Change Management Process

Size: px
Start display at page:

Download "Change Management Process"

Transcription

1 Change Management Prcess B1.10 Change Management Prcess 1. Intrductin This plicy utlines [Yur Cmpany] s apprach t managing change within the rganisatin. All changes in strategy, activities and prcesses culd result in changes in HSE risks. These risks need t be identified and assessed as part f the change management prcess. 2. Definitin f Change Management Change management means defining and adpting crprate strategies, structures, prcedures and technlgies t deal with changes in external cnditins and the business envirnment. 3. Examples f Change Management All rganisatins need t deal with change events. Successful rganisatins are able t manage change in a cherent manner and are able t generate the mst benefit frm changes and imprvements t the way they d business. A cmpany such as [Yur Cmpany] is likely t deal with a number f different types f change events. These culd include: Changes in scale Where [Yur Cmpany] wins a large cntract r pens a new business line there will be a need t change the way the business wrks due t the increasing size f the rganisatin (e.g. increases in emplyees, need fr new premises, need fr additinal vehicles, changes in management structures etc.) Changes in persnnel A mre cmmn change event that all rganisatins will face frm time t time is the need t adapt t changes in the persnnel in key psitins within the business. Fr example, a change in supervisr may change team dynamics whilst a change in accuntant culd include the risk f lsing significant crprate knwledge. Changes in technlgy Where there have been imprvements in technlgy (e.g. cmmunicatins, IT r equipment) there will be a need fr [Yur Cmpany] t update their systems and train their emplyees t effectively manage the change. Changes in service fferings In circumstances where [Yur Cmpany] was t change the business lines that we service then there will be a need t manage a change prcess thrugh training existing staff, recruiting additinal staff, updating the business plan and ptentially investing in new equipment and marketing literature. Legislative change Changes in laws and regulatins culd have a significant impact n hw [Yur Cmpany] ges abut undertaking its wrk. 1

2 4. HSE implicatins f rganisatinal change All changes in scale, persnnel, technlgy, strategy and prcesses culd result in changes in HSE risks. These risks need t be identified and assessed as part f the change management prcess. Sme examples f hw change may impact risk are utlined belw: HSE risks - Changes in scale Where there will be a need t change the way the [Yur Cmpany] wrks due t the increasing size f the rganisatin there may be additinal HSE risks that need t be cnsidered due t recruitment and inductin f additinal staff, cnducting peratins in new premises; use f new vehicles r equipment r changes in management structures r reprting lines. HSE Risks - Changes in Persnnel Where there are changes in persnnel there may be HSE risks assciated with a lack f knwledge f the new staff f the crrect safety prcedures and prtcls. Indeed, there may even be risks assciated with the safety culture that these new emplyees may bring with them. HSE Risks - Changes in technlgy Investment in new prcesses r equipment can bring HSE risks where persnnel are nt trained r experienced in the use f the new equipment / technlgy. HSE Risks Service Offerings Changes in the range and nature f services ffered by [Yur Cmpany] wuld bring additinal HSE risks due t the new activities that staff must undertake s as t prvide these services. Prcess fr assessing HSE risks assciated with Change Management The cntrl prcess fr assessing and mitigating risks assciated with Change Management are the same as thse in place fr ther wrkplace HSE risks. These are as fllws: Eliminate the hazard frm the wrkplace altgether. If a risk cannt be eliminated, try t substitute it with smething that has a lwer risk. Islate the prblem - this is ften dne by the use f separate purpse-built rms, barricades, r sund barriers. Re-design equipment, wrk prcesses r tls t reduce r eliminate the risk. Administrative cntrls include apprpriate training, written wrk prcedures, adequate supervisin, signage, maintenance f plant and equipment, r limitatin f expsure time. 5. Key elements in successful Change Management The key elements in [Yur Cmpany] s apprach t change management include: Planning: develping and dcumenting the bjectives t be achieved by any change and the means t achieve it. Defined Gvernance: establishing apprpriate rganisatinal structures, rles, and respnsibilities fr the change that engage stakehlders and supprt the change effrt. 2

3 Cmmitted Leadership: nging cmmitment frm the leadership f [Yur Cmpany] and acrss the rganisatin t guide rganisatinal behaviur, and lead by example. Infrmed Stakehlders: encuraging stakehlder participatin and cmmitment t the change, by emplying pen and cnsultative cmmunicatin appraches t create awareness and understanding f the change thrughut [Yur Cmpany]. Aligned Wrkfrce: identifying the human impacts f the change, and develping plans t align the [Yur Cmpany] wrkfrce t supprt the changing rganisatin. The extent t which each f these five factrs is exhibited in successful change prjects will vary depending n the nature f the change invlved. Clearly where large whle f rganisatin change (e.g. business relcatin) is invlved the cmplexities will be increased and each f the factrs utlined will require fuller cnsideratin. In the case f a small, mre lcalised change (e.g. change in finance system), the need may be less significant. 6. Respnsibility fr identifying, assessing and addressing HSE risks The respnsibility fr identifying, assessing and mitigating HSE risks lies initially with the Change Agent. The Change Agent is respnsible fr managing the verall day t day change management prcess and implementatin, including crdinatin f any different wrk streams that may be required. In sme circumstances this will be ne f the [Yur Cmpany] Supervisrs r culd als be the Managing Directr. It is hwever imprtant t nte that all members f [Yur Cmpany] s wrkfrce will cntinue t be respnsible fr hazard identificatin and in cmpleting incident reprts where incidents r near misses ccur. 6.1 HSE Cntinuus Imprvement [Yur Cmpany] is cmmitted t cntinuus imprvement f ur HSE perfrmance thrugh learning lessns frm the way in which specific change events are managed and implemented. As part f this prcess we will: Planning Reprt n any hazards, incidents r near misses that ccur in respect f the change event; Investigate any incidents and near misses t better understand the reasns fr the incident and hw it can be better mitigated in future. Imprve wrk prcesses and redesign systems t eliminate r reduce any HSE risks resulting frm the change event. 7. Change Management There are a number f steps in planning fr change. These are as fllws: Planning Cntext Critical t successful change is gd planning. Successfully managing the cmplexity f change is virtually impssible withut a rbust plan that is supprted by strng prject 3

