Sample records for personnel staffing and scheduling

  1. An Improved Memetic Algorithm for Break Scheduling

    NASA Astrophysics Data System (ADS)

    Widl, Magdalena; Musliu, Nysret

    In this paper we consider solving a complex real life break scheduling problem. This problem of high practical relevance arises in many working areas, e.g. in air traffic control and other fields where supervision personnel is working. The objective is to assign breaks to employees such that various constraints reflecting legal demands or ergonomic criteria are satisfied and staffing requirement violations are minimised.

  2. Quality Assurance Specifications for Planetary Protection Assays

    NASA Astrophysics Data System (ADS)

    Baker, Amy

    As the European Space Agency planetary protection (PP) activities move forward to support the ExoMars and other planetary missions, it will become necessary to increase staffing of labo-ratories that provide analyses for these programs. Standardization of procedures, a comprehen-sive quality assurance program, and unilateral training of personnel will be necessary to ensure that the planetary protection goals and schedules are met. The PP Quality Assurance/Quality Control (QAQC) program is designed to regulate and monitor procedures performed by labora-tory personnel to ensure that all work meets data quality objectives through the assembly and launch process. Because personnel time is at a premium and sampling schedules are often de-pendent on engineering schedules, it is necessary to have flexible staffing to support all sampling requirements. The most productive approach to having a competent and flexible work force is to establish well defined laboratory procedures and training programs that clearly address the needs of the program and the work force. The quality assurance specification for planetary protection assays has to ensure that labora-tories and associated personnel can demonstrate the competence to perform assays according to the applicable standard AD4. Detailed subjects included in the presentation are as follows: • field and laboratory control criteria • data reporting • personnel training requirements and certification • laboratory audit criteria. Based upon RD2 for primary and secondary validation and RD3 for data quality objectives, the QAQC will provide traceable quality assurance safeguards by providing structured laboratory requirements for guidelines and oversight including training and technical updates, standardized documentation, standardized QA/QC checks, data review and data archiving.

  3. Capability of the Maximax&Maximin selection operator in the evolutionary algorithm for a nurse scheduling problem

    NASA Astrophysics Data System (ADS)

    Ramli, Razamin; Tein, Lim Huai

    2016-08-01

    A good work schedule can improve hospital operations by providing better coverage with appropriate staffing levels in managing nurse personnel. Hence, constructing the best nurse work schedule is the appropriate effort. In doing so, an improved selection operator in the Evolutionary Algorithm (EA) strategy for a nurse scheduling problem (NSP) is proposed. The smart and efficient scheduling procedures were considered. Computation of the performance of each potential solution or schedule was done through fitness evaluation. The best so far solution was obtained via special Maximax&Maximin (MM) parent selection operator embedded in the EA, which fulfilled all constraints considered in the NSP.

  4. Nursing teamwork, staff characteristics, work schedules, and staffing.

    PubMed

    Kalisch, Beatrice J; Lee, Hyunhwa

    2009-01-01

    This study aimed to explore whether and how staff characteristics, staffing, and scheduling variables are associated with the level of teamwork in nursing staff on acute care hospital patient units. This was a cross-sectional study with a sample of 1,758 nursing staff members from two different hospitals on 38 patient care units who completed the Nursing Teamwork Survey in 2008. This study focused on nursing teams who are stationed on a particular patient care unit (as opposed to visitors to the units). The return rate was 56.9%. The sample was made up of 77.4% nurses (registered nurses and licensed practical nurses), 11.9% assistive personnel, and 7.9% unit secretaries. Teamwork varied by unit and service type, with the highest scores occurring in pediatrics and maternity and the lowest scores on the medical-surgical and emergency units. Staff with less than 6 months of experience, those working 8- or 10-hour shifts (as opposed to 12 hours or a combination of 8 and 12 hours), part-time staff (as opposed to full time), and those working on night shift had higher teamwork scores. The higher teamwork scores were also associated with no or little overtime. The higher perception of the adequacy of staffing and the fewer patients cared for on a previous shift, the higher the teamwork scores. There is a relationship between selected staff characteristics, aspects of work schedules, staffing, and teamwork. Nursing staff want to work where teamwork is high, and perceptions of good staffing lead to higher teamwork. Higher teamwork scores correlated with those who worked less overtime.

  5. 75 FR 20386 - Trane a Subsidiary of Ingersoll Rand Including On-Site Leased Workers From Aerotek, Express...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-19

    ... Ingersoll Rand Including On-Site Leased Workers From Aerotek, Express Personnel Services, Select Staffing... Ingersoll Rand, including on-site leased workers from Aerotek, Express Personnel Staffing, and Select... from Aerotek, Express Personnel Staffing, Select Staffing, and Mechanical Contractors, Inc., Pueblo...

  6. Automation of Hubble Space Telescope Mission Operations

    NASA Technical Reports Server (NTRS)

    Burley, Richard; Goulet, Gregory; Slater, Mark; Huey, William; Bassford, Lynn; Dunham, Larry

    2012-01-01

    On June 13, 2011, after more than 21 years, 115 thousand orbits, and nearly 1 million exposures taken, the operation of the Hubble Space Telescope successfully transitioned from 24x7x365 staffing to 815 staffing. This required the automation of routine mission operations including telemetry and forward link acquisition, data dumping and solid-state recorder management, stored command loading, and health and safety monitoring of both the observatory and the HST Ground System. These changes were driven by budget reductions, and required ground system and onboard spacecraft enhancements across the entire operations spectrum, from planning and scheduling systems to payload flight software. Changes in personnel and staffing were required in order to adapt to the new roles and responsibilities required in the new automated operations era. This paper will provide a high level overview of the obstacles to automating nominal HST mission operations, both technical and cultural, and how those obstacles were overcome.

  7. Space Surveillance Network (SSN) Optical Augmentation (SOA)

    DTIC Science & Technology

    1999-04-01

    physical characteristics, and the geocentric and topocentric positions of each satellite in the deep space object catalog. The SKYMAP propagator...maintains the geocentric and topocentric positions and recomputes the position of each object several times a minute. For each scheduling...AINTENANCE Mission Personnel ( Staffing ) Officers 0.0 0.0 0.0 0.0 $90K/person (0) Enlisted 0.0 0.0 0.0 0.0 $45K/person (0) Contractor 20.0

  8. 77 FR 63872 - Alternative Management Resources, Inc., Doepker Group, Inc., D.B.A. Time Staffing, Inc...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-10-17

    ... Resources, Inc., Doepker Group, Inc., D.B.A. Time Staffing, Inc., Personnel Management Group, Inc...., Doepker Group, Inc., D.B.A. Time Staffing, Inc., Personnel Management Group, Inc., Select Staffing, and... follows: ''All workers of Alternative Management Resources, Inc., Doepker Group, Inc., D.B.A. Time...

  9. Applying cost accounting to operating room staffing in otolaryngology: time-driven activity-based costing and outpatient adenotonsillectomy.

    PubMed

    Balakrishnan, Karthik; Goico, Brian; Arjmand, Ellis M

    2015-04-01

    (1) To describe the application of a detailed cost-accounting method (time-driven activity-cased costing) to operating room personnel costs, avoiding the proxy use of hospital and provider charges. (2) To model potential cost efficiencies using different staffing models with the case study of outpatient adenotonsillectomy. Prospective cost analysis case study. Tertiary pediatric hospital. All otolaryngology providers and otolaryngology operating room staff at our institution. Time-driven activity-based costing demonstrated precise per-case and per-minute calculation of personnel costs. We identified several areas of unused personnel capacity in a basic staffing model. Per-case personnel costs decreased by 23.2% by allowing a surgeon to run 2 operating rooms, despite doubling all other staff. Further cost reductions up to a total of 26.4% were predicted with additional staffing rearrangements. Time-driven activity-based costing allows detailed understanding of not only personnel costs but also how personnel time is used. This in turn allows testing of alternative staffing models to decrease unused personnel capacity and increase efficiency. © American Academy of Otolaryngology—Head and Neck Surgery Foundation 2015.

  10. Implementing a Cardiac Skills Orientation and Simulation Program.

    PubMed

    Hemingway, Maureen W; Osgood, Patrice; Mannion, Mildred

    2018-02-01

    Patients with cardiac morbidities admitted for cardiac surgical procedures require perioperative nurses with a high level of complex nursing skills. Orienting new cardiac team members takes commitment and perseverance in light of variable staffing levels, high-acuity patient populations, an active cardiac surgical schedule, and the unpredictability of scheduling patients undergoing cardiac transplantation. At an academic medical center in Boston, these issues presented opportunities to orient new staff members to the scrub person role, but hampered efforts to provide active learning opportunities in a safe environment. As a result, facility personnel created a program to increase new staff members' skills, confidence, and proficiency, while also increasing the number of staff members who were proficient at scrubbing complex cardiac procedures. To address the safe learning requirement, personnel designed a simulation program to provide scrubbing experience, decrease orientees' supervision time, and increase staff members' confidence in performing the scrub person role. © AORN, Inc, 2018.

  11. Analyzing the nursing organizational structure and process from a scheduling perspective.

    PubMed

    Maenhout, Broos; Vanhoucke, Mario

    2013-09-01

    The efficient and effective management of nursing personnel is of critical importance in a hospital's environment comprising approximately 25 % of the hospital's operational costs. The nurse organizational structure and the organizational processes highly affect the nurses' working conditions and the provided quality of care. In this paper, we investigate the impact of different nurse organization structures and different organizational processes for a real-life situation in a Belgian university hospital. In order to make accurate nurse staffing decisions, the employed solution methodology incorporates shift scheduling characteristics in order to overcome the deficiencies of the many phase-specific methodologies that are proposed in the academic literature.

  12. What Factors Are Associated With Occupational Health Office Staffing, Job Stress, and Job Satisfaction?

    PubMed

    Moses, X J Ethan; Walters, Kevin M; Fisher, Gwenith G

    2016-06-01

    This study sought to identify factors associated with occupational health staffing in health care settings, provide benchmarking data, and investigate relationships between staffing and worker stress and satisfaction. Members of the Association of Occupational Health Professionals in Healthcare were sent an online survey. Data on facility served, staffing, job attitudes, and work stress were collected and analyzed. Number and types of personnel served were the largest predictors of staffing, accounting for 38 and 41% of the variability seen, respectively. Number of personnel served was related to worker stress and lack of work/life balance. Offices that required a provider presence had roughly one provider, seven nurses, and three clerical staff per 8000 personnel served. Occupational health workers are generally highly satisfied, and staffing has little relation to sources of job stress and satisfaction.

  13. Flexible Staffing and Scheduling in U.S. Corporations. Research Bulletin No. 240.

    ERIC Educational Resources Information Center

    Christensen, Kathleen

    A national survey in 1988 probed the use of flexible staffing and scheduling alternatives in 521 of the largest U.S. corporations. Company executives indicated they expected their companies to decrease their rate of growth of contingent staffing and increase their use of flextime, job sharing, and home-based work. Several specifics stood out…

  14. 5 CFR 9701.363 - Special staffing payments.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 3 2010-01-01 2010-01-01 false Special staffing payments. 9701.363 Section 9701.363 Administrative Personnel DEPARTMENT OF HOMELAND SECURITY HUMAN RESOURCES MANAGEMENT... HUMAN RESOURCES MANAGEMENT SYSTEM Pay and Pay Administration Special Payments § 9701.363 Special...

  15. Successful Implementation of Six Sigma to Schedule Student Staffing for Circulation Service Desks

    ERIC Educational Resources Information Center

    Jankowski, Janiece

    2013-01-01

    In fall of 2011 the University at Buffalo Libraries circulation department undertook Six Sigma training for the purpose of overhauling its student scheduling process. The department was able to mitigate significant staffing budgetary reductions and resource reallocations and to overcome the unique challenges of scheduling student labor for a…

  16. Optimizing Staffing levels and Schedules for Railroad Dispatching Centers

    DOT National Transportation Integrated Search

    2004-09-01

    This report presents the results of a study to explore approaches to establishing staffing levels and schedules for railroad dispatchers. The : work was conducted as follow-up to a prior study that found fatigue among dispatchers, particularly those ...

