Underlying Principles. 1.1 The parties acknowledge the fundamental importance of the need to promote and establish distributive clinical leadership within the workplace consistent with the principles of engagement in the Time for Quality agreement between the Association and all District Health Boards (refer Clause 2) and the associated need to establish effective employer-employee partnerships, based on good faith, mutual respect and constructive engagement.
1.2 Accordingly the parties will actively promote and encourage open discussion and collegial and collective responses to workplace challenges and issues.
1.3 Employee participation in district health board annual and strategic planning is essential for achieving patient centred care. Employee engagement, in conjunction with other appropriate employees not covered by this agreement in strategic and service planning is necessary including about: • Patient and whanau centred care • Effective utilisation of resources including team work • Complexities of the planning process
1.4 The parties recognise that employees are constrained by their ethical and professional obligations and public expectations not to refuse treatment to patients in need of their professional skills.
1.5 The parties acknowledge the increasingly demanding environment in which employees are required to practise. Accordingly the parties undertake to do what they reasonably can to ensure the workplace is well resourced, professionally supportive and conducive to a very high standard of clinical practice.
Underlying Principles. 1.1 The parties acknowledge the fundamental importance of the need to promote and establish clinical leadership within the workplace consistent with the principles of engagement in the Time for Quality agreement between the Association and all District Health Boards (refer Clause 2) and the associated need to establish effective employer-employee partnerships, based on good faith, mutual respect and constructive engagement.
1.2 Accordingly the parties will actively promote and encourage open discussion and collegial and collective responses to workplace challenges and issues.
1.3 The parties recognise that employees are constrained by their ethical and professional obligations and public expectations not to refuse treatment to patients in need of their professional skills.
1.4 The parties acknowledge the increasingly demanding environment in which employees are required to practise. Accordingly the parties undertake to do what they reasonably can to ensure the workplace is well resourced, professionally supportive and conducive to a very high standard of clinical practice.
Underlying Principles. Early Intervention, Equality and Sustainable Change From early in the SOA development process, we identified a number of underlying principles that underpin all of the development activity around the new outcomes and activities for the SOA. In embedding these principles from the outset of the planning process, we expect to develop more effective responses and deliver better outcomes for local residents.
Underlying Principles. 6.1.1. The Parties acknowledge that due to the close interaction required between them in relation to operations, a good working relationship is necessary in order to achieve the successful implementation of this Agreement. Accordingly the Parties commit to:-
6.1.1.1. ensure that there is regular communication between the Parties with regards to the implementation of this Agreement;
6.1.1.2. act reasonably and in good faith towards each other in the exercise of their respective rights and in the performance of their respective obligations in terms of this Agreement;
6.1.1.3. ensure that mutual co-operation exists amongst their respective employees involved in the implementation of this Agreement.
6.1.2. Each of the Parties, in their capacities as Network Operator, Station Operator, Train Operator and Private Siding Operator, shall be responsible for the operation of the Network and Rolling Stock under their management and control interfacing with one another under this Agreement in accordance with the requirements of SANS 3000 and any Applicable Requirements.
6.1.3. The Parties agree that the standards and procedures set out in the Operations And Safety Requirements shall at all times be strictly observed and applied.
6.1.4. In the event of any amendments to the requirements of SANS 3000 the Parties shall consult with each other in order to align any policies, structures, and procedures, as soon as possible after being notified thereof and, if necessary, to conclude an addendum to this Agreement;
6.1.5. All Parties reserve the right of access for whatever purpose/reason to safety critical information of the other of them provided that such disclosures and information are adequately protected by way of written confidentiality undertakings, to the reasonable satisfaction of the Party making such disclosures.
Underlying Principles. The United Nations Convention on the Rights of the Child (UNCRC) underpins our shared approach to developing and advocating our work across the UK and the Republic of Ireland. BINOCC acknowledge the UNCRC as providing the principled framework for each office’s individual and shared work and will take a rights based approach in this. There is a shared recognition that the UNCRC is a universal convention that sets out standards that go beyond geographical boundaries, different jurisdictions or separate systems. However, BINOCC will always strive to recognise the impact of jurisdictions and offices and will always make other colleagues aware of actions taken and any possible implications before they are made public. Wherever possible, colleagues from the different offices will work jointly on matters of common concern that require the attention of the Commissioners/Ombudsman. The intention shall always be to raise matters of common concern in a planned and timely fashion. The offices will be proactive in informing other offices with regards to work and relationships with Government Departments and other organisations that have a remit over different jurisdictions. This will be supported by regular, on-going contact and open exchanges of information between the offices. This approach will include planning for and responses to Government(s) consultation processes. It is important that the different functions of the organisations work collectively across the jurisdictions and that there is a principle of planning and working across functions. There may be occasions when offices may wish to reply to a policy proposal or external communication opportunity that is unforeseen. In such instances, the Commissioners/Ombudsman will endeavor to base any policy positions on an extension of existing positions and/or evidence held by one or more office. The underlying principle for all communication about non-devolved matters is that where possible, agreement should be sought between the jurisdictions that the communication will impact upon, before it is issued. Where communication cannot be sought or reached, the jurisdiction issuing the communication will make aware the other jurisdictions upon whom it may impact. Staff at all levels in each office will take forward such issues/matters within their respective authority and remit and deliver against agreed objectives. Operational matters should always be agreed or resolved at the relevant operational level. If there are ar...