4 management. A change management plan shuld be develped by [Yur Cmpany] fr each change event. Such a plan is imprtant t help the rganisatin t: Take stck f their current psitin; Identify what is t be achieved, and what the future psitin fllwing the change is expected t be; Detail precisely the wh, what, when, where, why and hw f achieving and implementing the change bjectives; Assess the impact f the change n the rganisatin and the peple within it, as well as ther stakehlders (Health Safety and Envirnment); and Ensure alignment with the rganisatin s wider business mdel/strategy A gd change planning prcess invlves: Clear Visin Setting a clear visin fr the change which is aligned with the rganisatin s visin and missin Dcumenting the case fr change, and Develping the change plan. The starting pint and fcus f successful change planning is having a clear visin abut what the scpe and impacts f the future changed state will be. If the change visin is nt clear r shared, cmmitment is unlikely, and change effrts will be shrt-lived at best and will likely fizzle ut. Further, withut a clear visin, change effrts can easily disslve int a list f cnfusing tasks, directives and smetimes incmpatible prjects that can take the rganisatin in the wrng directin r nwhere at all. The visin shuld prvide the directin, which ties everything tgether, shwing where individual prjects and initiatives fit int the big picture Dcument the Case fr Change and the Visin T ensure clarity abut the change (and t prvide a clearer picture f the magnitude and cmplexity f what is invlved) the fficers respnsible fr managing each change event (Change Manager) shuld dcument: Why the initiative is being undertaken - What are the business drivers? What utcmes and bjectives the change is seeking t achieve, and Hw the change will benefit stakehlders, the rganisatin and the [Yur Cmpany] verall Develp Change Plan and Measures The [Yur Cmpany] Change Manager shuld develp a Change Plan fr each event that shuld state: The bjectives t be achieved by the change; The prpsed new directin, cre business, structure and staffing 4

5 arrangements t accmmdate the change (if applicable); Hw the change is t be implemented, including hw the change will be cmmunicated t the wrkfrce and ther stakehlders; The resurces t be used, and the timelines; The ptential HSE impacts and risks; The relevant human resurces principles and plicies t be applied, particularly in relatin t staffing issues; and The means by which perfrmance in the changed envirnment will be assessed in relatin t the stated bjectives; i.e. hw the rganisatin will knw when it has achieved the desired change (Perfrmance indicatrs and measures). 8. Defined Gvernance Strng gvernance and assciated reprting arrangements need t be established t drive and mnitr change. Change management gvernance invlves establishing apprpriate rles, respnsibilities and a structure within the rganisatin t ensure a successful change. While each change prcess will adpt a gvernance structure suitable t its specific cntext and gals, the fllwing basic change gvernance rles shuld be used by [Yur Cmpany] when establishing a change gvernance structure. Steering Cmmittee. The Steering Cmmittee prvides verall versight fr the change prcess, setting the directin and prviding leadership. It als ensures that the change prcess remains aligned with the rganisatin s strategic visin and directin (this will nly be emplyed in mre significant change events). Change Spnsr. The Change Spnsr has ultimate respnsibility fr the change and fr building cmmitment fr the change, particularly frm leaders acrss the rganisatin. This wuld usually be the [Yur Cmpany] Managing Directr. Change Agent. The Change Agent is respnsible fr managing the verall day t day change management prcess and implementatin, including crdinatin f any different wrk streams that may be required. In sme circumstances this will be ne f the [Yur Cmpany] Supervisrs r culd als be a Directr). 9.1 Rle 9. Cmmitted Leadership The rle f leadership in any change management effrt cannt be underestimated, and is the number ne cntributr t change success. 9.2 Visible Supprt - Setting the Example Successful change management requires a large cmmitment frm the [Yur Cmpany] CEO, regardless f whether the change is ccurring in ne sectin r acrss the whle rganisatin. Change is inherently unsettling fr peple, and when it is happening all eyes 5

6 turn t the rganisatin s leaders fr supprt and directin. 9.3 Cntinuus Engagement A key rle f the Change Spnsr is t ensure that the rganisatin s emplyees cntinue t be invlved thrughut the change. Their engagement is necessary thrughut the full change prject life cycle, as acceptance f the change must be evident in each phase, frm initiatin and planning thrugh t implementatin, with leaders exhibiting stamina and patience thrughut the prject t cntinuusly engage with stakehlders. Key respnsibilities fr an rganisatin s leaders thrughut the change prcess are t: Assess readiness and make adjustments. Take actin t reslve issues Cmmunicatin 10. Infrmed Stakehlders It is [Yur Cmpany] s wrkfrce that will make change happen - nthing mves frward withut engaged, mtivated emplyees. T d that, [Yur Cmpany] Management will need t prvide emplyees with an explanatin fr the reasns why the change is happening and its benefits. Emplyees als need t have an pprtunity t express their views and cntribute their wn ideas abut hw it might be implemented The Purpse f Change Cmmunicatin One f the mst challenging and demanding aspects f any change prject is cmmunicatin. T achieve effective cmmunicatin requires a deliberate plan fr determining wh needs t understand the what, why, when and hw f the change. Gd cmmunicatin frms a significant part f the Change Plan Change Cmmunicatin Fundamentals While there is n ne perfect way t cmmunicate change, and [Yur Cmpany] shuld incrprate the fllwing elements in its cmmunicatin apprach: Clearly cmmunicate the change visin and d it early Outline the benefits and impacts f the change. Ensuring that any changes in HSE plicy and prcedures are highlighted. Ensure the CEO actively cmmunicates thrughut the change prcess. Prvide pprtunities fr dialgue. Repeat change messages ften. Mnitr and measure the effectiveness f cmmunicatins. 6