  17. Evaluating the Veterans Health Administration's Staffing Methodology Model: A Reliable Approach.

    PubMed

    Taylor, Beth; Yankey, Nicholas; Robinson, Claire; Annis, Ann; Haddock, Kathleen S; Alt-White, Anna; Krein, Sarah L; Sales, Anne

    2015-01-01

    All Veterans Health Administration facilities have been mandated to use a standardized method of determining appropriate direct-care staffing by nursing personnel. A multi-step process was designed to lead to projection of full-time equivalent employees required for safe and effective care across all inpatient units. These projections were intended to develop appropriate budgets for each facility. While staffing levels can be increased, even in facilities subject to budget and personnel caps, doing so requires considerable commitment at all levels of the facility. This commitment must come from front-line nursing personnel to senior leadership, not only in nursing and patient care services, but throughout the hospital. Learning to interpret and rely on data requires a considerable shift in thinking for many facilities, which have relied on historical levels to budget for staffing, but which does not take into account the dynamic character of nursing units and patient need.

  18. Scheduling for anesthesia at geographic locations remote from the operating room.

    PubMed

    Dexter, Franklin; Wachtel, Ruth E

    2014-08-01

    Providing general anesthesia at locations away from the operating room, called remote locations, poses many medical and scheduling challenges. This review discusses how to schedule procedures at remote locations to maximize anesthesia productivity (see Video, Supplemental Digital Content 1). Anesthesia labour productivity can be maximized by assigning one or more 8-h or 10-h periods of allocated time every 2 weeks dedicated specifically to each remote specialty that has enough cases to fill those periods. Remote specialties can then schedule their cases themselves into their own allocated time. Periods of allocated time (called open, unblocked or first come first served time) can be used by remote locations that do not have their own allocated time. Unless cases are scheduled sequentially into allocated time, there will be substantial extra underutilized time (time during which procedures are not being performed and personnel sit idle even though staffing has been planned) and a concomitant reduction in percent productivity. Allocated time should be calculated on the basis of usage. Remote locations with sufficient hours of cases should be allocated time reserved especially for them in which to schedule their cases, with a maximum waiting time of 2 weeks, to achieve an average wait of 1 week.

  19. Use of Dynamic Models and Operational Architecture to Solve Complex Navy Challenges

    NASA Technical Reports Server (NTRS)

    Grande, Darby; Black, J. Todd; Freeman, Jared; Sorber, TIm; Serfaty, Daniel

    2010-01-01

    The United States Navy established 8 Maritime Operations Centers (MOC) to enhance the command and control of forces at the operational level of warfare. Each MOC is a headquarters manned by qualified joint operational-level staffs, and enabled by globally interoperable C41 systems. To assess and refine MOC staffing, equipment, and schedules, a dynamic software model was developed. The model leverages pre-existing operational process architecture, joint military task lists that define activities and their precedence relations, as well as Navy documents that specify manning and roles per activity. The software model serves as a "computational wind-tunnel" in which to test a MOC on a mission, and to refine its structure, staffing, processes, and schedules. More generally, the model supports resource allocation decisions concerning Doctrine, Organization, Training, Material, Leadership, Personnel and Facilities (DOTMLPF) at MOCs around the world. A rapid prototype effort efficiently produced this software in less than five months, using an integrated process team consisting of MOC military and civilian staff, modeling experts, and software developers. The work reported here was conducted for Commander, United States Fleet Forces Command in Norfolk, Virginia, code N5-0LW (Operational Level of War) that facilitates the identification, consolidation, and prioritization of MOC capabilities requirements, and implementation and delivery of MOC solutions.

  20. Nurse staffing patterns and hospital efficiency in the United States.

    PubMed

    Bloom, J R; Alexander, J A; Nuchols, B A

    1997-01-01

    The objective of this exploratory study was to assess the effects of four nurse staffing patterns on the efficiency of patient care delivery in the hospital: registered nurses (RNs) from temporary agencies; part-time career RNs; RN rich skill mix; and organizationally experienced RNs. Using Transaction Cost Analysis, four regression models were specified to consider the effect of these staffing plans on personnel and benefit costs and on non-personnel operating costs. A number of additional variables were also included in the models to control for the effect of other organization and environmental determinants of hospital costs. Use of career part-time RNs and experienced staff reduced both personnel and benefit costs, as well as total non-personnel operating costs, while the use of temporary agencies for RNs increased non-personnel operating costs. An RN rich skill mix was not related to either measure of hospital costs. These findings provide partial support of the theory. Implications of our findings for future research on hospital management are discussed.

  1. Estimating the staffing infrastructure for a patient-centered medical home.

    PubMed

    Patel, Mitesh S; Arron, Martin J; Sinsky, Thomas A; Green, Eric H; Baker, David W; Bowen, Judith L; Day, Susan

    2013-06-01

    The patient-centered medical home (PCMH) offers an innovative method of delivering primary care. However, the necessary staffing infrastructure is not well established. To evaluate the roles of personnel within a PCMH and to propose necessary staffing ratios and associated incremental costs to implement this model of care. We sampled primary care clinical practices that either have successfully deployed or were in the process of implementing a PCMH practice model. We conducted targeted interviews of administrators from these practices and reviewed published literature on the personnel roles within a PCMH. Collectively, these data were compared with current staffing standards and used to inform an analytical model and sensitivity analysis. Primary care practices that successfully transitioned to a PCMH have incorporated a range of new staff and functionalities. Based on our model, we estimated that 4.25 full-time equivalents (FTEs) should be allocated to staffing personnel per 1 physician FTE. Compared with the base-case model of current staffing in the United States of 2.68 FTEs per physician FTE, this is a 59% increase. After applying sensitivity analysis for variability in staffing and compensation, the incremental staffing FTE per physician FTE was 1.57 (range 1.41-1.73) and the incremental associated cost per member per month was $4.68 (range $3.79-$6.43). Our study suggests that additional staff with specific expertise and training is necessary to implement a PCMH. Further study and opportunities for funding additional staffing costs will be important for realizing the potential of the PCMH model of care.influence clinical recognition of depression among diabetes patients from different racial/ethnic groups, and the potential impact of low rates of clinical recognition on quality of care.

  2. A grid to facilitate physics staffing justification.

    PubMed

    Klein, Eric E

    2009-12-03

    Justification of clinical physics staffing levels is difficult due to the lack of direction as how to equate clinical needs with the staffing levels and competency required. When a physicist negotiates staffing requests to administration, she/he often refers to American College of Radiology staffing level suggestions, and resources such as the Abt studies. This approach is often met with questions as to how to fairly derive the time it takes to perform tasks. The result is often insufficient and/or inexperienced staff handling complex and cumbersome tasks. We undertook development of a staffing justification grid to equate the clinical needs to the quantity and quality of staffing required. The first step is using the Abt study, customized to the clinical setting, to derive time per task multiplied by the anticipated number of such tasks. Inclusion of vacation, meeting, and developmental time may be incorporated along with allocated time for education and administration. This is followed by mapping the tasks to the level of competency/experience needed. For example, in an academic setting the faculty appointment levels correlate with experience. Non-staff personnel, such as IMRT QA technicians or clerical staff, should also be part of the equation. By using the staffing justification grid, we derived strong documentation to justify a substantial budget increase. The grid also proved useful when our clinical demands changed. Justification for physics staffing can be significantly strengthened with a properly developed data-based time and work analysis. A staffing grid is presented, along with a development methodology that facilitated our justification. Though our grid is for a large academic facility, the methodology can be extended to a non-academic setting, and to a smaller scale. This grid method not only equates the clinical needs with the quantity of staffing, but can also help generate the personnel budget, based on the type of staff and personnel required. The grid is easily adaptable when changes to the clinical environment change, such as an increase in IMRT or IGRT applications.

  3. Generalizable items and modular structure for computerised physician staffing calculation on intensive care units

    PubMed Central

    Weiss, Manfred; Marx, Gernot; Iber, Thomas

    2017-01-01

    Intensive care medicine remains one of the most cost-driving areas within hospitals with high personnel costs. Under the scope of limited budgets and reimbursement, realistic needs are essential to justify personnel staffing. Unfortunately, all existing staffing models are top-down calculations with a high variability in results. We present a workload-oriented model, integrating quality of care, efficiency of processes, legal, educational, controlling, local, organisational and economic aspects. In our model, the physician’s workload solely related to the intensive care unit depends on three tasks: Patient-oriented tasks, divided in basic tasks (performed in every patient) and additional tasks (necessary in patients with specific diagnostic and therapeutic requirements depending on their specific illness, only), and non patient-oriented tasks. All three tasks have to be taken into account for calculating the required number of physicians. The calculation tool further allows to determine minimal personnel staffing, distribution of calculated personnel demand regarding type of employee due to working hours per year, shift work or standby duty. This model was introduced and described first by the German Board of Anesthesiologists and the German Society of Anesthesiology and Intensive Care Medicine in 2008 and since has been implemented and updated 2012 in Germany. The modular, flexible nature of the Excel-based calculation tool should allow adaption to the respective legal and organizational demands of different countries. After 8 years of experience with this calculation, we report the generalizable key aspects which may help physicians all around the world to justify realistic workload-oriented personnel staffing needs. PMID:28828300

  4. Generalizable items and modular structure for computerised physician staffing calculation on intensive care units.

    PubMed

    Weiss, Manfred; Marx, Gernot; Iber, Thomas

    2017-08-04

    Intensive care medicine remains one of the most cost-driving areas within hospitals with high personnel costs. Under the scope of limited budgets and reimbursement, realistic needs are essential to justify personnel staffing. Unfortunately, all existing staffing models are top-down calculations with a high variability in results. We present a workload-oriented model, integrating quality of care, efficiency of processes, legal, educational, controlling, local, organisational and economic aspects. In our model, the physician's workload solely related to the intensive care unit depends on three tasks: Patient-oriented tasks, divided in basic tasks (performed in every patient) and additional tasks (necessary in patients with specific diagnostic and therapeutic requirements depending on their specific illness, only), and non patient-oriented tasks. All three tasks have to be taken into account for calculating the required number of physicians. The calculation tool further allows to determine minimal personnel staffing, distribution of calculated personnel demand regarding type of employee due to working hours per year, shift work or standby duty. This model was introduced and described first by the German Board of Anesthesiologists and the German Society of Anesthesiology and Intensive Care Medicine in 2008 and since has been implemented and updated 2012 in Germany. The modular, flexible nature of the Excel-based calculation tool should allow adaption to the respective legal and organizational demands of different countries. After 8 years of experience with this calculation, we report the generalizable key aspects which may help physicians all around the world to justify realistic workload-oriented personnel staffing needs.

  5. 42 CFR 9.9 - Facility staffing.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... CHIMPANZEES HELD IN THE FEDERALLY SUPPORTED SANCTUARY SYSTEM § 9.9 Facility staffing. How many personnel are required to staff the chimpanzee sanctuary and what qualifications and training must the staff possess? (a... of the activities and chimpanzee population of the sanctuary. The level of staffing shall be adequate...

  6. 42 CFR 9.9 - Facility staffing.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... CHIMPANZEES HELD IN THE FEDERALLY SUPPORTED SANCTUARY SYSTEM § 9.9 Facility staffing. How many personnel are required to staff the chimpanzee sanctuary and what qualifications and training must the staff possess? (a... of the activities and chimpanzee population of the sanctuary. The level of staffing shall be adequate...

  7. 42 CFR 9.9 - Facility staffing.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... CHIMPANZEES HELD IN THE FEDERALLY SUPPORTED SANCTUARY SYSTEM § 9.9 Facility staffing. How many personnel are required to staff the chimpanzee sanctuary and what qualifications and training must the staff possess? (a... of the activities and chimpanzee population of the sanctuary. The level of staffing shall be adequate...

  8. 42 CFR 9.9 - Facility staffing.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... CHIMPANZEES HELD IN THE FEDERALLY SUPPORTED SANCTUARY SYSTEM § 9.9 Facility staffing. How many personnel are required to staff the chimpanzee sanctuary and what qualifications and training must the staff possess? (a... of the activities and chimpanzee population of the sanctuary. The level of staffing shall be adequate...

