Parties will:
7.3.1 commit to behave consistently as leaders and colleagues in ways which model and promote shared values;
7.3.2 act as leaders of and within our organisation, our health and care partnership[s] and our place (Bradford District and Xxxxxx);
7.3.3 support each other and work collaboratively;
7.3.4 act with honesty and integrity, and trust each other to do the same;
7.3.5 challenge constructively when we need to;
7.3.6 assume good intentions;
7.3.7 implement shared priorities and decisions, holding each other mutually accountable for delivery;
7.3.8 be ambitious for the people we serve and the staff we employ;
7.3.9 understand that the Airedale, Wharfedale and Xxxxxx and the Bradford Health and Care Partnerships belong to our citizens and to commissioners and providers, councils and NHS so we will build constructive relationships with communities, groups and organisations to tackle the wide range of issues which have an impact on people’s health and wellbeing;
7.3.10 look to do the work once – duplication of systems, processes and work should be avoided as wasteful and potential source of conflict;
7.3.11 undertake shared analysis of problems and issues as the basis of taking action; and
7.3.12 apply subsidiarity principles in all that we do – with work taking place at the appropriate level and as near to local as possible. (these principles together with the Financial Principles (Schedule 6) and Workforce Principles (Schedule 7) are the “Principles”).
The Principles. 5. The principles required for an era of truly sustainable buildings emerge from building science, materials science, digital science, information and communication technology and more. They reflect accumulated lessons learned and best practices of building owners, designers, engineers, builders, managers, policy makers, and more. The principles shift the building industry paradigm from fragmented and serial to holistic and integrated.
6. The principles cannot be prescriptive because of the vast diversity of circumstances and conditions experienced around the world. Rather, the principles provide guidance for planners, builders, and the entire building delivery and management chain as elements of innovative sustainability strategy.
A. Strategic – Buildings must be:
The Principles. Partnership amongst Signatories will involve joint decision-making and cost-sharing for biosecurity readiness and response.
The Principles. Supervisors have a legitimate and important role which they must carry out responsibly. To do this they must: • Conduct themselves in a proper and dignified manner. • Be given the opportunity to correct problems/issues in their work area with the confidence that normal work will continue whilst the problem/issue is being resolved. • Manage their areas responsibly and consistent with all agreements between the parties and quality and productivity objectives. • Attend all meetings associated with the implementation of this Agreement. • Further to these principles it is agreed that supervisors will be able to use the Dispute Settlement Procedure (apart from when disciplinary action is necessary) to assist them in carrying out their responsibilities.
The Principles i. Collaboration with the child and family: Respect for and active collaboration with the child and parents is the cornerstone to achieving positive behavioral health outcomes. Parents and children are treated as partners in the assessment process, and the planning, delivery, and evaluation of behavioral health services, and their preferences are taken seriously.
ii. Functional outcomes: Behavioral health services are designed and implemented to aid children to achieve success in school, live with their families, avoid delinquency, and become stable and productive adults. Implementation of the behavioral health services plan stabilizes the child's condition and minimizes safety risks.
iii. Collaboration with others: When children have multi-agency, multi-system involvement, a joint assessment is developed and a jointly established behavioral health services plan is collaboratively implemented. Revised 11-01-01 SCHEDULE I-A Effective 10-3-01 Page 17 of 26
The Principles. The Governing Body believes that in order to enable effective boarding to take place, good behaviour in all aspects of school and boarding life is necessary. For many of our pupils this involves 24 hours a day and 7 days a week during term time. The Governing Body seeks to create a caring learning environment in the boarding community by:
1. Promoting good behaviour and discipline;
2. Promoting self-esteem, self-discipline, proper regard for authority and positive relationships based on mutual respect;
3. Ensuring fairness of treatment for all;
4. Encouraging consistency of response to both positive and negative behaviour;
5. Promoting early intervention;
6. Providing a safe environment free from disruption, violence, bullying and any form of harassment;
7. Encouraging a positive relationship with parents/guardians to develop a shared approach to involve them in the implementation of the school’s policy and associated procedures.
The Principles. 19. The Principles for delivery of Title XIX behavioral health services, which are the foundation of this Settlement Agreement, are the following:
20. Collaboration with the child and family: Respect for and active collaboration with the child and parents is the cornerstone to achieving positive behavioral health outcomes. Parents and children are treated as partners in the assessment process, and the planning, delivery, and evaluation of behavioral health services, and their preferences are taken seriously.
The Principles. The Parties will abide by the following principles:
1. Stability This Agreement promotes the stability of the Internet and allows the Parties to plan for a deliberate move from the existing structure to a private-sector structure without disruption to the functioning of the DNS. The Agreement calls for the design, development, and testing of a new management system that will not harm current functional operations.
The Principles. 7.1 These Principles underpin the delivery of the Partners’ obligations under this Agreement and set out key factors for a successful relationship between the Partners for the delivery of the Place Partnership.
7.2 The Partners agree that the successful delivery of the Place Partnership operating model will depend on their ability to effectively co-ordinate and combine their expertise and resources in order to deliver an integrated approach to the planning, provision and use of community assets and services across the Partners.
7.3 The Partners will work together in good faith and, unless the provisions in this Agreement state otherwise, the Partners will:
7.3.1 Aim for better health and wellbeing for the whole population, better quality care for all patients and sustainable services for the taxpayer alongside the reduction of health inequalities (the “quadruple aim”);
7.3.2 Play our part in social and economic development and environmental sustainability of Barnsley and the wider South Yorkshire region;
7.3.3 Commit to making decisions at the right level and with the relevant partners at the Place Partnership level to deliver the Place Partnership vision and the Shared Purpose and benefit the population of Barnsley and the wider South Yorkshire region. Decisions should not adversely affect the outcomes or equity for populations within Barnsley or the ICS;
7.3.4 Ensure that the children’s, young people and families’ agenda is a key element of the Place Partnership’s work;
7.3.5 Support each other and work collaboratively to take decisions at the most local level as close as possible to the communities that we affect whether that be system, place or neighbourhood (subsidiarity);
7.3.6 Develop collaborative system leadership encompassing health, social care and wider system partners to deliver the Place Partnership vision and the Shared Purpose, and a culture and values to support transformation. All members are respected and valued. They understand their own contribution and support the contributions of other members to the Place Partnership vision and the Shared Purpose;
7.3.7 Strengthen clinical and professional leadership including general practitioners as expert generalists with the patient;
7.3.8 Enable the leadership role of citizens, communities and voluntary sector;
7.3.9 Strengthen the links between neighbourhoods, Place and the ICS and demonstrate inclusivity and shared ownership;
7.3.10 Make time and other resources available to develop the Place...
The Principles. Principles are the foundation of our relationship. We ask each of us to practice these principles in the way we work and how we make our decisions.