7 11.1 Peple Impacts 11. Aligned Wrkfrce It is essential t identify the human capital impacts f a change effrt n the wrkfrce. Management shuld develp a wrkfrce plan that ensures that the rganisatin has an adequately skilled wrkfrce t supprt its pst-change needs Organisatinal Needs Assessment A first step in the wrkfrce planning prcess is fr [Yur Cmpany] Management t cnduct an rganisatinal needs assessment. This will invlve the fllwing issues: Future resurce rles and needs: What new rles are needed? What are the respnsibilities assigned t each rle? What are the HSE implicatins? Hw many peple are required in each f these rles? Are wrk lcatin changes required? Is there an adequate supply f peple fr the new rles? Skills and Cmpetencies: What new cmpetencies will be required fr the rles? What skills, educatin, knwledge, r wrk experiences shuld the resurces have fr each identified cmpetency? After determining the rganisatin s wrkfrce needs in the changed envirnment, Management shuld determine the cmpetencies f the rganisatin s current wrkfrce, and identify and address the gaps between future needs and current wrkfrce cmpetencies Wrkfrce Develpment [Yur Cmpany] management shuld seek t address any gaps between the existing capacity f the wrkfrce and the anticipated future requirements thrugh initiatives such as: perfrmance management; creating individual develpment plans; r training and educatin. Sign Off Managing Directr Date Revisin 12/12 t be revised 12/13 7

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT Plicy Number: 2.20 1. Authrity Lcal Gvernment Act 2009 Lcal Gvernment Regulatin 2012 AS/NZS ISO 31000-2009 Risk Management Principles

More information

Risk Management Policy AGL Energy Limited

Risk Management Policy AGL Energy Limited Risk Management Plicy AGL Energy Limited AUGUST 2014 Table f Cntents 1. Abut this Dcument... 2 2. Plicy Statement... 2 3. Purpse... 2 4. AGL Risk Cntext... 3 5. Scpe... 3 6. Objectives... 3 7. Accuntabilities...

More information

Professional Leaders/Specialists

Professional Leaders/Specialists Psitin Prfile Psitin Lcatin Reprting t Jb family Band BI/Infrmatin Manager Wellingtn Prfessinal Leaders/Specialists Band I Date February 2013 1. POSITION PURPOSE The purpse f this psitin is t: Lead and

More information

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES REFERENCES AND RELATED POLICIES A. UC PPSM 2 -Definitin f Terms B. UC PPSM 12 -Nndiscriminatin in Emplyment C. UC PPSM 14 -Affirmative

More information

Health and Safety Training and Supervision

Health and Safety Training and Supervision Intrductin: Health and Safety Training and Supervisin University f Nttingham is cmmitted t maintaining and develping standards f excellence in all aspects f its business. T that end, the University aspires

More information

ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY

ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY ENTERPRISE RISK MANAGEMENT POLICY Plicy N. 10014 Review Date Octber 1, 2014 Effective Date March 1, 2014 Crss- Respnsibility Vice President, Reference Administratin Apprver Executive Cuncil 1. 1. Plicy

More information

Succession Planning & Leadership Development: Your Utility s Bridge to the Future

Succession Planning & Leadership Development: Your Utility s Bridge to the Future Successin Planning & Leadership Develpment: Yur Utility s Bridge t the Future Richard L. Gerstberger, P.E. TAP Resurce Develpment Grup, Inc. 4625 West 32 nd Ave Denver, CO 80212 ABSTRACT A few years ag,

More information

Information Technology Services. University of Maine System. Version 0.07. December 20, 2012

Information Technology Services. University of Maine System. Version 0.07. December 20, 2012 IT PROJECT MANAGEMENT OFFICE (PMO) CHARTER Infrmatin Technlgy Services University f Maine System Versin 0.07 December 20, 2012 Prepared by: Rbin Sherman Authrized by: [1] Table f Cntents EXECUTIVE SUMMARY...

More information

Multi-Year Accessibility Policy and Plan for NSF Canada and NSF International Strategic Registrations Canada Company, 2014-2021

Multi-Year Accessibility Policy and Plan for NSF Canada and NSF International Strategic Registrations Canada Company, 2014-2021 Multi-Year Accessibility Plicy and Plan fr NSF Canada and NSF Internatinal Strategic Registratins Canada Cmpany, 2014-2021 This 2014-21 accessibility plan utlines the plicies and actins that NSF Canada

More information

INFRASTRUCTURE TECHNICAL LEAD

INFRASTRUCTURE TECHNICAL LEAD 1. PURPOSE OF POSITION This psitin is respnsible fr the delivery f peratinal supprt and maintenance f the TDHB IT infrastructure envirnment. This rle is als pivtal in the develpment and delivery f infrastructure

More information

BIBH Duty Statements and Governance chart reviewed and approved April 2014. BIBH Executive Governance & Management Arrangements

BIBH Duty Statements and Governance chart reviewed and approved April 2014. BIBH Executive Governance & Management Arrangements BIBH Duty Statements and Gvernance chart reviewed and apprved April 2014 BIBH Executive Gvernance & Management Arrangements BIBH COMMITTEE CEO - Paul O Cnnell Executive Secretary - Brian Firth Executive

