Productivity and Efficiency Sample Clauses

Productivity and Efficiency. 9.1 The parties to this Agreement recognise the skills, energy and cooperation of employees in increasing productivity and efficiency across the NTPS and that these improvements are integral to enhanced client service delivery and the career satisfaction and development of employees. Increasing productivity and efficiency is an ongoing and evolutionary process which takes place within the context of changing government priorities in policy and service delivery, new client demands, the introduction of new technology, more efficient and effective management and work practices, and ongoing skills development of the workforce. 9.2 As with former NTPS agreements, the past, present and future contribution of employees in increasing productivity and efficiency is recognised through improved terms and conditions of employment which arise from the introduction of this Agreement. 9.3 The parties acknowledge that this Agreement recognises productivity and efficiency improvements occurring during the life of this Agreement. 9.4 Without limiting the scope of this clause, productivity and efficiency will be enhanced with employee commitment to implement the policies and initiatives of the government of the day.

Productivity and Efficiency. 10.1 The parties to this Agreement recognise the skills, energy and cooperation of employees in increasing productivity and efficiency across the NTPS and that these improvements are integral to enhanced client service delivery and the career satisfaction and development of employees. Increasing productivity and efficiency is an ongoing and evolutionary process which takes place within the context of changing government priorities in policy and service delivery, new client demands, the introduction of new technology, more efficient and effective management and work practices, and ongoing skills development of the workforce. 10.2 The past, present and future contribution of employees in increasing productivity is recognised through improved terms and conditions of employment which arise from the introduction of this Agreement. 10.3 The parties acknowledge that this Agreement recognises productivity improvements occurring during the life of this Agreement.

Productivity and Efficiency. The parties to this Agreement recognise the skills, energy and cooperation of employees in increasing productivity across the NTPS and that these improvements are integral to enhanced client service delivery and the career satisfaction and development of employees. Increasing productivity is an ongoing and evolutionary process which takes place within the context of changing government priorities in policy and service delivery, new client demands, the introduction of new technology, more efficient and effective management and work practices, and ongoing skills development of the workforce. As with former NTPS nursing and midwifery agreements, the past, present and future contribution of employees in increasing productivity is recognised through improved terms and conditions of employment which arise from the introduction of this Agreement. The parties acknowledge that this Agreement recognises productivity improvements occurring during the life of this Agreement. This Agreement recognises current and future developments in nursing and midwifery practice. In particular the Agreement recognises the following developments: (a) implementation of the new career pathway for NTPS nurses and midwives; (b) the evolving clinical responsibility and scope of practice of nurses and midwives; (c) the need to manage responsiveness to meet service demands whilst supporting safe workload management; (d) emerging best practice principles supporting safe, quality patient care; and (e) facilitating the requirements to the Australian Health Practitioner Regulation Agency. Without limiting the scope of this clause, productivity and efficiency will be enhanced with employee commitment to implement the policies and initiatives of the government of the day.

Productivity and Efficiency. 13.1 The parties to this Agreement recognise the skills, energy and cooperation of employees in increasing productivity across the NTPS and that these improvements are integral to enhanced client service delivery and the career satisfaction and development of employees. Increasing productivity is an ongoing and evolutionary process which takes place within the context of changing Government priorities in policy and service delivery, new client demands, the introduction of new technology, more efficient and effective management and work practices, and ongoing skills development of the workforce. 13.2 As with former NTPS Nursing and Midwifery agreements, the past, present and future contribution of employees in increasing productivity is recognised through improved terms and conditions of employment which arise from the introduction of this Agreement. 13.3 The parties acknowledge that this Agreement recognises productivity improvements occurring during the life of this Agreement. 13.4 This Agreement recognises current and future developments in nursing practice and changes in work value. In particular the Agreement recognises the following developments: (a) increased clinical responsibility and scope of practice of nurses and midwives; (b) increased deployment of technology in nursing and midwifery practice; (c) increased scope of practice and skills development across the workforce; (d) increased responsiveness to meet service demands; (e) improvements to service quality through planned and systemic interventions; (f) increased roles in multi-disciplinary teams in providing comprehensive health services to the community; and (g) facilitating the requirements to the National Accreditation and Registration system. 13.5 Without limiting the scope of this clause, productivity and efficiency will be enhanced with employee commitment to implement the policies and initiatives of the Government of the day.