  9. Finding the sweet spot: how to get the right staffing for variable workloads.

    PubMed

    Bryce, David J; Christensen, Taylor J

    2011-03-01

    All too often, hospital department managers set their staff schedules too much in anticipation of high levels of demand for services, leading to higher-than-necessary staffing costs when demand is lower than expected. The opposite approach of scheduling too few staff to meet demand, then relying on on-call or callback staff to address the shortage, also results in higher-than-necessary costs due to the premium wages that such staff must be paid. A staffing and workload simulation tool allows hospital departments to find the right balance between these extremes.

  10. Recruitment and Employment of the Water Pollution Control Specialist.

    ERIC Educational Resources Information Center

    Sherrard, J. H.; Sherrard, F. A.

    1979-01-01

    Presented are the basic principles of personnel recruitment and employment for the water pollution control field. Attention is given to determination of staffing requirements, effective planning, labor sources, affirmative action, and staffing policies. (CS)

  11. Filling the Void.

    ERIC Educational Resources Information Center

    Everhart, Nancy

    2002-01-01

    This 2002 staffing survey investigated personnel in school libraries in all 50 states. Topics include staffing shortages of certified library media specialists; recruitment efforts; certification processes; ratio between students and librarians; budget cuts; government role; and online graduate library science programs. (LRW)

  12. 5 CFR 9901.504 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL SECURITY PERSONNEL SYSTEM (NSPS) Staffing and Employment General § 9901.504 Definitions. In this subpart— Career conditional...

  13. Comprehensive evaluation of contemporary assisted reproduction technology laboratory operations to determine staffing levels that promote patient safety and quality care.

    PubMed

    Alikani, Mina; Go, Kathryn J; McCaffrey, Caroline; McCulloh, David H

    2014-11-01

    To consider how staffing requirements have changed with evolving and increasingly more complex assisted reproduction technology (ART) laboratory practice. Analysis by four laboratory directors from three different ART programs of the level of complexity and time requirements for contemporary ART laboratory activities to determine adequate staffing levels. University-based and private ART programs. None. None. Human resource requirements for ART procedures. Both complexity and time required for completion of a contemporary ART cycle have increased significantly compared with the same requirements for the "traditional cycle" of the past. The latter required roughly 9 personnel hours, but a contemporary cycle can require up to 20 hours for completion. Consistent with this increase, a quantitative analysis shows that the number of embryologists required for safe and efficient operation of the ART laboratory has also increased. This number depends on not only the volume but also the types of procedures performed: the higher the number of complex procedures, the more personnel required. An interactive Personnel Calculator is introduced that can help determine staffing needs. The increased complexity of the contemporary ART laboratory requires a new look at the allocation of human resources. Our work provides laboratory directors with a practical, individualized tool to determine their staffing requirements with a view to increasing the safety and efficiency of operations. The work could serve as the basis for revision of the 2008 American Society for Reproductive Medicine (ASRM) staffing guidelines. Copyright © 2014 American Society for Reproductive Medicine. Published by Elsevier Inc. All rights reserved.

  14. Introduction to Personnel Management: Participants' Manual.

    ERIC Educational Resources Information Center

    Civil Service Commission, Denver, CO. Regional Training Center.

    This manual for the introductory Federal personnel management course covers: major personnel laws and sources of information; position classification (standards and task analysis); staffing and placement (competitive appointments, temporary appointments/promotions, recruitment, and noncompetitive actions); merit promotion; qualification standards;…

  15. Effective Staffing Takes a Village: Creating the Staffing Ecosystem.

    PubMed

    Gavigan, Margaret; Fitzpatrick, Therese A; Miserendino, Carole

    2016-01-01

    The traditional approaches to staffing and scheduling are often ineffective in assuring sufficient budgeting and deployment of staff to assure the right nurse at the right time for the right cost. As hospital merger activity increases, this exercise is further complicated by the need to rationalize staffing across multiple enterprises and standardize systems and processes. This Midwest hospital system successfully optimized staffing at the unit and enterprise levels by utilizing operations research methodologies. Savings were reinvested to improve staffing models which provided sufficient nonproductive coverage and patient-driven ratios. Over/under-staffing was eliminated in support of the system's recognition that adequate resource planning and deployment are critical to the culture of safety.

  16. Improving patient access to an interventional US clinic.

    PubMed

    Steele, Joseph R; Clarke, Ryan K; Terrell, John A; Brightmon, Tonya R

    2014-01-01

    A continuous quality improvement project was conducted to increase patient access to a neurointerventional ultrasonography (US) clinic. The clinic was experiencing major scheduling delays because of an increasing patient volume. A multidisciplinary team was formed that included schedulers, medical assistants, nurses, technologists, and physicians. The team created an Ishikawa diagram of the possible causes of the long wait time to the next available appointment and developed a flowchart of the steps involved in scheduling and completing a diagnostic US examination and biopsy. The team then implemented a staged intervention that included adjustments to staffing and room use (stage 1); new procedures for scheduling same-day add-on appointments (stage 2); and a lead technician rotation to optimize patient flow, staffing, and workflow (stage 3). Six months after initiation of the intervention, the mean time to the next available appointment had decreased from 25 days at baseline to 1 day, and the number of available daily appointments had increased from 38 to 55. These improvements resulted from a coordinated provider effort and had a net present value of more than $275,000. This project demonstrates that structural changes in staffing, workflow, and room use can substantially reduce scheduling delays for critical imaging procedures. © RSNA, 2014.

  17. 20 CFR 632.40 - Administrative staff and personnel standards.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 20 Employees' Benefits 3 2010-04-01 2010-04-01 false Administrative staff and personnel standards....40 Administrative staff and personnel standards. (a) Staffing. Members of the population to be served... career advancement. (b) Compensation. Compensation for administrative staff shall be at levels consistent...

  18. 20 CFR 632.40 - Administrative staff and personnel standards.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 20 Employees' Benefits 3 2011-04-01 2011-04-01 false Administrative staff and personnel standards....40 Administrative staff and personnel standards. (a) Staffing. Members of the population to be served... career advancement. (b) Compensation. Compensation for administrative staff shall be at levels consistent...

  19. 20 CFR 632.40 - Administrative staff and personnel standards.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 20 Employees' Benefits 3 2012-04-01 2012-04-01 false Administrative staff and personnel standards....40 Administrative staff and personnel standards. (a) Staffing. Members of the population to be served... career advancement. (b) Compensation. Compensation for administrative staff shall be at levels consistent...

  20. Functional Survey of Personnel Operations in Institutions of Higher Education.

    ERIC Educational Resources Information Center

    Oberle, Rodney L.

    1985-01-01

    Results of a national survey of the titles, reporting relationships, staffing levels, budget sizes, assigned responsibilities, and other information about college and university personnel management are reported and analyzed. (MSE)

  1. Development and Validation of A Scheduled Shifts Staffing (ASSiST) Measure of Unit-Level Staffing in Nursing Homes.

    PubMed

    Cummings, Greta G; Doupe, Malcolm; Ginsburg, Liane; McGregor, Margaret J; Norton, Peter G; Estabrooks, Carole A

    2017-06-01

    To (a) describe A Scheduled Shifts Staffing measure (ASSiST) to derive care aide worked hours per resident day (HCA WHRD) at facility and unit levels in nursing homes, (b) report reliability through comparisons to administrative staffing data; (c) report validity by examining associations between HCA WHRD, staff outcomes (job satisfaction, emotional exhaustion), and resident quality indicators (QIs) (e.g. falls, delirium, stage 2+ pressure ulcers), and (d) explore intrafacility variation in staffing intensity levels related to unit-level variation in resident and staff outcomes. We used data from 40 care units in 12 Canadian nursing homes between 2007 and 2012. Descriptive statistics and tests of association and difference described relationships of two measures of staffing with resident and staff outcomes. Annualized rates of HCA WHRD from both data sources compared well at the facility level (Pearson Product Correlation; R = 0.847, p < .001), and were correlated similarly to staff work life and many QIs. Using ASSiST data, we show that staffing levels can vary by up to 40% at the unit-level within nursing homes. ASSiST is easy to collect, more timely to retrieve than administrative data, has good criterion and construct validity, and reflects intrafacility variation in health care aide staffing levels. © The Author 2016. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  2. Automated Scheduling of Personnel to Staff Operations for the Mars Science Laboratory

    NASA Technical Reports Server (NTRS)

    Knight, Russell; Mishkin, Andrew; Allbaugh, Alicia

    2014-01-01

    Leveraging previous work on scheduling personnel for space mission operations, we have adapted ASPEN (Activity Scheduling and Planning Environment) [1] to the domain of scheduling personnel for operations of the Mars Science Laboratory. Automated scheduling of personnel is not new. We compare our representations to a sampling of employee scheduling systems available with respect to desired features. We described the constraints required by MSL personnel schedulers and how each is handled by the scheduling algorithm.

  3. Innovative Staffing To Meet Technological Changes: A Case Study at Wake Forest University.

    ERIC Educational Resources Information Center

    Ganzert, Robin Roy; Watkins, Dawn Adele

    1997-01-01

    Examines the changes surrounding information technology as it relates to staffing issues at Wake Forest University (Winston-Salem, North Carolina). Highlights include: revision of organizational structure; decentralization of human resources processes; a survey of personnel attitudes; and trends for the human resources department. (AEF)

  4. Optimizing the patient transport function at Mayo Clinic.

    PubMed

    Kuchera, Dustin; Rohleder, Thomas R

    2011-01-01

    In this article, we report on the implementation of a computerized scheduling tool to optimize staffing for patient transport at the Mayo Clinic. The tool was developed and implemented in Microsoft Excel and Visual Basic for Applications and includes an easy-to-use interface. The tool allows transport management to consider the trade-offs between patient waiting time and staffing levels. While improved staffing efficiency was a desire of the project, it was important that patient service quality was also maintained. The results show that staffing could be reduced while maintaining historical patient service levels.

  5. Staffing Policies and Strategies; American Society for Personnel Administration Handbook of Personnel and Industrial Relations, Volume 1.

    ERIC Educational Resources Information Center

    Yoder, Dale, Ed.; Heneman, Herbert G., Jr., Ed.

    Aimed at providing a broader understanding and appreciation of the mission and contributions of personnel management, the first volume of the seven volume handbook is authored by experts from industry, the public service, and the academic community. It is intended for both practitioners and students preparing for careers in personnel and…

  6. 5 CFR 370.102 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS INFORMATION TECHNOLOGY EXCHANGE... performance-related criteria established by the agency. Information technology (IT) management means the planning, organizing, staffing, directing, integrating, or controlling of information technology as defined...

  7. 5 CFR 370.102 - Definitions.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS INFORMATION TECHNOLOGY EXCHANGE... performance-related criteria established by the agency. Information technology (IT) management means the planning, organizing, staffing, directing, integrating, or controlling of information technology as defined...

  8. Steady-State Staffing: A Second Report.

    ERIC Educational Resources Information Center

    Furniss, W. Todd

    This is a folow-up report on developments in long-range faculty personnel planning since the publication of "Steady-State Staffing in Tenure-Granting Institutions and Related Papers," covering the period from March through December 1973. Following references to newly available data, the paper deals first with work done at SUNY-Buffalo, Stanford,…

  9. Allocation of resources for ambulatory care -a staffing model for outpatient clinics.

    PubMed Central

    Mansdorf, B D

    1975-01-01

    The enormous commitment of resources to ambulatory health care services requires that flexible and easily implementable management techniques be developed to improve the allocation of health manpower and funds. This article develops a feasible model for staffing outpatient clinics and thereby potentially provides an important analytical tool for allocating and monitoring the utilization of the most critical and expensive of ambulatory care resources-professional and nonprofessional clinic personnel. The model is simplistic, extremely flexible, and can be applied to many modes of delivering ambulatory care-from HMOs to traditional hospital outpatient clinics. To employ the model, certain decision variables must be specified so that the model can produce a least-cost staffing configuration to meet the demand for service in accordance with the desired mode and intensity of care. The key decision varables that require input from administrators and medical personnel include standards for physician-patient contact time, a desired ratio of staff time actually spent treating patients to total paid staff time, and the desired mix of various staff categories to achieve program objectives. Specific benefits of using the model include determining staffing for new, expanded, or existing outpatient clinics, determining budget requirements for such staffing needs, and providing quantitative productivity and utilization objectives and measurements. PMID:809787

  10. Personnel Supply and Demand: A Context for Special Education. Information on Personnel Supply and Demand.

    ERIC Educational Resources Information Center

    National Clearinghouse for Professions in Special Education, Reston, VA.