More information

Job Profile Data & Reporting Analyst (Grant Fund)

Job Profile Data & Reporting Analyst (Grant Fund) Jb Prfile Data & Reprting Analyst (Grant Fund) Directrate Lcatin Reprts t Hurs Finance Slihull Finance Directr Nminally 37 hurs but peratinally available at all times t meet Cmpany requirements Cntract

More information

POSITION DESCRIPTION. Classification Higher Education Worker, Level 7. Responsible to. I.T Manager. The Position

POSITION DESCRIPTION. Classification Higher Education Worker, Level 7. Responsible to. I.T Manager. The Position Psitin Title I.T Prject Officer Classificatin Higher Educatin Wrker, Level 7 Respnsible t The Psitin I.T Manager The psitin assists with the cmpletin f varius IT prjects intended t enable the nging administratin

More information

CMS Eligibility Requirements Checklist for MSSP ACO Participation

CMS Eligibility Requirements Checklist for MSSP ACO Participation ATTACHMENT 1 CMS Eligibility Requirements Checklist fr MSSP ACO Participatin 1. General Eligibility Requirements ACO participants wrk tgether t manage and crdinate care fr Medicare fee-fr-service beneficiaries.

More information

Change Management Best Practices Guide Five (5 ) key factors common to success in managing organisational change.

Change Management Best Practices Guide Five (5 ) key factors common to success in managing organisational change. Change Management Best Practices Guide Five (5 ) key factrs cmmn t success in managing rganisatinal change. ..... Table f Cntents 1. Scpe and Purpse 1 2. Change Management 1 2.1 Overview 1 2.2 Why is Managing

More information

Duration of job. Context and environment: (e.g. dept description, region description, organogram)

Duration of job. Context and environment: (e.g. dept description, region description, organogram) Rle Prfile Jb Descriptin Jb Title Ref n: Prgramme Manager, Services fr Internatinal Educatin Marketing Directrate r Regin East Asia Department/Cuntry Indnesia Lcatin f pst Jakarta Pay Band G Reprts t Senir

More information

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Gvernment f Newfundland and Labradr Office f the Chief Infrmatin Officer Infrmatin Management Branch GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Guideline (Definitin): OCIO Guidelines derive frm

More information

FINANCE SCRUTINY SUB-COMMITTEE

FINANCE SCRUTINY SUB-COMMITTEE REPORT FOR: PERFORMANCE AND FINANCE SCRUTINY SUB-COMMITTEE Date f Meeting: 6 January 2015 Subject: Staff Survey and Sickness Absence Mnitring Results and Actin plans Respnsible Officer: Scrutiny Lead Member

More information

HAMPSHIRE PARTNERSHIP NHS FOUNDATION TRUST CLINICAL DIRECTOR JOB DESCRIPTION. Clinical Director. Medical Director. Chief Executive

HAMPSHIRE PARTNERSHIP NHS FOUNDATION TRUST CLINICAL DIRECTOR JOB DESCRIPTION. Clinical Director. Medical Director. Chief Executive HAMPSHIR PARTNRSHIP NHS FOUNDATION TRUST CLINICAL DIRCTOR JOB DSCRIPTION 1. Jb Details Jb Title: Tenure: Reprting t: Accuntable t: Principal Relatinships: Clinical Directr Three years (which may be extended

More information

Corporate Standards for data quality and the collation of data for external presentation

Corporate Standards for data quality and the collation of data for external presentation The University f Kent Crprate Standards fr data quality and the cllatin f data fr external presentatin This paper intrduces a set f standards with the aim f safeguarding the University s psitin in published

More information

FINANCIAL SERVICES FLASH REPORT

FINANCIAL SERVICES FLASH REPORT FINANCIAL SERVICES FLASH REPORT Draft Regulatry Cmpliance Management Guideline Released by the Office f the Superintendent f Financial Institutins May 5, 2014 On April 30, 2014, the Office f the Superintendent

More information

Contact Officer Contact Telephone Closing Date

Contact Officer Contact Telephone Closing Date Rle Descriptin Business Services Manager Jb Ad Reference Jb Evaluatin N. 13378 TRIM N. 13/435215 Wrk Unit Lcatin Classificatin Jb Type Salary Range State Schl/State High Schl r ther educatin institutin

More information

Junior Medical Officer. Supervision Guideline SAMPLE ONLY

Junior Medical Officer. Supervision Guideline SAMPLE ONLY Junir Medical Officer Supervisin Guideline SAMPLE ONLY Versin 1.0 February 2011 The Junir Dctr Supervisin Guideline has been develped by SA IMET t prvide facilities with a plicy guideline. Facilities may

More information

Health Stream Portfolio (e.g. Mental health, drug & alcohol) and Contract of Employment

Health Stream Portfolio (e.g. Mental health, drug & alcohol) and Contract of Employment Psitin Descriptin Psitin Agency Reprts t Terms and Cnditins f Emplyment Classificatin/ Salary Stream Length f Psitin Lcatin Health Stream Lead Health Stream Prtfli (e.g. Mental health, drug & alchl) Primary

More information

Gravesham Borough Council

Gravesham Borough Council Classificatin: Part 1 Public Key Decisin: Please specify - N Gravesham Brugh Cuncil Reprt t: Perfrmance and Administratin Cmmittee Date: 12 Nvember 2015 Reprting fficer: Subject: Crprate Perfrmance Manager