Productivity and Efficiency. 10.1 The Parties to this Agreement recognise the skills, energy and cooperation of Employees in increasing productivity and efficiency across the NTPS and that these improvements are integral to enhanced client service delivery and the career satisfaction and development of Employees. Increasing productivity and efficiency is an ongoing and evolutionary process which takes place within the context of changing Government priorities in policy and service delivery, new client demands, the introduction of new technology, more efficient and effective management and work practices, and ongoing skills development of the workforce. 10.2 The past, present and future contribution of Employees in increasing productivity is recognised through improved terms and conditions of employment which arise from the introduction of this Agreement. 10.3 The Parties acknowledge that this Agreement recognises productivity improvements occurring during the life of this Agreement.

Productivity and Efficiency. 7.1 The parties to this Agreement are committed to positively identifying and implementing measures to improving productivity and efficiency at the enterprise level during the life of this Agreement. The parties recognise that due to operational needs, no single rostering arrangement will necessarily be appropriate. Subject to Clause 13 – Rosters of this Agreement, the parties therefore agree to adopt a flexible approach to hours of duty with a view to developing effective and efficient 7.2 In addition to those matters referred to in Clause 13 of this Agreement, the following matters may also be considered in relation to rostering: 7.2.1 flexible start and finish times 7.2.2 variations in the shift lengths 7.2.3 the use of part time and casual staff 7.2.4 break between shifts (evening and morning shifts) 7.2.5 other methods agreed by the parties 7.3 Throughout the life of this Agreement, a review may be undertaken of the work organisation where there is agreement between the Employer and Employee to ensure optimum productive and efficient practices including the following factors: 7.3.1 continuous quality improvements; (a) customer focus (b) staff satisfaction (c) dispute resolution 7.3.2 human resource management; (a) performance appraisal (b) staff turnover (c) agency staffing (d) tools and information to do the job 7.3.3 efficient use of resources; (a) costs (b) linen (c) equipment 7.3.4 skill utilisation and development (a) ongoing education (b) maintain and update nursing knowledge (c) nursing journals, information and news 7.3.5 occupational health and safety (a) communication networks (b) reduce staff accident/incident (c) manual handling (d) education

Productivity and Efficiency. The parties recognise Alcoa Pt ▇▇▇▇▇ and Anglesea power stations operate 24 hours a day seven days a week and are committed to a harmonious relationship that provides coverage to meet this demand. The following flexibility arrangements exist on site and can be implemented through consultation and agreement with the majority of the employees: • Hours of work may be varied to reflect client or operational requirements by agreement with the majority of the employees i.e. shutdowns v quieter periods. • Overtime can be varied after consultation and agreement with the majority of the employees to accommodate peak periods and shutdowns. The parties acknowledge that eight hours overtime per week should be the maximum amount worked. Agreement to work overtime beyond this eight hour maximum will not be unreasonably withheld. • Coverage over public holidays will be provided if requested through consultation with employees and Employee Representatives. • To ensure production can be maintained and that the Employer can meet contractual obligations, there can be a system whereby employees may be rostered by the Employer to work on RDOs. When this occurs any employee so affected will take an alternative agreed RDO. • Flexibility in taking RDO’s may be achieved by the Employer, employee(s) and Employee Representatives at the site level agreeing to change the RDO to another agreed date within the work cycle. • Where agreement is reached in accordance with this sub-clause and another day is substituted for the prescribed RDO the day worked shall be treated as a normal day. • The flexibility to vary hours of work may be introduced through consultation and mutual agreement between the Employer, employees and Employee Representatives. • A ten hour day shall be worked in the following manner: • eight hours at ordinary time; • two hours at time and one half. If work is to be performed on the fifth day, payment is to be at penalty rates. Any additional hours of work shall be paid in accordance with this Agreement. • By mutual agreement between the Employer and the majority of employees concerned, a rostering arrangement may be introduced which consists of four successive, ten hour days to be paid at ordinary time rates.