    Annual surveys by the Association for School, College, and University Staffing show that various categories of special education are among the major areas of personnel shortage in all of education. Especially severe areas of shortage occur in the areas of emotional disturbance/behavior disorders, learning disabilities, and multiple/severe…

  11. 77 FR 53913 - Accellent

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-04

    ...-Site Leased Workers From Aerotek, Corporate Management Group (CMG), Marathon Staffing, And Excel... leased from Excel Personnel, Inc. were employed on-site at the Englewood, Colorado location of Accellent... certification to include workers leased from Excel Personnel, Inc. working on-site at the Englewood, Colorado...

  12. 5 CFR 9901.502 - Scope of authority.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL SECURITY PERSONNEL SYSTEM (NSPS) Staffing and Employment General § 9901.502 Scope of authority. When a specified category of employees, applicants, and positions is covered by the system established under this subpart...

  13. MCPS Schools at a Glance 2014-2015

    ERIC Educational Resources Information Center

    Montgomery County Public Schools, 2015

    2015-01-01

    "MCPS Schools at a Glance" provides, in a single document, information about enrollment, staffing, facilities, programs, outcome measures, and personnel costs for each Montgomery County (Maryland) public school. Information on personnel costs for each school includes position salaries for professional and supporting services employees…

  14. 5 CFR 9901.516 - Internal placement.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 3 2010-01-01 2010-01-01 false Internal placement. 9901.516 Section 9901... PERSONNEL SYSTEM (NSPS) Staffing and Employment External Recruitment and Internal Placement § 9901.516 Internal placement. (a) Determining levels of work and movement within and across career groups. The...

  15. School Librarian Staffing Levels and Student Achievement as Represented in 2006-2009 Kansas Annual Yearly Progress Data

    ERIC Educational Resources Information Center

    Dow, Mirah J.; McMahon-Lakin, Jacqueline

    2012-01-01

    To address the presence or absence of school librarians in Kansas public schools, a study using analysis of covariance (ANCOVA) was designed to investigate staffing levels for library media specialists (LMSs), the label used for school librarians in licensed-personnel data in Kansas, and student achievement at the school level. Five subject areas…

  16. Employee Assistance on the Campus: Considerations for Student Personnel Administrators.

    ERIC Educational Resources Information Center

    Ansley, James A.

    1983-01-01

    Suggests that student personnel services could be expanded to provide employee assistance programs for college faculty and staff. Outlines steps to implement an EAP including planning, organizing, budgeting, staffing, directing, and evaluating. Suggests more effective use of campus resources to preserve human resources. (JAC)

  17. Medical physics personnel for medical imaging: requirements, conditions of involvement and staffing levels-French recommendations.

    PubMed

    Isambert, Aurélie; Le Du, Dominique; Valéro, Marc; Guilhem, Marie-Thérèse; Rousse, Carole; Dieudonné, Arnaud; Blanchard, Vincent; Pierrat, Noëlle; Salvat, Cécile

    2015-04-01

    The French regulations concerning the involvement of medical physicists in medical imaging procedures are relatively vague. In May 2013, the ASN and the SFPM issued recommendations regarding Medical Physics Personnel for Medical Imaging: Requirements, Conditions of Involvement and Staffing Levels. In these recommendations, the various areas of activity of medical physicists in radiology and nuclear medicine have been identified and described, and the time required to perform each task has been evaluated. Criteria for defining medical physics staffing levels are thus proposed. These criteria are defined according to the technical platform, the procedures and techniques practised on it, the number of patients treated and the number of persons in the medical and paramedical teams requiring periodic training. The result of this work is an aid available to each medical establishment to determine their own needs in terms of medical physics. © The Author 2014. Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

  18. Medical staffing in Ontario neonatal intensive care units.

    PubMed

    Paes, B; Mitchell, A; Hunsberger, M; Blatz, S; Watts, J; Dent, P; Sinclair, J; Southwell, D

    1989-06-01

    Advances in technology have improved the survival rates of infants of low birth weight. Increasing service commitments together with cutbacks in Canadian training positions have caused concerns about medical staffing in neonatal intensive care units (NICUs) in Ontario. To determine whether an imbalance exists between the supply of medical personnel and the demand for health care services, in July 1985 we surveyed the medical directors, head nurses and staff physicians of nine tertiary level NICUs and the directors of five postgraduate pediatric residency programs. On the basis of current guidelines recommending an ideal neonatologist:patient ratio of 1:6 (assuming an adequate number of support personnel) most of the NICUs were understaffed. Concern about the heavy work pattern and resulting lifestyle implications has made Canadian graduates reluctant to enter this subspecialty. We propose strategies to correct staffing shortages in the context of rapidly increasing workloads resulting from a continuing cutback of pediatric residency positions and restrictions on immigration of foreign trainees.

  19. Military Personnel: Enhanced Collaboration and Process Improvements Needed for Determining Military Treatment Facility Medical Personnel Requirements

    DTIC Science & Technology

    2010-07-01

    Department of Defense (DOD) are in great demand due to projected nationwide medical personnel shortages over the next decade and are essential to...for the first year, in order to assist the services in addressing near- term personnel shortages . It also provides a consistent staffing standard...dentists, medical service corps, and veterinarians , to name a few, at the work center level across Army fixed military treatment facilities. The model uses

  20. Personnel Management. Universities.

    ERIC Educational Resources Information Center

    Ohio Board of Regents, Columbus. Management Improvement Program.

    This manual is one of 10 completed in the Ohio Management Improvement Program (MIP) during the 1971-73 biennium. In this project, Ohio's 34 public universities and colleges, in an effort directed and staffed by the Ohio Board of Regents, have developed manuals of management practices, in this case, concerning personnel management. Emphasis in this…

  1. Value based care and bundled payments: Anesthesia care costs for outpatient oncology surgery using time-driven activity-based costing.

    PubMed

    French, Katy E; Guzman, Alexis B; Rubio, Augustin C; Frenzel, John C; Feeley, Thomas W

    2016-09-01

    With the movement towards bundled payments, stakeholders should know the true cost of the care they deliver. Time-driven activity-based costing (TDABC) can be used to estimate costs for each episode of care. In this analysis, TDABC is used to both estimate the costs of anesthesia care and identify the primary drivers of those costs of 11 common oncologic outpatient surgical procedures. Personnel cost were calculated by determining the hourly cost of each provider and the associated process time of the 11 surgical procedures. Using the anesthesia record, drugs, supplies and equipment costs were identified and calculated. The current staffing model was used to determine baseline personnel costs for each procedure. Using the costs identified through TDABC analysis, the effect of different staffing ratios on anesthesia costs could be predicted. Costs for each of the procedures were determined. Process time and costs are linearly related. Personnel represented 79% of overall cost while drugs, supplies and equipment represented the remaining 21%. Changing staffing ratios shows potential savings between 13% and 28% across the 11 procedures. TDABC can be used to estimate the costs of anesthesia care. This costing information is critical to assessing the anesthesiology component in a bundled payment. It can also be used to identify areas of cost savings and model costs of anesthesia care. CRNA to anesthesiologist staffing ratios profoundly influence the cost of care. This methodology could be applied to other medical specialties to help determine costs in the setting of bundled payments. Copyright © 2015 Elsevier Inc. All rights reserved.

  2. Value Based Care and Bundled Payments: Anesthesia Care Costs for Outpatient Oncology Surgery Using Time-Driven Activity-Based Costing

    PubMed Central

    French, Katy E.; Guzman, Alexis B.; Rubio, Augustin C.; Frenzel, John C.; Feeley, Thomas W

    2015-01-01

    Background With the movement towards bundled payments, stakeholders should know the true cost of the care they deliver. Time-driven activity-based costing (TDABC) can be used to estimate costs for each episode of care. In this analysis, TDABC is used to both estimate the costs of anesthesia care and identify the primary drivers of those costs of 11 common oncologic outpatient surgical procedures. Methods Personnel cost were calculated by determining the hourly cost of each provider and the associated process time of the 11 surgical procedures. Using the anesthesia record, drugs, supplies and equipment costs were identified and calculated. The current staffing model was used to determine baseline personnel costs for each procedure. Using the costs identified through TDABC analysis, the effect of different staffing ratios on anesthesia costs could be predicted. Results Costs for each of the procedures were determined. Process time and costs are linearly related. Personnel represented 79% of overall cost while drugs, supplies and equipment represented the remaining 21%. Changing staffing ratios shows potential savings between 13-28% across the 11 procedures. Conclusions TDABC can be used to estimate the costs of anesthesia care. This costing information is critical to assessing the anesthesiology component in a bundled payment. It can also be used to identify areas of cost savings and model costs of anesthesia care. CRNA to anesthesiologist staffing ratios profoundly influence the cost of care. This methodology could be applied to other medical specialties to help determine costs in the setting of bundled payments. PMID:27637823

  3. Alternative Outpatient Chemotherapy Scheduling Method to Improve Patient Service Quality and Nurse Satisfaction.

    PubMed

    Huang, Yu-Li; Bryce, Alan H; Culbertson, Tracy; Connor, Sarah L; Looker, Sherry A; Altman, Kristin M; Collins, James G; Stellner, Winston; McWilliams, Robert R; Moreno-Aspitia, Alvaro; Ailawadhi, Sikander; Mesa, Ruben A

    2018-02-01

    Optimal scheduling and calendar management in an outpatient chemotherapy unit is a complex process that is driven by a need to focus on safety while accommodating a high degree of variability. Primary constraints are infusion times, staffing resources, chair availability, and unit hours. We undertook a process to analyze our existing management models across multiple practice settings in our health care system, then developed a model to optimize safety and efficiency. The model was tested in one of the community chemotherapy units. We assessed staffing violations as measured by nurse-to-patient ratios throughout the workday and at key points during treatment. Staffing violations were tracked before and after the implementation of the new model. The new model reduced staffing violations by nearly 50% and required fewer chairs to treat the same number of patients for the selected clinic day. Actual implementation results indicated that the new model leveled the distribution of patients across the workday with an 18% reduction in maximum chair utilization and a 27% reduction in staffing violations. Subsequently, a positive impact on peak pharmacy workload reduced delays by as much as 35 minutes. Nursing staff satisfaction with the new model was positive. We conclude that the proposed optimization approach with regard to nursing resource assignment and workload balance throughout a day effectively improves patient service quality and staff satisfaction.

  4. 5 CFR 293.511 - Retention schedule.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Retention schedule. 293.511 Section 293.511 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Medical File System Records § 293.511 Retention schedule. (a) Temporary EMFS records must...

  5. 5 CFR 293.511 - Retention schedule.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Retention schedule. 293.511 Section 293.511 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Medical File System Records § 293.511 Retention schedule. (a) Temporary EMFS records must...

  6. 5 CFR 293.511 - Retention schedule.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Retention schedule. 293.511 Section 293.511 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Medical File System Records § 293.511 Retention schedule. (a) Temporary EMFS records must...

  7. 5 CFR 293.511 - Retention schedule.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Retention schedule. 293.511 Section 293.511 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Medical File System Records § 293.511 Retention schedule. (a) Temporary EMFS records must...

  8. 5 CFR 293.511 - Retention schedule.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Retention schedule. 293.511 Section 293.511 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Medical File System Records § 293.511 Retention schedule. (a) Temporary EMFS records must...

  9. Staffing for Success: Linking Teacher Evaluation and School Personnel Management in Practice

    ERIC Educational Resources Information Center

    Master, Benjamin

    2014-01-01

    Teacher evaluation is at the center of current education policy reform. Most evaluation systems rely at least in part on principals' assessments of teachers, and their discretionary judgments carry substantial weight. However, we know relatively little about what they value when determining evaluations and high stakes personnel decisions.…

  10. Staffing Patterns in American Education, 1973.

    ERIC Educational Resources Information Center

    Greenfield, Phylis O.