More information

Contact Officer Contact Telephone Closing Date

Contact Officer Contact Telephone Closing Date Rle Descriptin Business Services Manager Jb Ad Reference Jb Evaluatin N. 13379 TRIM N. 13/435551 Wrk Unit Lcatin Classificatin Jb Type Salary Range State Schl/State High Schl r ther educatin institutin

More information

ISO Management Systems. Guidance on understanding the benefits of an ISO Management System

ISO Management Systems. Guidance on understanding the benefits of an ISO Management System ISO Management Systems Guidance n understanding the benefits f an ISO Management System Welcme & Intrductins 4031 University Drive, 206, Fairfax, VA 22030 3 Grant Square, 243, Hinsdale, IL 60521 www.radiancmpliance.cm

More information

SERVICE DESK TEAM LEADER

SERVICE DESK TEAM LEADER 1. PURPOSE OF POSITION The Service Desk Team Leader rle is respnsible fr managing the peratin f the Service Desk. This rle is crucial t ensuring custmer requirements are met in terms f cmmunicatin, priritising,

More information

Internal Audit Charter and operating standards

Internal Audit Charter and operating standards Internal Audit Charter and perating standards 2 1 verview This dcument sets ut the basis fr internal audit: (i) the Internal Audit charter, which establishes the framewrk fr Internal Audit; and (ii) hw

More information

Succession management in the Queensland Public Service

Succession management in the Queensland Public Service Successin management in the Queensland Public Service February 2009 Table f cntents Intrductin... 3 What is successin management?... 3 Why d successin management?... 3 Wh des successin management apply

More information

STARplex Fitness Centre Manager

STARplex Fitness Centre Manager Annexure A: DRAFT 11/9/14 POSITION SPECIFICATION & DESCRIPTION FOR: STARplex Fitness Centre Manager Incumbent: T be selected Jb Analyst: General Manager Sign ff: General Manager Date: September 2014 Lcatin:

More information

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7 Envirnmental, Health & Safety Management System (EHSMS) Dcument Number: 00122 Issue Date: 05/07/2014 Training, Awareness and Cmpetency Prcedure Revisin Number: 7 Prepared By: Stalcup, Bryce Apprved By:

More information

Oakland Unified School District Impact Assessment Performance Management in Action

Oakland Unified School District Impact Assessment Performance Management in Action Oakland Unified Schl District Impact Assessment Perfrmance Management in Actin The perfrmance management system that has been built in this district prvides the systems that supprt ur cmmitment t scial

More information

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008 ',. -... : t'f" ' EJttilb Health The University f Texas Medical Branch Audit Reprt Audit Engagement Number 2015-008 July 2015 nie University f Texas Medical Branch 301 University Bulevard, Suite 4.100

More information

Major capital investment in councils. Good practice checklist for project managers

Major capital investment in councils. Good practice checklist for project managers Majr capital investment in cuncils checklist fr prject managers Prepared by Audit Sctland March 2013 b The Accunts Cmmissin The Accunts Cmmissin is a statutry, independent bdy which, thrugh the audit prcess,

More information

MANAGING CHANGE @ UniSA

MANAGING CHANGE @ UniSA MANAGING CHANGE @ UniSA CONTENTS PAGE NUMBER Frewrd: Directr: Human Resurces 3 Intrductin and Overview 5 Preparing fr Change 6 Drivers fr Change and Visin fr the Future 6 Develpment f a Business Case fr

More information

10 th May 2010. Dear Peter, Re: Audit Quality in Australia: A Strategic Review

10 th May 2010. Dear Peter, Re: Audit Quality in Australia: A Strategic Review 10 th May 2010 Mr. Peter Levy Audit Quality Strategic Review Crpratins and Financial Services Divisin The Treasury Langtn Crescent PARKES ACT 2600 Dear Peter, Re: Audit Quality in Australia: A Strategic

More information

Government of Malta. Reference: GMICT X 0004-1:2014 Version: 7.0. Effective: 07 January 2014

Government of Malta. Reference: GMICT X 0004-1:2014 Version: 7.0. Effective: 07 January 2014 Gvernment f Malta Reference: GMICT X 0004-1:2014 Versin: 7.0 Effective: 07 January 2014 This dcument is part f the http://ictplicies.gv.mt Underlined terms are defined in the Vcabulary. Purpse The purpse

More information

CHANGE MANAGEMENT STANDARD

CHANGE MANAGEMENT STANDARD The electrnic versin is current, r when printed and stamped with the green cntrlled dcument stamp. All ther cpies are uncntrlled. DOCUMENT INFORMATION Descriptin Dcument Owner This standard utlines the

More information

Human Resources Policy pol-020

Human Resources Policy pol-020 Human Resurces Plicy pl-020 Versin: 2.00 Last amendment: Jul 2014 Next Review: Jul 2017 Apprved By: Cuncil Date: 04 May 2005 Cntact Officer: Directr, Office f Human Resurce Services INTRODUCTION The University

More information

17 Construction environmental management plan (CEMP)

17 Construction environmental management plan (CEMP) 17 Cnstructin envirnmental management plan (CEMP) Bur Happld Cntents 17 Cnstructin Envirnmental Management Plan (CEMP) 17-1 17.1 Intrductin 17-1 17.2 Intrductin t EMS 17-1 17.2.1 Plicy 17-2 17.2.2 Planning

More information

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Audit Manual Sectin J SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Ref. Plicy and Practice Requirements IIA Standards and Other references J 1 Plicy: The Head f Internal Audit shall develp and maintain

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Business Case and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Audit Cmmittee Charter St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Versin 2.0, 22 February 2016 Apprver Bard f Directrs St Andrew

More information

INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT CONTENTS

INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT CONTENTS INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT (Effective fr audits f financial statements fr perids beginning n r