Underlying Principles. The operation of the agency travel program requires a critical balance between agency responsibility for cost effectiveness and the authorized traveler’s need for quality services and support. The traveler shall select the least expensive and most efficient mode of travel while considering meal, lodging, mileage, and transportation costs. State agencies may consider alternate routes taken as a result of employee safety concerns when determining an employee’s mileage reimbursement. The following travel policies explain in detail how to request, document, and reimburse travel so authorized travelers can be assured that: • Reimbursements will be timely and accurate; • State-arranged billing and charging is protected for travel required in the future; and • Travelers and the agencies comply with applicable law and regulation. The traveler may receive partial reimbursement from other sources (non-state agency sources) for state travel expenses. The traveler may seek reimbursement from the agency for the difference between the partial reimbursement and the actual expenses. • Chapter 660 of the Texas Government Code; • State travel laws and regulations contained in the General Appropriations Act, Article IX, Part 5; and • Policies and procedures developed by the State of Texas Comptroller (Comptroller).
Underlying Principles.
1.1 The parties acknowledge the fundamental importance of the need to promote and establish distributive clinical leadership within the workplace consistent with the principles of engagement in the Time for Quality agreement between the Association and all District Health Boards (refer Clause 2) and the associated need to establish effective employer-employee partnerships, based on good faith, mutual respect and constructive engagement.
1.2 Accordingly the parties will actively promote and encourage open discussion and collegial and collective responses to workplace challenges and issues.
1.3 Employee participation in district health board annual and strategic planning is essential for achieving patient centred care. Employee engagement, in conjunction with other appropriate employees not covered by this agreement in strategic and service planning is necessary including about: • Patient and whanau centred care • Effective utilisation of resources including team work • Complexities of the planning process
1.4 The parties recognise that employees are constrained by their ethical and professional obligations and public expectations not to refuse treatment to patients in need of their professional skills.
1.5 The parties acknowledge the increasingly demanding environment in which employees are required to practise. Accordingly the parties undertake to do what they reasonably can to ensure the workplace is well resourced, professionally supportive and conducive to a very high standard of clinical practice. 2 Time for Quality The parties note the Tripartite Process involving the Government, the DHBs and the Council of Trade Union affiliated unions which is based on the Health Sector Relationship Agreement and which includes the Time for Quality Document. Consistent with this relationship the principles of engagement are as follows: • Employee/management partnership is founded on teamwork and respect. • Managers will support employees to provide leadership in service design, configuration and best practice service delivery. • Managers will support employees to ensure recognised competency and credentialing standards are met. • Managers and employees affirm that quality care drives the system to optimise patient outcomes. • Managers and employees will collaborate to meet both the “patient test” and the “whanau test” which means the patient experience is optimised for the patient and in a culturally appropriate way. • Managers and employees explicitly agree that...
Underlying Principles. (i) The parties acknowledge and accept that Te Rūnanga O Toa Rangatira Incorporated is expected to meet its vision of ensuring Ngāti Toa people have as good a health service as any other group in the world. In addition, Ngāti Toa as manawhenua of Te Te Upoko o Te Ika have kaitiaki responsibilities for the wider community we serve. To this end, employees are expected to meet this visison in a manner that is culturally, physically, mentally and spiritually empowering for all people that use its services.
(ii) The parties acknowledge the importance of collegiality within the workplace and will actively encourage collective negotiations and responses to workplace challenges and issues.
(iii) The parties recognise that employees are constrained by their ethical and professional obligations and public expectations not to refuse treatment to patients in need of their professional skills.
(iv) The parties acknowledge the increasingly demanding medico-legal environment in which employees are required to practice. Accordingly, the employer undertakes to do what it reasonably can to ensure the workplace is well resourced, professionally supportive and conducive to a very high standard of individual clinical practice.
(v) Te Rūnanga O Toa Rangatira Incorporated eneavours to provide a healthy working environment and implements policies that promote, develop, assist and maintain the health and well-being of employees.
(vi) Te Rūnanga O Toa Rangatira Incorporated have an organisation wide framework of care, Xxxxx Xxx, that seeks to support individual and whanau wellbeing supported through the services (formal and non-formal) we provide.
(vii) Over time, Xxxxx Xxx will support the parties to move towards a more integrated service delivery model where whanau are enabled to access the full suite of services available to support them to achieve their aspirations. Xxxxx Xxx also provides insights into how the Runanga can build the cultural capability of services to contribute to equitable health, social and economic outcomes for the communities the parties serve.
Underlying Principles. 1.1 The Contracting Parties reaffirm that their cooperation in the Tumen River Economic Development Area is based on the common interests of their governments to increase mutual benefits, to strengthen economic and technical cooperation and to attain greater growth and sustainable development for the peoples and countries in the Tumen River Economic Development Area.
1.2 The Contracting Parties shall implement this agreement of the basis of the principles of international laws governing relations between states, notably mutual respect of the sovereignty and independence of all states, equality, mutual benefit and good neighborliness.
1.3 The Contracting Parties shall work to ensure that the Tumen River Economic Development Area is attractive for international investment, trade and business.
Underlying Principles. 10 2.4 Post Closing Payment...........................................................................10 2.5 Section 351 Exchange Plan......................................................................12 2.6 Certain Effects of OLD ACG Merger..............................................................12