    This is the report of a survey of the patterns of supply and demand of educational personnel in the United States in 1973. Current trends for the different levels and specializations of educational practices, including pupil personnel services, are tabulated as to current needs (charts are included in the text). There are also comparisons of…

  11. Nursing operations automation and health care technology innovations: 2025 and beyond.

    PubMed

    Suby, ChrysMarie

    2013-01-01

    This article reviews why nursing operations automation is important, reviews the impact of computer technology on nursing from a historical perspective, and considers the future of nursing operations automation and health care technology innovations in 2025 and beyond. The increasing automation in health care organizations will benefit patient care, staffing and scheduling systems and central staffing offices, census control, and measurement of patient acuity.

  12. Review of Related Literature and Research: History of Merit Pay, Differentiated Staffing, and Incentive Pay Programs.

    ERIC Educational Resources Information Center

    Guernsey, Marsha A.

    This paper reviews selected literature pertaining to merit pay, differentiated staffing, and incentive pay programs. The first section reviews the history of these alternatives to the single salary schedule, beginning with an account of two experimental merit pay plans in the early 20th century. During the 1920s, merit pay plans gave way to the…

  13. Civilian Personnel Administration in the Army: Deciding the Future of the Program

    DTIC Science & Technology

    1993-04-28

    identifies four domains (1982, 50): staffing, development, appraisal, and rewards. Ulrich , Brockbank , and Yeung (1989, 314) suggest six: staffing, development...1989, 112-114; Ulrich 1987, 169- 171; Meshoulam and Baird 1987, 485; Coates 1987, 221-228). This turbulent environment, both internal and external to...this environment is for a business to recognize the value of and leverage the capabilities of its human resources ( Ulrich 1987, 171-173; Wilhelm 1990

  14. The Effect of Personnel Stability on Marine Corps Readiness: Are Infantry Battalions Ready to Respond to Future Conflicts?

    DTIC Science & Technology

    2015-12-01

    of staffing and support for this vital function within the command. Similar to professional sports , this research believes adding support for...DISTRIBUTION CODE 13. ABSTRACT (maximum 200 words) The “next man up” slogan may be acceptable for competitive sports , but it seems more...This research questions whether the Marine Corps’ manning and staffing policies are adequately setting the conditions for infantry battalions to achieve

  15. Office Organization and Procedures in the Office--Calendar; Commencement Procedure; Publications; Records; Registration; Reports; Scheduling; Staffing; Testing; Transcripts

    ERIC Educational Resources Information Center

    College and University, 1977

    1977-01-01

    Proceedings of AACRAO's 63rd annual meeting cover: calendar conversion; publications economy; class schedules; fraudulent transcripts; student retention; student ID numbers; veteran student reporting; financial aid reporting; faculty activity analyses; time management; registration; and transcript forms for nontraditional programs. (LBH)

  16. Comparison of Two Watch Schedules for Personnel at the White House Military Office President's Emergency Operations Center.

    PubMed

    Shattuck, Nita Lewis; Matsangas, Panagiotis; Eriksen, Elke; Kulubis, Spiros

    2015-08-01

    The aim of this study was to assess effectiveness of an alternative, 24-hr-on/72-hr-off watchstanding schedule on sleep and morale of personnel assigned to the President's Emergency Operations Center (PEOC). As part of the White House Military Office, PEOC personnel historically worked a 12-hr "Panama" watch schedule. Personnel reported experiencing chronic insufficient and disrupted sleep patterns and sought advice for improving their watchstanding schedule. Participants (N = 14 active-duty military members, ages 29 to 42 years) completed the Profile of Mood State (POMS) three times: before, during, and after switching to the alternative schedule with 5-hr sleep periods built into their workday. Participants completed a poststudy questionnaire to assess individual schedule preferences. Sleep was measured actigraphically, supplemented by activity logs. As indicated by POMS scores, mood improved significantly on the new schedule. Although average total sleep amount did not change substantively, the timing of sleep was more consistent on the new schedule, resulting in better sleep hygiene. PEOC personnel overwhelmingly preferred the new schedule, reporting not only that they felt more rested but that the new schedule was more conducive to the demands of family life. Demands of family life and time spent commuting were found to be critical factors for acceptance of the alternative schedule. This new schedule will be most effective if personnel adhere to the scheduled rest periods assigned during their 24-hr duty. A successful schedule should avoid conflicts between social life and operational demands. Results may lead to changes in the work schedules of other departments with similar 24/7 responsibilities. © 2015, Human Factors and Ergonomics Society.

  17. The Science Minimester.

    ERIC Educational Resources Information Center

    Frame, Paul W.; Fazio, Frank

    1990-01-01

    Described is a program for two-week, tuition-free courses offered twice a year dealing radiation and radioactivity. Laboratory exercises, tours, schedules, enrollment and accreditation, and staffing are discussed. (CW)

  18. Determining Optimal Nursing Resources in Relation to Functions During the Oulu University Hospital Nurse Staffing Management Project.

    PubMed

    Liljamo, Pia; Lavander, Päivi; Kejonen, Pirjo

    2016-01-01

    The Oulu University Hospital's staffing management project sought information on the number of nursing staff in relation to treatment days and visits, using existing indicators to describe the activities involved. The retrospective data obtained was compared to human resources and the personnel structure. On this basis an optimal number of staff was determined for the units, taking account of a range of explanatory indicator data. The project made use of the computational model for nurse staffing and the World Health Organisation's (WHO) Workload Indicators of Staffing Need (WISN) method. The project provided extensive information on human resources issues within the units. Its results indicated the differences between wards with respect to the number and structure of resources. In addition, the nurse administrators lacked skills in gathering and using data from administrative datasets. This information will provide support for the further development of nursing operations and nursing management decision-making.

  19. Staffing and job satisfaction: nurses and nursing assistants.

    PubMed

    Kalisch, Beatrice; Lee, Kyung Hee

    2014-05-01

    The aim of this study was to examine the relationship between staffing and job satisfaction of registered nurses (RNs) and nursing assistants (NAs). Although a number of previous studies have demonstrated the link between the numbers of patients cared for on the last shift and/or perceptions of staffing adequacy, we could find only one study that utilized a measure of actual staffing (opposed to perceptions of staffing adequacy) and correlated it with job satisfaction of registered nurses. This cross-sectional study included 3523 RNs and 1012 NAs in 131 patient care units. Staff were surveyed to determine job satisfaction and demographic variables. In addition, actual staffing data were collected from each of the study units. Hours per patient day was a significant positive predictor for registered nurse job satisfaction after controlling for covariates. For NAs, a lower skill mix was marginally significant with higher job satisfaction. In addition, the more work experience the NAs reported, the lower their job satisfaction. Adequate staffing levels are essential for RN job satisfaction whereas NA job satisfaction depends on the number of assistive personnel in the mix of nursing staff. Two implications are (1) providing adequate staffing is critical to maintain RN job satisfaction and (2) the NA job needs to be re-engineered to make it a more attractive and satisfying career. © 2012 John Wiley & Sons Ltd.

  20. [Personnel requirements of medical radiation physics in radiotherapy in comparison to the current guidelines "radiation protection in medicine" : Special consideration of intensity-modulated radiation therapy].

    PubMed

    Leetz, H-K; Eipper, H H; Gfirtner, H; Schneider, P; Welker, K

    2014-08-01

    In 1994 and 1998 reports on staffing levels in medical radiation physics for radiation therapy were published by the "Deutsche Gesellschaft für Medizinische Physik" (DGMP, German Society for Medical Physics). Because of the technical and methodological progress, changes in recommended qualifications of staff and new governmental regulations, it was necessary to establish new staffing levels. The data were derived from a new survey in clinics. Some of the previously established results from the old reports were adapted to the new conditions by conversion.The staffing requirements were normalized to main components as in the earlier reports resulting in a simple method for calculation of staffing levels. The results were compared with the requirements in the "Richtlinie Strahlenschutz in der Medizin" (guidelines on radiation protection in medicine) and showed satisfactory agreement.

  1. 5 CFR 532.203 - Structure of regular wage schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Structure of regular wage schedules. 532.203 Section 532.203 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532.203 Structure of regular wage schedules. (a...

  2. 5 CFR 532.415 - Application of new or revised wage schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Application of new or revised wage schedules. 532.415 Section 532.415 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Pay Administration § 532.415 Application of new or revised wage schedules...

  3. Remote sensing training for Corps of Engineering personnel: The university training module concept

    NASA Technical Reports Server (NTRS)

    1982-01-01

    A concept to permit Corps of Engineers personnel to obtain and maintain an appropriate level of individual proficiency in the application of remote sensing to water resource management is described. Recommendations are made for specific training courses and include structure and staffing requirements, syllabi and methods of operation, supporting materials, and procedures for integrating information systems management into the University Training Modules.

  4. Generalizable items of quantitative and qualitative cornerstones for personnel requirement of physicians in anesthesia

    PubMed Central

    Weiss, Manfred; Rossaint, Rolf; Iber, Thomas

    2017-01-01

    Anesthesiologists perform a broad spectrum of tasks. However, in many countries, there is no legal basis for personnel staffing of physicians in anesthesia. Also, the German diagnosis related groups system for refunding does not deliver such a basis. Thus, in 2006 a new calculation base for the personnel requirement that included an Excel calculation sheet was introduced by the German Board of Anesthesiologists (BDA) and the German Society of Anesthesiology and Intensive Care Medicine (DGAI), and updated in 2009 and 2015. Oriented primarily to organizational needs, in 2015, BDA/DGAI defined quantitative and qualitative cornerstones for personnel requirement of physicians in anesthesia, especially reflecting recent laws governing physician’s working conditions and competence in the field of anesthesia, as well as demands of strengthened legal rights of patients, patient care and safety. We present a workload-oriented model, integrating core working hours, shift work or standby duty, quality of care, efficiency of processes, legal, educational, controlling, local, organizational and economic aspects for calculating personnel demands. Auxiliary tables enable physicians to calculate personnel demands due to differing employee workload, non-patient oriented tasks and reimbursement of full-equivalents due to parental leave, prohibition of employment, or long-term illness. After 10 years of experience with the first calculation tool, we report the generalizable key aspects and items of a necessary calculation tool which may help physicians to justify realistic workload-oriented personnel staffing demands in anesthesia. A modular, flexible nature of a calculation tool should allow adaption to the respective legal and organizational demands of different countries. PMID:28529910

  5. The impact of service-specific staffing, case scheduling, turnovers, and first-case starts on anesthesia group and operating room productivity: a tutorial using data from an Australian hospital.

    PubMed

    McIntosh, Catherine; Dexter, Franklin; Epstein, Richard H

    2006-12-01

    In this tutorial, we consider the impact of operating room (OR) management on anesthesia group and OR labor productivity and costs. Most of the tutorial focuses on the steps required for each facility to refine its OR allocations using its own data collected during patient care. Data from a hospital in Australia are used throughout to illustrate the methods. OR allocation is a two-stage process. During the initial tactical stage of allocating OR time, OR capacity ("block time") is adjusted. For operational decision-making on a shorter-term basis, the existing workload can be considered fixed. Staffing is matched to that workload based on maximizing the efficiency of use of OR time. Scheduling cases and making decisions on the day of surgery to increase OR efficiency are worthwhile interventions to increase anesthesia group productivity. However, by far, the most important step is the appropriate refinement of OR allocations (i.e., planning service-specific staffing) 2-3 mo before the day of surgery. Reducing surgical and/or turnover times and delays in first-case-of-the-day starts generally provides small reductions in OR labor costs. Results vary widely because they are highly sensitive both to the OR allocations (i.e., staffing) and to the appropriateness of those OR allocations.

  6. [Feasibility of consultation - liaison psychiatry in a large general hospital: quantitative description of services and personnel expenditure].