More information

LATROBE COMMUNITY HEALTH SERVICE MANAGER, MARKETING AND COMMUNICATION JOB & PERSON SPECIFICATION

LATROBE COMMUNITY HEALTH SERVICE MANAGER, MARKETING AND COMMUNICATION JOB & PERSON SPECIFICATION LATROBE COMMUNITY HEALTH SERVICE MANAGER, MARKETING AND COMMUNICATION JOB & PERSON SPECIFICATION JANUARY 2014 POSITION TITLE : MANAGER, MARKETING AND COMMUNICATION CLASSIFICATION : GRADE 5 AWARD : HEALTH,

More information

Writing a Project Management Plan

Writing a Project Management Plan Writing a Prject Management Plan Wh is this Guidance Fr? This guidance is fr anyne cmpleting a Prject Management Plan in supprt f a Full Applicatin fr prject funding frm Advantage West Midlands. What is

More information

Personal Data Security Breach Management Policy

Personal Data Security Breach Management Policy Persnal Data Security Breach Management Plicy 1.0 Purpse The Data Prtectin Acts 1988 and 2003 impse bligatins n data cntrllers in Western Care Assciatin t prcess persnal data entrusted t them in a manner

More information

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin INTRODUCTION This Prpsal prvides initial infrmatin regarding a pssible additin t a service.

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Risk Management and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

Equal Pay Audit 2014 Summary

Equal Pay Audit 2014 Summary Equal Pay Audit 2014 Summary Abut the dcument The fllwing summary is an abridged versin f Ofcm s equal pay audit 2014. In the full versin f the reprt we set ut ur key findings, cmment n any issues arising

More information

Aim The aim of a communication plan states the overall goal of the communication effort.

Aim The aim of a communication plan states the overall goal of the communication effort. Develping a Cmmunicatin Plan- Aim Aim The aim f a cmmunicatin plan states the verall gal f the cmmunicatin effrt. Determining the Aim Ask yurself r yur team what the verall gal f the cmmunicatin plan is.

More information

Projects Director Report Guidelines. IPMA Level A

Projects Director Report Guidelines. IPMA Level A Prjects Directr Reprt Guidelines IPMA Level A Cntents 1. GENERAL PROVISIONS.. 2 2. PROJECT PORTFOLIO / PROGRAMME DESCRIPTION...2 3. PROJECTS DIRECTOR REPORT 5 4. ANNEXES..7 Authr Classificatin Status Electrnic

More information

How to Address Key Selection Criteria

How to Address Key Selection Criteria Hw t Address Key Selectin Criteria Yu've seen an jb pprtunity that yu're interested in, n a jbs bard r in the press and want t apply, but where d yu start? A key requirement fr jbs in Gvernment is t respnd

More information

The actions discussed below in this Appendix assume that the firm has already taken three foundation steps:

The actions discussed below in this Appendix assume that the firm has already taken three foundation steps: MAKING YOUR MARK 6.1 Gd Practice This sectin presents an example f gd practice fr firms executing plans t enter the resurces sectr supply chain fr the first time, r fr thse firms already in the supply

More information

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5 VACANCY POSITION: DURATION REGION: PORTFOLIO: SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) NATIONAL OFFICE OCEO JOB LEVEL:

More information

Represent New College Stamford at both national and regional events and serve on appropriate external committees.

Represent New College Stamford at both national and regional events and serve on appropriate external committees. JOB DESCRIPTION Pst: Reprts t: Respnsible fr: Executive Directr Partnerships & Skills Principal and Chief Executive Apprenticeship Develpment Manager Head f Marketing Business Sales Team Salary: Attractive

More information

Delaware Performance Appraisal System

Delaware Performance Appraisal System Delaware Perfrmance Appraisal System Building greater skills and knwledge fr educatrs DPAS-II Guide fr Administratrs (District Administratrs) Supervisr Rubric fr Evaluating District Administratrs Updated

More information

Pay Strategy for Country- Appointed Staff

Pay Strategy for Country- Appointed Staff Pay Strategy fr Cuntry- Appinted Staff Cntents Overview...3 Audience...3 Respnsibilities...3 Glssary...3 Crprate pay philsphy...3 Plicy...4 Perfrmance-related pay...5 Cmmunicating pay infrmatin t staff...5

More information

POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES

POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES M. PĘCIŁŁO Central Institute fr Labur Prtectin ul. Czerniakwska

More information

Change Management Best Practices Guide Five (5 ) key factors common to success in managing organisational change.

Change Management Best Practices Guide Five (5 ) key factors common to success in managing organisational change. Change Management Best Practices Guide Five (5 ) key factrs cmmn t success in managing rganisatinal change. Table f Cntents 1. Scpe and Purpse 1 2. Change Management 1 2.1 Overview 1 2.2 Why is Managing

More information

Office of the Superintendent of Financial Institutions. Internal Audit Report. Human Resources Performance Management.

Office of the Superintendent of Financial Institutions. Internal Audit Report. Human Resources Performance Management. Office f the Superintendent f Financial Institutins Internal Audit Reprt n Human Resurces Perfrmance Nvember 2010 Table f Cntents 1. Backgrund...3 2. Audit Objectives, Scpe, Apprach, and Criteria...3 3.