Productivity and Efficiency. The parties are committed to implement work place practices so as to provide for more flexible working arrangements which improve efficiency and productivity, enhance skills and job satisfaction and assist positively in ensuring that the division becomes more efficient and profitable. Specifically: • Waste management • Management of our working capital • Stock Control • Debtors within the guidelines set out in the company policy • Review and consolidate service routes. • Standardization of service practices. • Equipment upgrade • Improved maintenance and accuracy of client records • Introduction of new technology, e.g. bar-coding, computer systems • Relevant documentation (whether manual or electronic) pertaining to each job and parts used is to be completed as each work/site task is completed (ie at the conclusion of works whilst the employee is still on site) • Once current allocation of jobs completed, employees are to communicate with the Regional Office for allocation of next job/s (eg prior to return to base).

Productivity and Efficiency. Multi Day Beds (Occupancy) # Actual activity based beds (overnight) No Target Day of Surgery Admission (DOSA) Rate % of elective overnight patients admitted for elective surgery on the day of their surgery 95% Same Day Separation Rate % of same day Separations No target Discharge Summary Transmission Rate % of discharge summaries transmitted within 48 hours of separation 80% Mental Health Adult Acute Unit Occupancy Rate % Same day occupancy (all Mental Health wards) Inpatient Short Stay 90% 65% Separations Per Annum Mental Health Community Rehabilitation Centres (CRC) # of separations 40 Outpatients (Utilisation) % all cancellations % cancelled (hospital and patient) % failed to attend # of outpatient presentations to public hospital • Cancellations (All) • Cancellations (Hospital and Patient) No target • Failed to Attend • Presentations (Public Hospital) SAFE AND EFFECTIVE CARE Improvement in the Rate of Compliance for ▇▇▇▇▇ ▇ ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇▇ Orders with the Mental Health ▇▇▇ ▇▇▇▇ % of level 1 inpatient treatment orders sent to the Office of the Chief Psychiatrist which comply with the Act 96% Emergency Department Unplanned Re-attendances within 48 Hours % of ED patients re- presenting to ED within 48 hours of previous presentation <=4.5% Acute Hip Fracture: (LMH) • Average Length of Stay (Days) • Percentage of Patients Seen by a Physiotherapist Day One Post- Operatively • Percentage of Patients to Theatre <48 Hours of Presentation Monthly/YTD 9 days 90% 90% Rehabilitation: • Individual Care Plan • Rehabilitation 6 Day Therapy Rate • Day Rehabilitation service within 7 days Monthly/YTD 90% 90% 80% Stroke: (LMH) • Admission to Stroke Unit • Physiotherapy Assessment <48 Hours • Proportion of Time Spent in Stroke Unit Monthly/YTD 90% Workforce Embed Public Value into all Policies and Programs within SA Health # SAES 1 and SAES 2 and equivalent who have undertaken training in Public Value. (Bi-Annual) 100% % Completion of the Aboriginal Cultural Learning Program % of total employee headcount who have completed an Aboriginal Cultural Learning program that meets level 1 learning outcomes (bi-annual) 75% SCHEDULE 5: SA HEALTH PERFORMANCE FRAMEWORK The SA Health Performance Framework sets out the systems and processes that the DHA will employ to fulfil its responsibility as the overall manager of public health system performance. These processes include, but are not limited to, assessing and rating LHN performance, monitoring LHN performance, and as required,...