    PubMed

    Windhager, Elmar; Thaler, Katharina; Selberis-Vahl, Wilia Vasiliki; Friedl-Wörgetter, Petra; Windhager, Isabella; Zauner, Katharina

    2015-01-01

    The integration of psychiatric departments in general hospitals lead to an increasing demand of psychiatric consultation, which often overstrains personnel resources of short staffed psychiatric services. To provide consulting service, as it is demanded by guidelines, a multidisciplinary consulting team could be a possible solution. A retrospective descriptive analysis of all consultations made by the psychosocial consultation and liaison service at the general hospital Wels-Grieskirchen in the years 2012 and 2013. There was an increase in referrals overall of 22 % from 2012 to 2013. The largest increase was observed in the group of psychiatrists, who carried out 33.1 % of all consultations. Most consultations, 39.5 %, were done by the group of clinical psychologists, partly substituting medical attendance. Taking together both occupational groups, the expected number of consultations of at least 3 % of all admissions could be achieved. A multidisciplinary consulting team consisting of psychiatrists, psychologists, psychosomatic physicians and social workers staffed with 5.11-6.79 full-time personnel is able to provide psychosocial consultation service at a quantitative level required by international guidelines.

  7. 75 FR 45557 - Prevailing Rate Systems; Definition of Tulsa County, OK, and Angelina County, TX, to...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-03

    .... Veterans Canteen Service (VCS) now operates franchise coffee bars, staffed with NAF employees, at..., Government employees, Reporting and recordkeeping requirements, Wages. U.S. Office of Personnel Management...

  8. 42 CFR 432.1 - Basis and purpose.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... system of State personnel administration and training and use of subprofessional staff and volunteers in State Medicaid programs, and section 1903(a), rates of FFP for Medicaid staffing and training costs. It... State training programs for all staff. ...

  9. Advantages and Disadvantages of the National Security Personnel System as Compared to the General Schedule Personnel System

    DTIC Science & Technology

    2005-12-01

    NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA JOINT APPLIED PROJECT Advantages and Disadvantages of the National Security...Applied Project 4. TITLE AND SUBTITLE: Advantages and Disadvantages of the National Security Personnel System as Compared to the General...compare and contrast the advantages and disadvantages of the new personnel system (NSPS) versus the General Schedule (GS) personnel system currently

  10. 5 CFR 610.402 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.402 Coverage. The regulations contained in this subpart apply only to flexible work schedules and compressed work schedules established under subchapter 11 of chapter 61 of...

  11. Technology for planning and scheduling under complex constraints

    NASA Astrophysics Data System (ADS)

    Alguire, Karen M.; Pedro Gomes, Carla O.

    1997-02-01

    Within the context of law enforcement, several problems fall into the category of planning and scheduling under constraints. Examples include resource and personnel scheduling, and court scheduling. In the case of court scheduling, a schedule must be generated considering available resources, e.g., court rooms and personnel. Additionally, there are constraints on individual court cases, e.g., temporal and spatial, and between different cases, e.g., precedence. Finally, there are overall objectives that the schedule should satisfy such as timely processing of cases and optimal use of court facilities. Manually generating a schedule that satisfies all of the constraints is a very time consuming task. As the number of court cases and constraints increases, this becomes increasingly harder to handle without the assistance of automatic scheduling techniques. This paper describes artificial intelligence (AI) technology that has been used to develop several high performance scheduling applications including a military transportation scheduler, a military in-theater airlift scheduler, and a nuclear power plant outage scheduler. We discuss possible law enforcement applications where we feel the same technology could provide long-term benefits to law enforcement agencies and their operations personnel.

  12. Preparing emergency personnel in dialysis: a just-in-time training program for additional staffing during disasters.

    PubMed

    Stoler, Genevieve B; Johnston, James R; Stevenson, Judy A; Suyama, Joe

    2013-06-01

    There are 341 000 patients in the United States who are dependent on routine dialysis for survival. Recent large-scale disasters have emphasized the importance of disaster preparedness, including supporting dialysis units, for people with chronic disease. Contingency plans for staffing are important for providing continuity of care for a technically challenging procedure such as dialysis. PReparing Emergency Personnel in Dialysis (PREP-D) is a just-in-time training program designed to train individuals having minimum familiarity with the basic steps of dialysis to support routine dialysis staff during a disaster. A 5-module educational program was developed through a collaborative, multidisciplinary effort. A pilot study testing the program was performed using 20 nontechnician dialysis facility employees and 20 clinical-year medical students as subjects. When comparing pretest and posttest scores, the entire study population showed a mean improvement of 28.9%, with dialysis facility employees and medical students showing improvements of 21.8% and 36.4%, respectively (P < .05 for all comparisons). PREP-D participants were able to demonstrate improved tests scores when taught in a just-in-time training format. The knowledge gained by using the PREP-D program during a staffing shortage may allow for continuity of care for critical services such as dialysis during a disaster.

  13. 5 CFR 9901.212 - Pay schedules and pay bands.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Section 9901.212 Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL... Secretary may establish one or more pay schedules within each career group. (b) Each pay schedule may...

  14. Looking for a Few Good Librarians.

    ERIC Educational Resources Information Center

    Everhart, Nancy

    2000-01-01

    Discusses the impending shortage of school librarians. Topics include state hiring mandates that don't require certified media specialists; certified library personnel shortages; staffing ratios; support staff; access to library education programs, including distance education via the Internet; and future concerns. (LRW)

  15. 5 CFR 532.265 - Special wage schedules for apprentices and shop trainees.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... and shop trainees. 532.265 Section 532.265 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT... schedules for apprentices and shop trainees. (a) Agencies may establish special wage schedules for apprentices and shop trainees who are included in: (1) Formal apprenticeship programs involving training for...

  16. 5 CFR 532.265 - Special wage schedules for apprentices and shop trainees.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... and shop trainees. 532.265 Section 532.265 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT... schedules for apprentices and shop trainees. (a) Agencies may establish special wage schedules for apprentices and shop trainees who are included in: (1) Formal apprenticeship programs involving training for...

  17. 5 CFR 532.265 - Special wage schedules for apprentices and shop trainees.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... and shop trainees. 532.265 Section 532.265 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT... schedules for apprentices and shop trainees. (a) Agencies may establish special wage schedules for apprentices and shop trainees who are included in: (1) Formal apprenticeship programs involving training for...

  18. 5 CFR 532.265 - Special wage schedules for apprentices and shop trainees.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... and shop trainees. 532.265 Section 532.265 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT... schedules for apprentices and shop trainees. (a) Agencies may establish special wage schedules for apprentices and shop trainees who are included in: (1) Formal apprenticeship programs involving training for...

  19. 5 CFR 532.265 - Special wage schedules for apprentices and shop trainees.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... and shop trainees. 532.265 Section 532.265 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT... schedules for apprentices and shop trainees. (a) Agencies may establish special wage schedules for apprentices and shop trainees who are included in: (1) Formal apprenticeship programs involving training for...

  20. 5 CFR 293.404 - Retention schedule.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... acceptable performance from the date of the written advance notice of the proposed removal or reduction in....404 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL RECORDS Employee Performance File System Records § 293.404 Retention schedule. (a)(1) Except as provided...

  1. 76 FR 18262 - January 2011 Pay Schedules

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-04-01

    ... OFFICE OF PERSONNEL MANAGEMENT January 2011 Pay Schedules AGENCY: U.S. Office of Personnel... civilian employee pay schedules are not adjusted in 2011 and remain at 2010 levels. This notice serves as documentation for the public record. FOR FURTHER INFORMATION CONTACT: Lisa Dismond, Pay and Leave, Employee...

  2. An assessment of PERT as a technique for schedule planning and control

    NASA Technical Reports Server (NTRS)

    Sibbers, C. W.

    1982-01-01

    The PERT technique including the types of reports which can be computer generated using the NASA/LaRC PPARS System is described. An assessment is made of the effectiveness of PERT on various types of efforts as well as for specific purposes, namely, schedule planning, schedule analysis, schedule control, monitoring contractor schedule performance, and management reporting. This assessment is based primarily on the author's knowledge of the usage of PERT by NASA/LaRC personnel since the early 1960's. Both strengths and weaknesses of the technique for various applications are discussed. It is intended to serve as a reference guide for personnel performing project planning and control functions and technical personnel whose responsibilities either include schedule planning and control or require a general knowledge of the subject.

  3. Adventure.

    ERIC Educational Resources Information Center

    Ongena, Jim

    1981-01-01

    Addresses the issue of whether there is reasonable justification to warrant public school sponsorship of adventure programs; considers accident rates, advantages and values, legal implications, and program implementation effects including staffing, facilities, equipment, and scheduling. Concludes that adventure education is a healthy, valuable,…

  4. 42 CFR 485.631 - Condition of participation: Staffing and staff responsibilities.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... physician assistants, nurse practitioners, or clinical nurse specialists. (2) Any ancillary personnel are... conjunction with the physician assistant and/or nurse practitioner member(s), participates in developing...) In conjunction with the physician assistant and/or nurse practitioner members, periodically reviews...

  5. 42 CFR 485.631 - Condition of participation: Staffing and staff responsibilities.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... physician assistants, nurse practitioners, or clinical nurse specialists. (2) Any ancillary personnel are... conjunction with the physician assistant and/or nurse practitioner member(s), participates in developing...) In conjunction with the physician assistant and/or nurse practitioner members, periodically reviews...

  6. 42 CFR 485.631 - Condition of participation: Staffing and staff responsibilities.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... physician assistants, nurse practitioners, or clinical nurse specialists. (2) Any ancillary personnel are... conjunction with the physician assistant and/or nurse practitioner member(s), participates in developing...) In conjunction with the physician assistant and/or nurse practitioner members, periodically reviews...

  7. 36 CFR 1008.2 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... photograph. Related definitions include: (1) System of records means a group of any records under the control... means records used for personnel management programs or processes such as staffing, employee development, retirement, and grievances and appeals. (4) Statistical records means records in a system of records...

  8. 77 FR 11599 - January 2012 Pay Schedules

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-02-27

    ... OFFICE OF PERSONNEL MANAGEMENT January 2012 Pay Schedules AGENCY: U.S. Office of Personnel Management. ACTION: Notice. SUMMARY: The President has signed an Executive order containing the 2012 pay schedules for certain Federal civilian employees. The rates of pay for these employees will not be increased...

  9. 5 CFR 532.275 - Special wage schedules for ship surveyors in Puerto Rico.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... in Puerto Rico. 532.275 Section 532.275 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... schedules for ship surveyors in Puerto Rico. (a) The Department of Defense shall establish special wage schedules for nonsupervisory ship surveyors and supervisory ship surveyors in Puerto Rico. (b) Rates shall...

  10. 5 CFR 532.275 - Special wage schedules for ship surveyors in Puerto Rico.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... in Puerto Rico. 532.275 Section 532.275 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... schedules for ship surveyors in Puerto Rico. (a) The Department of Defense shall establish special wage schedules for nonsupervisory ship surveyors and supervisory ship surveyors in Puerto Rico. (b) Rates shall...

  11. 5 CFR 532.275 - Special wage schedules for ship surveyors in Puerto Rico.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... in Puerto Rico. 532.275 Section 532.275 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... schedules for ship surveyors in Puerto Rico. (a) The Department of Defense shall establish special wage schedules for nonsupervisory ship surveyors and supervisory ship surveyors in Puerto Rico. (b) Rates shall...

  12. 5 CFR 532.275 - Special wage schedules for ship surveyors in Puerto Rico.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... in Puerto Rico. 532.275 Section 532.275 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... schedules for ship surveyors in Puerto Rico. (a) The Department of Defense shall establish special wage schedules for nonsupervisory ship surveyors and supervisory ship surveyors in Puerto Rico. (b) Rates shall...

  13. 5 CFR 532.275 - Special wage schedules for ship surveyors in Puerto Rico.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... in Puerto Rico. 532.275 Section 532.275 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... schedules for ship surveyors in Puerto Rico. (a) The Department of Defense shall establish special wage schedules for nonsupervisory ship surveyors and supervisory ship surveyors in Puerto Rico. (b) Rates shall...

  14. 5 CFR 532.263 - Special wage schedules for production facilitating positions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special wage schedules for production facilitating positions. 532.263 Section 532.263 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532.263 Special wage...

  15. 5 CFR 213.3402 - Entire executive civil service; Pathways Programs.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Entire executive civil service; Pathways Programs. 213.3402 Section 213.3402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS EXCEPTED SERVICE Excepted Schedules Schedule D § 213.3402 Entire executive civil service; Pathways...