More information

Chapter 7 Business Continuity and Risk Management

Chapter 7 Business Continuity and Risk Management Chapter 7 Business Cntinuity and Risk Management Sectin 01 Business Cntinuity Management 070101 Initiating the Business Cntinuity Plan (BCP) Purpse: T establish the apprpriate level f business cntinuity

More information

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification)

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification) CCHIIM ICD-10 Cntinuing Educatin Requirements fr AHIMA Certified Prfessinals (& Frequently Asked Questins fr Recertificatin) The transitin t ICD-10-CM and ICD-10-PCS is anticipated t imprve the capture

More information

Accident Investigation

Accident Investigation Accident Investigatin APPLICABLE STANDARD: 1960.29 EMPLOYEES AFFECTED: All emplyees WHAT IS IT? Accident investigatin is the prcess f determining the rt causes f accidents, n-the-jb injuries, prperty damage,

More information

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 The Manitba Securities Cmmissin (the Cmmissin) is a divisin f the Manitba Financial Services Agency (MFSA). The ther divisin is the Financial Institutins

More information

Environment Protection Authority

Environment Protection Authority Envirnment Prtectin Authrity EPA Cmplaints Management Plicy Intrductin This plicy sets ut the purpse, principles and prcess fr hw custmer feedback, including cmplaints, will be managed in the EPA t imprve

More information

Pilot Learning Group. Round Table Action Learning Session 1: Models of partnership working

Pilot Learning Group. Round Table Action Learning Session 1: Models of partnership working Pilt Learning Grup Rund Table Actin Learning Sessin 1: Mdels f partnership wrking Intrductin The Academy fr Justice (AJC) pilt learning grup was established fllwing a requirement t develp Learning Grups

More information

The Town of Fort Frances

The Town of Fort Frances The Twn f Frt Frances PERFORMANCE APPRAISAL POLICY SECTION HUMAN RESOURCES REVISED August 2002 Reslutin N. Supercedes Reslutin N. Plicy Number 3.3 PAGE 1 f 9 1. PURPOSE: The purpse f supprt staff perfrmance

More information

Reporting to: Head of Centre Operations (South)

Reporting to: Head of Centre Operations (South) Jb Descriptin Pst: General Manager Centre: Lndn Grade: 11a Reprting t: Head f Centre Operatins (Suth) Main functin f the pst: T lead a multi functinal team t ensure the effective peratinal management f

More information

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan Charltte-Mecklenburg Schls Elementary Schl Grading Prcedures Plan CMS Visin Charltte-Mecklenburg Schls prvides all students the best educatin available anywhere, preparing every child t lead a rich and

More information

Service Management - Framework 2013

Service Management - Framework 2013 Service - Framewrk 2013 Getting Started Right with Service System Netwrk Firewall Sftware Service App With the right framewrk, enterprises f almst any size small t large can implement effective functinal

More information

Conversations of Performance Management

Conversations of Performance Management Cnversatins f Perfrmance Management Perfrmance Management at Ohi State The Secnd Cnversatin ~ Develpment 2011 The Ohi State University Office f Human Resurces Cntents Intrductin Welcme t Develping Emplyees...

More information

An employer s Guide to engaging an occupational health physician

An employer s Guide to engaging an occupational health physician An emplyer s Guide t engaging an ccupatinal health physician When and why d emplyers need the services f ccupatinal physicians? Being in business invlves risk. Business pprtunities are inherently uncertain

More information

A Guide to Risk Management

A Guide to Risk Management A Guide t Risk Management July 2011 A Guide t Risk Management Financial Management Framewrk >> Overview Diagram The State f Queensland (Queensland Treasury) July 2011 Except where therwise nted yu are

More information

Employee Engagement Business Case

Employee Engagement Business Case Emplyee Engagement Business Case A Peple & Culture White Paper Emplyee Engagement Business Case Purpse This dcument is a mdule frm the Peple & Culture training curse n Strategic Emplyee Engagement. The

More information

AHI. Foreign Pre-Approval Inspections (PAIs) Points to Consider

AHI. Foreign Pre-Approval Inspections (PAIs) Points to Consider AHI Freign Pre-Apprval Inspectins (PAIs) Pints t Cnsider The fllwing suggestins are intended t prvide spnsr guidance fr timeliness and predictability f freign PAIs. The FDA Center fr Veterinary Medicine

More information

OE PROJECT MANAGEMENT GLOSSARY

OE PROJECT MANAGEMENT GLOSSARY OE PROJECT MANAGEMENT GLOSSARY ACCEPTANCE CRITERIA : thse criteria, including perfrmance requirements and essential cnditins that must be met befre the prject deliverables are accepted. ACTIVITY: an actin

More information

MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER

MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER This Audit Cmmittee Charter has been amended as f July 17, 2015. The Audit Cmmittee shall review and reassess this Charter annually and recmmend

More information

HIPAA HITECH ACT Compliance, Review and Training Services

HIPAA HITECH ACT Compliance, Review and Training Services Cmpliance, Review and Training Services Risk Assessment and Risk Mitigatin: The first and mst imprtant step is t undertake a hlistic risk assessment that examines the risks and cntrls related t fur critical

More information

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT A. Principles and Benefits f Onging Feedback While it may seem like an added respnsibility t managers already "full plate," managers that prvide nging feedback

More information

Project Management Fact Sheet:

Project Management Fact Sheet: Prject Fact Sheet: Managing Small Prjects Versin: 1.2, Nvember 2008 DISCLAIMER This material has been prepared fr use by Tasmanian Gvernment agencies and Instrumentalities. It fllws that this material

More information

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification)

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification) CCHIIM ICD-10 Cntinuing Educatin Requirements fr AHIMA Certified Prfessinals (& Frequently Asked Questins fr Recertificatin) The transitin t ICD-10-CM and ICD-10-PCS is anticipated t imprve the capture

More information

Wiltshire College. Job Description. Public Relations Officer (Fixed term maternity cover) 5: 21,103 per annum Marketing and Communications Manager

