Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities. • The Junior Medical Officer Your Training and Wellbeing Matters Survey will monitor the quality of supervision, education and training provided to junior medical officers and their welfare and wellbeing. • The Australian Medical Association, in conjunction with the Australian Salaried Medical Officers Association, will undertake regular surveys of senior medical staff to assess clinical participation and involvement in local decision making to deliver human centred care.
Workplace culture. Letter of Understanding Between the Treasury Board of Canada and the Public Service Alliance of Canada creating a National Joint Committee to tackle workplace culture problems at CBSA.
Workplace culture. 9.1. The culture we seek will have a number of features including: 9.
1.1. Identification with the Council and its corporate objectives as established under the Councils Strategic Management Plan.
Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities.
Workplace culture. 8.1. PM&C is committed to maintaining a diverse workforce and a workplace that is free from discrimination and harassment. There are guidelines that seek to prevent workplace bullying and harassment and a list of Workplace Harassment Contact Officers is on the intranet.
Workplace culture. 1.7.1 The parties to this Agreement will implement workplace practices aimed at providing working arrangements which enables the CWT to enhance job satisfaction and work toward a positive workplace culture based on the CWT vision and values, while delivering quality customer service.
Workplace culture. 1.8.1 The CWT and its employees are committed to contributing to a positive workplace environment that is aimed at enhancing job satisfaction, productivity, quality customer service and a safe workplace.
1.8.2 All employees will act with integrity and hold themselves and others accountable for role modelling the organisations culture and leadership principles.
Workplace culture. 11.1. DCCEE is committed to maintaining a diverse workforce and a workplace that is free from discrimination and harassment.
11.2. In DCCEE, our commitment to workplace diversity ensures that we value and respect our differences and that our workplace is fair, accessible, flexible and inclusive and free from discrimination, bullying and harassment. By drawing on a wide range of points of view, we can work to our full potential in achieving DCCEE’s business goals.
11.3. During the life of this agreement the Department will implement strategies in support of the Government objectives to increase workplace participation rates of indigenous persons, people with a disability and other minority groups.
Workplace culture. 20.1 The employee shall embrace the culture of CCR Group Labour Hire Pty Ltd and as such shall:
(a) know the CCR Group Vision Statement; and
(b) undertake work and designated duties with a cooperative, positive attitude at all times whilst working towards Organisational Excellence as set in the Australian Business Excellence Framework categories of Leadership, Strategy and Planning, Information and Knowledge, People, Customer and Market focus, Innovation – Quality and Improvement and Success and Sustainability; and
(c) embrace technological or other changes that necessitates a change to working procedures and practices; and
(d) be forthcoming with innovative ideas and initiatives that could improve workplace cultures, productivity or competitiveness; and
(e) cooperate with the employer in the development and implementation of initiatives intended to improve the workplace culture or productivity to make the business more competitive; and
(f) take on the role of ambassador for the employer when communicating about the organisation to all third parties including both internal and external clients.
20.2 When an employee celebrates a birthday, a notification will be forwarded via an electronic SMS service giving best wishes from the employer.
20.3 On the employee’s anniversary date, relating to service with the employer, a notification will be forwarded via an electronic SMS service to thank the employee for their concerted efforts during their employment.
20.4 The employer will issue a monthly company newsletter to the employee including information about the monthly safety theme, current and completed projects, social events, birthdays, new employees, employees ceasing employment, monthly competition, general information dissemination and any other information as requested by the employee.
Workplace culture. A healthy and functional workplace culture is essential to facilitate the delivery of first class patient centred care. The further consolidation within our workforce of NSW Health’s core values of Collaboration, Openness, Respect and Empowerment (CORE) continues to be a key focus area in 2015/16. Calvary Mater Newcastle is to actively implement an action plan developed in response to the National BPA Staff Engagement Survey, conducted second yearly. Culture Indices will be indicative of the effectiveness of improvement initiatives. The National Disability Insurance Scheme (NDIS) will deliver a national system of disability support focused on the individual needs and choices of people with a disability. The NDIS is designed to provide people with a disability reasonable and necessary supports to achieve their goals and participate in the community both socially and economically. Under the new Scheme, funding for disability support will be allocated to each eligible individual, rather than a service provider, giving people control over the support they want as well as from whom they wish to purchase that support. Under the NDIS, investment in NSW for disability supports is expected to more than double in next five years to provide supports for around 140,000 people. NSW Health is currently working with the National Disability Insurance Agency and the NSW Department of Family and Community Services to promote a seamless transition to the NDIS for people currently receiving disability services through the NSW health system. Local Health Districts (other than HNELHD and NBMLHD) will begin a phased transition starting in 2016. NSW Health is also working closely with the Department of Premier and Cabinet, the Commonwealth and other Health jurisdictions to agree on roles and responsibilities of different Agencies. Further detail on the National Disability Insurance Scheme is available at: xxxx://xxx.xxxx.xxx.xx/ In addition to the whole of system priorities outlined above, a number of high priority plans and initiatives are in place to assist in achieving the overarching goals and priorities of the NSW State Health Plan including: Healthy, Safe and Well: A Strategic Plan for Children, Young People and Families 2014/24. Keep Them Safe — A Shared Approach to Child Wellbeing The NSW Aboriginal Health Plan 2013-2023 National Maternity Services Plan National Primary Health Care Strategic Framework NSW Health Framework for Women's Health 2013 National Dru...