  16. 5 CFR 213.3402 - Entire executive civil service; Pathways Programs.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Entire executive civil service; Pathways Programs. 213.3402 Section 213.3402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS EXCEPTED SERVICE Excepted Schedules Schedule D § 213.3402 Entire executive civil service; Pathways...

  17. Impact of the reduction of anaesthesia turnover time on operating room efficiency.

    PubMed

    Sokolovic, E; Biro, P; Wyss, P; Werthemann, C; Haller, U; Spahn, D; Szucs, T

    2002-08-01

    We investigated whether an increase in anaesthesia staffing to permit induction of anaesthesia before the previous case had ended ('overlapping') would increase overall efficiency in the operating room. Hitherto, the average duration of operating sessions was too long, thus impeding the timely commencement of physicians' ward duties. The investigation was designed as a prospective, non-randomized, interrupted time-series analysis divided into three phases: (a) a baseline of 3.5 months, (b) a 2.5 month intervention phase, in which anaesthesia staffing was increased by one attending physician and one nurse, and (c) a further 2 months under baseline conditions. Data focussed on process management were collected from operating room staff, anaesthesia personnel and surgeons using a structured questionnaire collected daily during the entire study. Turnover time between consecutive operations decreased from 65 to 52 min per operation (95% CI: 9; 17; P = 0.0001). Operating room occupancy increased from 4:28 to 5:27 h day-1 (95% CI: 50; 68; P = 0.005). The surgeons began their work on the ward 35 min (95% CI: 30; 40) later than before the intervention and their overtime increased from 22:36 to 139:50 h. The time between surgical operations decreased significantly. Increased operating room efficiency owing to overlapping induction of anaesthesia allows more intense scheduling of operations. Thus, physicians and nurses can be released to spend more time with their patients in the ward. Improving the efficiency of the operating room alone is insufficient to improve human resource management at all levels of a surgical clinic.

  18. Statistical and operational summaries

    NASA Technical Reports Server (NTRS)

    Disalvo, J.

    1972-01-01

    Statistical progress indicator forms are presented on the financial management of the research allocations. Promotional activities, conference participants, and services are tabulated. The staffing and activity levels are also discussed, as well as the fee schedule revision and the standard interest profile offerings.

  19. The Rural Obstetric Workforce in US Hospitals: Challenges and Opportunities

    PubMed Central

    Kozhimannil, Katy B.; Casey, Michelle M.; Hung, Peiyin; Han, Xinxin; Prasad, Shailendra; Moscovice, Ira S.

    2015-01-01

    Purpose The purpose of this study was to describe the types and combinations of clinicians who are delivering babies in rural hospitals, their employment status, the relationship between hospital birth volume and staffing models, and the staffing challenges faced by rural hospitals. Methods We conducted a telephone survey of 306 rural hospitals in 9 states: Colorado, Iowa, Kentucky, New York, North Carolina, Oregon, Vermont, Washington, and Wisconsin, from November 2013-March 2014 to assess their obstetric workforce. Bivariate associations between hospitals’ annual birth volume and obstetric workforce characteristics were examined, as well as qualitative analysis of workforce changes and staffing challenges. Findings Hospitals with lower birth volume (< 240 births per year) are more likely to have family physicians and general surgeons attending deliveries, while those with a higher birth volume more frequently have obstetricians and midwives attending deliveries. Reported staffing challenges include scheduling, training, census fluctuation, recruitment and retention, and intra-hospital relationships. Conclusions Individual hospitals working in isolation may struggle to address staffing challenges. Federal and state policy makers, regional collaboratives, and health care delivery systems can facilitate solutions through programs such as telehealth, simulation training, and interprofessional education. PMID:25808202

  20. 5 CFR 532.259 - Special appropriated fund wage schedules for U.S. insular areas.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special appropriated fund wage schedules for U.S. insular areas. 532.259 Section 532.259 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532.259 Special...

  1. 5 CFR 532.283 - Special wage schedules for nonappropriated fund tipped employees classified as waiter/waitress.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special wage schedules for nonappropriated fund tipped employees classified as waiter/waitress. 532.283 Section 532.283 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate...

  2. 25 CFR 700.257 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... under the control of the Commission from which information is retrieved by the name of the individual or... Commission by the Commission and used for personnel management programs or processes such as staffing, employee development, retirement, and grievances and appeals. (h) Statistical records. As used in this...

  3. Lack of sensitivity of staffing for 8-hour sessions to standard deviation in daily actual hours of operating room time used for surgeons with long queues.

    PubMed

    Pandit, Jaideep J; Dexter, Franklin

    2009-06-01

    At multiple facilities including some in the United Kingdom's National Health Service, the following are features of many surgical-anesthetic teams: i) there is sufficient workload for each operating room (OR) list to almost always be fully scheduled; ii) the workdays are organized such that a single surgeon is assigned to each block of time (usually 8 h); iii) one team is assigned per block; and iv) hardly ever would a team "split" to do cases in more than one OR simultaneously. We used Monte-Carlo simulation using normal and Weibull distributions to estimate the times to complete lists of cases scheduled into such 8 h sessions. For each combination of mean and standard deviation, inefficiencies of use of OR time were determined for 10 h versus 8 h of staffing. When the mean actual hours of OR time used averages < or = 8 h 25 min, 8 h of staffing has higher OR efficiency than 10 h for all combinations of standard deviation and relative cost of over-run to under-run. When mean > or = 8 h 50 min, 10 h staffing has higher OR efficiency. For 8 h 25 min < mean < 8 h 50 min, the economic break-even point depends on conditions. For example, break-even is: (a) 8 h 27 min for Weibull, standard deviation of 60 min and relative cost of over-run to under-run of 2.0 versus (b) 8 h 48 min for normal, standard deviation of 0 min and relative cost ratio of 1.50. Although the simplest decision rule would be to staff for 8 h if the mean workload is < or = 8 h 40 min and to staff for 10 h otherwise, performance was poor. For example, for the Weibull distribution with mean 8 h 40 min, standard deviation 60 min, and relative cost ratio of 2.00, the inefficiency of use of OR time would be 34% larger if staffing were planned for 8 h instead of 10 h. For surgical teams with 8 h sessions, use the following decision rule for anesthesiology and OR nurse staffing. If actual hours of OR time used averages < or = 8 h 25 min, plan 8 h staffing. If average > or = 8 h 50 min, plan 10 h staffing. For averages in between, perform the full analysis of McIntosh et al. (Anesth Analg 2006;103:1499-516).

  4. The Institutional Research Practitioner: A Guidebook to Effective Performance.

    ERIC Educational Resources Information Center

    Clagett, Craig A.; Huntington, Robin B.

    Designed for institutional researchers, this handbook provides practical guidelines for the operation of an effective research office. Chapter I defines institutional research and describes tasks a research office may undertake, including strategic planning support, budget development, facilities planning, personnel and staffing analyses,…

  5. Improving operating room schedules.

    PubMed

    Li, Fei; Gupta, Diwakar; Potthoff, Sandra

    2016-09-01

    Operating rooms (ORs) in US hospitals are costly to staff, generate about 70 % of a hospital's revenues, and operate at a staffed-capacity utilization of 60-70 %. Many hospitals allocate blocks of OR time to individual or groups of surgeons as guaranteed allocation, who book surgeries one at a time in their blocks. The booking procedure frequently results in unused time between surgeries. Realizing that this presents an opportunity to improve OR utilization, hospitals manually reschedule surgery start times one or two days before each day of surgical operations. The purpose of rescheduling is to decrease OR staffing costs, which are determined by the number of concurrently staffed ORs. We formulate the rescheduling problem as a variant of the bin-packing problem with interrelated items, which are the surgeries performed by the same surgeon. We develop a lower bound (LB) construction algorithm and prove that the LB is at least (2/3) of the optimal staffing cost. A key feature of our approach is that we allow hospitals to have two shift lengths. Our analytical results form the basis of a branch-and-bound algorithm, which we test on data obtained from three hospitals. Experiments show that rescheduling saves significant staffing costs.

  6. Hospital nurse staffing models and patient and staff-related outcomes.

    PubMed

    Butler, Michelle; Collins, Rita; Drennan, Jonathan; Halligan, Phil; O'Mathúna, Dónal P; Schultz, Timothy J; Sheridan, Ann; Vilis, Eileen

    2011-07-06

    Nurse staffing interventions have been introduced across countries in recent years in response to changing patient requirements, developments in patient care, and shortages of qualified nursing staff. These include changes in skill mix, grade mix or qualification mix, staffing levels, nursing shifts or nurses' work patterns. Nurse staffing has been closely linked to patient outcomes, organisational outcomes such as costs, and staff-related outcomes. Our aim was to explore the effect of hospital nurse staffing models on patient and staff-related outcomes. We searched the following databases from inception through to May 2009: Cochrane/EPOC resources (DARE, CENTRAL, the EPOC Specialised Register), PubMed, EMBASE, CINAHL Plus, CAB Health, Virginia Henderson International Nursing Library, the Joanna Briggs Institute database, the British Library, international theses databases, as well as generic search engines. Randomised control trials, controlled clinical trials, controlled before and after studies and interrupted time series analyses of interventions relating to hospital nurse staffing models. Participants were patients and nursing staff working in hospital settings. We included any objective measure of patient or staff-related outcome. Seven reviewers working in pairs independently extracted data from each potentially relevant study and assessed risk of bias. We identified 6,202 studies that were potentially relevant to our review. Following detailed examination of each study, we included 15 studies in the review. Despite the number of studies conducted on this topic, the quality of evidence overall was very limited. We found no evidence that the addition of specialist nurses to nursing staff reduces patient death rates, attendance at the emergency department, or readmission rates, but it is likely to result in shorter patient hospital stays, and reductions in pressure ulcers. The evidence in relation to the impact of replacing Registered Nurses with unqualified nursing assistants on patient outcomes is very limited. However, it is suggested that specialist support staff, such as dietary assistants, may have an important impact on patient outcomes. Self-scheduling and primary nursing may reduce staff turnover. The introduction of team midwifery (versus standard care) may reduce medical procedures in labour and result in a shorter length of stay without compromising maternal or perinatal safety. We found no eligible studies of educational interventions, grade mix interventions, or staffing levels and therefore we are unable to draw conclusions in relation to these interventions. The findings suggest interventions relating to hospital nurse staffing models may improve some patient outcomes, particularly the addition of specialist nursing and specialist support roles to the nursing workforce. Interventions relating to hospital nurse staffing models may also improve staff-related outcomes, particularly the introduction of primary nursing and self-scheduling. However, these findings should be treated with extreme caution due to the limited evidence available from the research conducted to date.

  7. 75 FR 453 - FLSMidth, Inc., Cement Division, Product Engineering, Including On-Site Leased Workers of Aerotek...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-01-05

    ... Division, Product Engineering, Including On-Site Leased Workers of Aerotek Contract Engineering, Allied Personnel Services, Eastern Engineering, Hobbie Professional Services, Mccallion Staffing Specialists, Peak Technical Services, Inc., Yoh Engineering, and Clarke Consulting, Inc., Bethlehem, PA; Amended Certification...

  8. 7 CFR 235.5 - Payments to States.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... Regulations of the Department of Agriculture (Continued) FOOD AND NUTRITION SERVICE, DEPARTMENT OF AGRICULTURE CHILD NUTRITION PROGRAMS STATE ADMINISTRATIVE EXPENSE FUNDS § 235.5 Payments to States. (a) Method of... shall include: (i) The staffing pattern for State level personnel; (ii) A budget for the forthcoming...

  9. 7 CFR 235.5 - Payments to States.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... Regulations of the Department of Agriculture (Continued) FOOD AND NUTRITION SERVICE, DEPARTMENT OF AGRICULTURE CHILD NUTRITION PROGRAMS STATE ADMINISTRATIVE EXPENSE FUNDS § 235.5 Payments to States. (a) Method of... shall include: (i) The staffing pattern for State level personnel; (ii) A budget for the forthcoming...