Wiltshire College. Job Description. Public Relations Officer (Fixed term maternity cover) 5: 21,103 per annum Marketing and Communications Manager Wiltshire Cllege Jb Descriptin Jb Title: Grade: Respnsible t: Lcatin: Public Relatins Officer (Fixed term maternity cver) 5: 21,103 per annum Marketing and Cmmunicatins Manager Trwbridge Intrductin All

More information

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs CDE Data Gvernance Prgram - CDE-Specific and SLDS (P20+) Prgrams On September 27 th and 28 th, State Supprt Team (SST) Members Crey Chatis and Jeff Sellers visited Clrad t help CDE begin a Data Gvernance

More information

Chief Finance and Operations Officer IfM Education and Consultancy Services (IfM ECS)

Chief Finance and Operations Officer IfM Education and Consultancy Services (IfM ECS) Chief Finance and Operatins Officer IfM Educatin and Cnsultancy Services (IfM ECS) Rle Summary IfM ECS disseminates the research and educatin utputs f the University f Cambridge Institute fr Manufacturing

More information

KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY

KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY Bard f Directrs Meeting Reprt Subject: Gvernance Framewrk Date: 30 th Octber 2014 Authr: KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY Lead Directr: KERRY ROGERS BACKGROUND A Bard s prpsed

More information

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply Sectin 1 General Infrmatin RFR Number: (Reference BPO Number) Functinal Area (Enter One Only) F50B3400026 7 Infrmatin System Security Labr Categry A single supprt resurce may be engaged fr a perid nt t

More information

CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC.

CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC. CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC. PURPOSE The purpse f the Cmpensatin Cmmittee f the Bard f Directrs (the Bard ) f Upland Sftware, Inc. (the Cmpany

More information

PURPOSE The purpose of this Position Description (PD) is to assist the employee in the following areas:

PURPOSE The purpose of this Position Description (PD) is to assist the employee in the following areas: PURPOSE The purpse f this Psitin Descriptin (PD) is t assist the emplyee in the fllwing areas: 1. Prvide them with a clear understanding f their rle within RCR Tmlinsn Ltd t assist the Cmpany reach its

More information

Understanding of humanitarian contexts and application of humanitarian principles. The humanitarian context

Understanding of humanitarian contexts and application of humanitarian principles. The humanitarian context RESOURCE 6: Cmpetency-based Interview Questins SAMPLE INTERVIEW QUESTIONS FOR CBHA COMPETENCIES (develped frm several CBHA agencies resurces, including ActinAid, CARE, Oxfam and Save the Children plus

More information

Fast Forward Your Talent Management Approach: A Guide to Succession and Talent Review

Fast Forward Your Talent Management Approach: A Guide to Succession and Talent Review Fast Frward Yur Talent Management Apprach: A Guide t Successin and Talent Review Sue Plaster, M.Ed. Sue Plaster Cnsulting plaster.sue @gmail.cm Agenda: Accelerating Talent Management 1. Setting the Stage:

More information

def TRUST BOARD - July 2010 Staff Survey Action Plan Agenda Item: 15 PURPOSE:

def TRUST BOARD - July 2010 Staff Survey Action Plan Agenda Item: 15 PURPOSE: def Agenda Item: 15 TRUST BOARD - July 2010 Staff Survey Actin Plan PURPOSE: PREVIOUSLY CONSIDERED BY: T prvide the Bard with an utline f actins taken/ required t address issues frm the 2009 Staff Survey

More information

Recognition of Prior Learning (RPL) TAE40110 Certificate IV in Training and Assessment

Recognition of Prior Learning (RPL) TAE40110 Certificate IV in Training and Assessment Recgnitin f Prir Learning (RPL) TAE40110 Certificate IV in Training and Assessment What is RPL? RPL recgnises that yu may already have the skills and knwledge needed t meet natinal cmpetency standards.

More information

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance Office f Executive Resurces Office f the Chief Human Capital Officer U.S. Department f Energy FY 2014 Senir Level (SL) and Scientific r Prfessinal (ST) Perfrmance Appraisal System Opening Guidance Table

More information

nbn is committed to identifying hazards, preventing workplace accidents and minimising dangerous health safety and environment incidents.

nbn is committed to identifying hazards, preventing workplace accidents and minimising dangerous health safety and environment incidents. Incident & Hazard Reprting Overview At nbn we are safe, disciplined and reliable. nbn is cmmitted t preventing injury, illness and envirnmental harm by prviding a safe and healthy wrking envirnment fr

More information

Issuing of qualifications and statement of attainment Policy and Procedures Version: 3.0 Last Modified: 1 March 2015

Issuing of qualifications and statement of attainment Policy and Procedures Version: 3.0 Last Modified: 1 March 2015 Issuing f qualificatins and statement f attainment Plicy and Prcedures Versin: 3.0 Last Mdified: 1 March 2015 Purpse ANC issues AQF certificatin dcumentatin nly t a learner whm it has assessed as meeting

More information

JOB DESCRIPTION. Director of Contracting and Performance

JOB DESCRIPTION. Director of Contracting and Performance JOB DESCRIPTION Directr f Cntracting and Perfrmance Jb Prfile Jb Title Directr f Cntracting and Perfrmance Respnsible t Chief Officer, Brent, Harrw and Hillingdn CCGs Accuntable fr Deliver the CCGs required

More information

Duty Statement Manager The Early Years at Seymour (TEYS)

Duty Statement Manager The Early Years at Seymour (TEYS) Duty Statement Manager The Early Years at Seymur (TEYS) Psitin Title Respnsible T Time Fractin Status Salary and Cnditins Psitin Purpse: Manager The Early Years at Seymur (TEYS) Business Manager and Head

More information