Procurement and Management Process Sample Clauses

Procurement and Management Process. Housing Forward’s history of solid and effective programming with sound fiscal and programmatic oversight has made possible the continued expansion and diversification of public and private funding sources over the years. Housing Forward maintains a Finance department that includes one Chief Financial Officer, one FTE accounting specialist, one FTE grants accountant, and two FTE accounting specialists. In 2020, we hired one FTE Chief Operations Officer to manage operations, administration, and compliance functions, including managing one FTE Compliance Manager , one FTE Performance Evaluator. Our accounting and administrative infrastructure allows us to center regulatory compliance as a core principle and facilitates efficient management of large-scale public grants. Our fiscal and program policies, approved by the Board of Directors, incorporate procedures to ensure compliance with funding rules and regulations at all levels of the program. Housing Forward’s Chief Program Officer and Chief Finance Officer are responsible for the program and fiscal compliance, respectively. These positions are supervised by the Chief Executive Officer, ▇▇▇▇▇ ▇▇▇▇▇▇▇▇, who has final oversight and accountability of the program. These policies have resulted in total compliance with all regulations in the past and will be used going forward to maintain program integrity.
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Procurement and Management Process. CEO, Pantry Programs Manager, and Programs Manager review work within the Direct Hunger Relief program on a biweekly basis to ensure alignment with goals. Quarterly, the entire leadership team meets to evaluate progress and ensure compliance, with a thorough audit of practices occurring annually. For all areas, including Food Pantry, Home Delivery, Nutrition Education, and Benefits Services, we maintain a database to log the number of clients served. For some programs we also conduct qualitative surveys of clients to assess service impact or knowledge and understanding of food, nutrition, and health (Nutrition Education, Cooking Classes, ▇▇▇▇▇▇’▇ Market tours). We record the numbers of clients linked to public benefits. We track the nutritional content of the food we provide through the SWAP system that takes a more global approach to nutrient content. We fully recognize that client input is essential to truly measure impact, which is why our program staff and CEO review both quantitative and qualitative information provided by participants to inform and shape future programs. Such feedback has driven adjustments to the types of food purchased to better meet participants’ needs (more produce, adding tortillas), modifications to the format of the cooking classes to an on-line single class format, institutionalizing the Drive-Thru Food Pantry as a permanent option, and the introduction of a special blood-sugar management cooking class, among other examples. Through our partnership with Greater Chicago Food Depository, we follow all food safety regulations with their guidance and oversight. An annual audit ensures we are meeting food handling safety guidelines, temperature logs for cold storage are maintained, staff are certified for food safe handling and signage and labeling meet the standards. We also follow USDA guidelines including postage Justice and Rights documentation, posting of hours of operation, food is clearly marked by program, maintenance of food storage areas as well as regular cold storage maintenance. Finally, the health department conducts an annual audit of our food handling and space. The Pantry Programs Manager monitors all regulations and meets with staff regularly to ensure compliance with all three entities.
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Procurement and Management Process. Oak Leyden typically works with its preferred vendors for construction and rehabilitation projects because they are familiar with the issues that can arise when working with adults with IDD. For very large projects or those that require it, Oak Leyden and ▇▇. ▇▇▇▇▇▇▇▇ are familiar with and have experience executing formal bidding processes. Oak Leyden always secures contracts with vendors before beginning work on any project. Managing contractors is a primary job function for ▇▇. ▇▇▇▇▇▇▇▇, and his 30+ years of experience makes him well positioned to manage this project smoothly and safely – from project bidding all the way through successful completion. This includes managing timelines, course-correcting work when necessary, and facilitating payments at agreed-upon intervals. In addition, ▇▇. ▇▇▇▇▇▇▇▇ or a member of his team will provide site supervision during this project.
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Related to Procurement and Management Process

  • Project Management and Coordination The Engineer shall coordinate all subconsultant activity to include quality of and consistency of work and administration of the invoices and monthly progress reports. The Engineer shall coordinate with necessary local entities.

  • Workload Management 11.1 The parties to this Agreement acknowledge that Employees and management have a responsibility to maintain a balanced workload and recognise the adverse effects that excessive workloads may have on Employee/s and the quality of resident/client care. 11.2 To ensure that Employee concerns involving excessive workloads are effectively dealt with by Management the following procedures should be applied: (a) Step 1: In the first instance, Employee/s should discuss the issue with their immediate supervisor and, where appropriate, explore solutions. (b) Step 2: If a solution cannot be identified and implemented, the matter should be referred to an appropriate senior manager for further discussion. (c) Step 3: If a solution still cannot be identified and implemented, the matter should be referred to the Facility Manager for further discussion. (d) Step 4: The outcome of the discussions at each level and any proposed solutions should be recorded in writing and fed back to the effected Employees. 11.3 Workload management must be an agenda item at staff meetings on at least a quarterly basis. Items in relation to workloads must be recorded in the minutes of the staff meeting, as well as actions to be taken to resolve the workloads issue/s. Resolution of workload issues should be based on the following criteria including but not limited to: (a) Clinical assessment of residents’ needs; (b) The demand of the environment such as facility layout; (c) Statutory obligation, (including, but not limited to, work health and safety legislation); (d) The requirements of nurse regulatory legislation; (e) Reasonable workloads (such as roster arrangements); (f) Accreditation standards; and (g) Budgetary considerations. 11.4 If the issue is still unresolved, the Employee/s may advance the matter through clause 9 Dispute Resolution Procedure. Arbitration of workload management issues may only occur by agreement of the Employer and the Employee representative, which may include the union/s.

  • Construction Management Landlord or its Affiliate or agent shall supervise the Work, make disbursements required to be made to the contractor, and act as a liaison between the contractor and Tenant and coordinate the relationship between the Work, the Building and the Building’s Systems. In consideration for Landlord’s construction supervision services, Tenant shall pay to Landlord a construction supervision fee equal to three percent (3%) of Tenant’s Costs specified in Section 7.