  10. 7 CFR 235.5 - Payments to States.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Regulations of the Department of Agriculture (Continued) FOOD AND NUTRITION SERVICE, DEPARTMENT OF AGRICULTURE CHILD NUTRITION PROGRAMS STATE ADMINISTRATIVE EXPENSE FUNDS § 235.5 Payments to States. (a) Method of... shall include: (i) The staffing pattern for State level personnel; (ii) A budget for the forthcoming...

  11. 7 CFR 235.5 - Payments to States.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... Regulations of the Department of Agriculture (Continued) FOOD AND NUTRITION SERVICE, DEPARTMENT OF AGRICULTURE CHILD NUTRITION PROGRAMS STATE ADMINISTRATIVE EXPENSE FUNDS § 235.5 Payments to States. (a) Method of... shall include: (i) The staffing pattern for State level personnel; (ii) A budget for the forthcoming...

  12. 7 CFR 235.5 - Payments to States.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Regulations of the Department of Agriculture (Continued) FOOD AND NUTRITION SERVICE, DEPARTMENT OF AGRICULTURE CHILD NUTRITION PROGRAMS STATE ADMINISTRATIVE EXPENSE FUNDS § 235.5 Payments to States. (a) Method of... shall include: (i) The staffing pattern for State level personnel; (ii) A budget for the forthcoming...

  13. Automating the self-scheduling process of nurses in Swedish healthcare: a pilot study.

    PubMed

    Rönnberg, Elina; Larsson, Torbjörn

    2010-03-01

    Hospital wards need to be staffed by nurses round the clock, resulting in irregular working hours for many nurses. Over the years, the nurses' influence on the scheduling has been increased in order to improve their working conditions. In Sweden it is common to apply a kind of self-scheduling where each nurse individually proposes a schedule, and then the final schedule is determined through informal negotiations between the nurses. This kind of self-scheduling is very time-consuming and does often lead to conflicts. We present a pilot study which aims at determining if it is possible to create an optimisation tool that automatically delivers a usable schedule based on the schedules proposed by the nurses. The study is performed at a typical Swedish nursing ward, for which we have developed a mathematical model and delivered schedules. The results of this study are very promising and suggest continued work along these lines.

  14. Personnel scheduling using an integer programming model- an application at Avanti Blue-Nile Hotels.

    PubMed

    Kassa, Biniyam Asmare; Tizazu, Anteneh Eshetu

    2013-01-01

    In this paper, we report perhaps a first of its kind application of management science in the Ethiopian hotel industry. Avanti Blue Nile Hotels, a newly established five star hotel in Bahir Dar, is the company for which we developed an integer programming model that determines an optimal weekly shift schedule for the Hotel's engineering department personnel while satisfying several constraints including weekly rest requirements per employee, rest requirements between working shifts per employee, required number of personnel per shift, and other constraints. The model is implemented on an excel solver routine. The model enables the company's personnel department management to develop a fair personnel schedule as needed and to effectively utilize personnel resources while satisfying several technical, legal and economic requirements. These encouraging achievements make us optimistic about the gains other Ethiopian organizations can amass by introducing management science approaches in their management planning and decision making systems.

  15. 5 CFR 532.269 - Special wage schedules for Corps of Engineers, U.S. Army navigation lock and dam employees.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special wage schedules for Corps of Engineers, U.S. Army navigation lock and dam employees. 532.269 Section 532.269 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate...

  16. 76 FR 62083 - Statement of Organization, Functions, and Delegations of Authority

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-06

    ... organizational changes in the National Institute on Minority Health and Health Disparities (NIMHD). Section N-B... personnel and staffing, purchase and maintenance of equipment and supplies, and acquisition and management...- based resource for information and research findings on minority health and health disparities...

  17. Entrance into Registered Nursing--Issues and Problems.

    ERIC Educational Resources Information Center

    Herd, Ruby H.

    Following a description of the facilities, programs, and students of El Centro College (Texas), this paper reviews the conflicts arising between the mandates of external certifying boards, the expectations of hospital administrators and other medical personnel, and the realities of community college philosophy, planning, staffing and budgeting for…

  18. Academic Year Report, 2009-2010

    ERIC Educational Resources Information Center

    Washington State Board for Community and Technical Colleges, 2010

    2010-01-01

    This Academic Year Report 2009-10 provides a snapshot of funding, facilities, staffing, and enrollments in community and technical colleges in the past academic year. The report also describes key measures of student outcomes and addresses the most frequently asked questions related to expenditures, personnel and students. Additional demographic…

  19. Academic Year Report, 1999-2000.

    ERIC Educational Resources Information Center

    Washington State Board for Community and Technical Colleges, Olympia.

    This report provides a snapshot of funding, facilities, staffing, and enrollments in Washington's community and technical colleges in the 1999-2000 academic year. The report also describes key measures of student outcomes, and addresses the most frequently asked questions related to expenditures, personnel and students. Report highlights include:…

  20. 5 CFR 9901.503 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 3 2011-01-01 2011-01-01 false Coverage. 9901.503 Section 9901.503... (NSPS) Staffing and Employment General § 9901.503 Coverage. (a) At his or her sole and exclusive... in DoD organizational and functional units are eligible for coverage under this subpart: (1...

  1. 5 CFR 9901.503 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 3 2010-01-01 2010-01-01 false Coverage. 9901.503 Section 9901.503... (NSPS) Staffing and Employment General § 9901.503 Coverage. (a) At his or her sole and exclusive... in DoD organizational and functional units are eligible for coverage under this subpart: (1...

  2. 5 CFR 532.273 - Special wage schedules for United States Information Agency Radio Antenna Rigger positions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special wage schedules for United States Information Agency Radio Antenna Rigger positions. 532.273 Section 532.273 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532...

  3. Guidelines for the Academic Preparation of Mathematics Faculty at Two-Year Colleges.

    ERIC Educational Resources Information Center

    American Mathematical Association of Two-Year Colleges.

    Addressed to two-year college professionals responsible for staffing and evaluating mathematics programs and university personnel responsible for programs that prepare college mathematics teachers, this document provides recommendations for training effective community college mathematics faculty adopted by the American Mathematical Association of…

  4. Scheduling nursing personnel on a microcomputer.

    PubMed

    Liao, C J; Kao, C Y

    1997-01-01

    Suggests that with the shortage of nursing personnel, hospital administrators have to pay more attention to the needs of nurses to retain and recruit them. Also asserts that improving nurses' schedules is one of the most economic ways for the hospital administration to create a better working environment for nurses. Develops an algorithm for scheduling nursing personnel. Contrary to the current hospital approach, which schedules nurses on a person-by-person basis, the proposed algorithm constructs schedules on a day-by-day basis. The algorithm has inherent flexibility in handling a variety of possible constraints and goals, similar to other non-cyclical approaches. But, unlike most other non-cyclical approaches, it can also generate a quality schedule in a short time on a microcomputer. The algorithm was coded in C language and run on a microcomputer. The developed software is currently implemented at a leading hospital in Taiwan. The response to the initial implementation is quite promising.

  5. Aviation Safety: Opportunities Exist for FAA to Refine the Controller Staffing Process

    DOT National Transportation Integrated Search

    1997-04-09

    The Federal Aviation Administration (FAA) is responsible for managing the : nation's air transportation system so more than 18,000 aircraft can annually : carry 500 million passengers safely and on schedule. Because of significant : hiring in the ear...

  6. Use of a "Freak Out" Control Center

    ERIC Educational Resources Information Center

    Casse, Robert M.

    1970-01-01

    A student staffed center, established to help those on bad trips", utilizes services of volunteer personnel for therapeutic support. A physician is on call to administer chemotherapy when needed. During the first year of operation, no cases of hepatitis or freak outs have been reported. (CJ)

  7. The role of nursing team continuity in the treatment of very-low-birth-weight infants: findings from a pilot study.

    PubMed

    Miedaner, Felix; Allendorf, Antje; Kuntz, Ludwig; Woopen, Christiane; Roth, Bernhard

    2016-05-01

    To assess the association between nursing team continuity and quality of care. Research on nurse staffing and its effect on quality of care is investigated to different degrees. However, very few studies have observed whether the continuous deployment of nursing staff is associated with quality of care. This study was conducted in two university neonatal intensive care units (NICUs). We matched nurse schedule data for the NICUs with nursing-sensitive patient outcomes and quality of care, as perceived by parents. We used analysis of variance to analyse differences in nursing team continuity between NICUs and regression analyses to identify associations with the outcome measures. There were considerable differences between units in terms of team continuity of nursing staff. Positive associations were found between team continuity and a higher rate of non-invasive respiratory support as well as parents' perceptions of how well they knew their nurse. The findings show remarkable differences in staff assignment in the different NICUs. In addition to appropriate staffing levels, scheduling nursing teams continuously would appear to play a role in influencing treatment quality. This paper emphasises the importance of carefully considered staff scheduling decisions. © 2015 John Wiley & Sons Ltd.

  8. Spacecraft Onboard Software Maintenance: An Effective Approach which Reduces Costs and Increases Science Return

    NASA Technical Reports Server (NTRS)

    Shell, Elaine M.; Lue, Yvonne; Chu, Martha I.

    1999-01-01

    Flight software (FSW) is a mission critical element of spacecraft functionality and performance. When ground operations personnel interface to a spacecraft, they are dealing almost entirely with onboard software. This software, even more than ground/flight communications systems, is expected to perform perfectly at all times during all phases of on-orbit mission life. Due to the fact that FSW can be reconfigured and reprogrammed to accommodate new spacecraft conditions, the on-orbit FSW maintenance team is usually significantly responsible for the long-term success of a science mission. Failure of FSW can result in very expensive operations work-around costs and lost science opportunities. There are three basic approaches to staffing on-orbit software maintenance, namely: (1) using the original developers, (2) using mission operations personnel, or (3) assembling a Center of Excellence for multi-spacecraft on-orbit FSW support. This paper explains a National Aeronautics and Space Administration, Goddard Space Flight Center (NASA/GSFC) experience related to the roles of on-orbit FSW maintenance personnel. It identifies the advantages and disadvantages of each of the three approaches to staffing the FSW roles, and demonstrates how a cost efficient on-orbit FSW Maintenance Center of Excellence can be established and maintained with significant return on the investment.

  9. What's Wrong with Reference: Coping with Success and Failure at the Reference Desk.

    ERIC Educational Resources Information Center

    Miller, William

    1984-01-01

    This essay on problems associated with library reference service and personnel discusses the pros and cons of four approaches designed to improve staff utilization and quality of performance--hiring additional staff, automation, alternative staffing arrangements, and planning and rearrangement of priorities. Fourteen sources are given. (EJS)

  10. Concept for the Strategic Use of Special Operations Forces in the 1990’s and Beyond

    DTIC Science & Technology

    1991-05-22

    the KGB and GRU have run a series of schools for foreigners staffed by Spetsnaz personnel ... in Czechoslovakia.. .Hungary... East Germany...the...contained by USSR hegemony, most of these countries ethnocentric and nationalistic disputes, fueled by ancient rivalries, animosities, and racism, have

  11. Implementing the Full-Day Kindergarten.

    ERIC Educational Resources Information Center

    Fromberg, Doris Pronin

    1992-01-01

    Considerations ranging from lunch counter heights to bus schedules, parent workshops, and adjustment periods must concern principals implementing full-day kindergartens. Many schools will also face doubled art supply budgets and increased staffing costs for specialized library, physical education, music, and art education services. (four…

  12. Helping Classroom Staff Teach General Music.

    ERIC Educational Resources Information Center

    Reynolds, Charles

    1979-01-01

    In Anchorage, Alaska, classroom teachers are supported in their music teaching by resource teachers who provide in-service, regular demonstration lessons, and locally developed materials. This article describes the program's schedule, costs, and staffing, as well as the role of the music resource teacher. (SJL)

  13. Adapting Job Analysis Methodology to Improve Evaluation Practice

    ERIC Educational Resources Information Center

    Jenkins, Susan M.; Curtin, Patrick

    2006-01-01

    This article describes how job analysis, a method commonly used in personnel research and organizational psychology, provides a systematic method for documenting program staffing and service delivery that can improve evaluators' knowledge about program operations. Job analysis data can be used to increase evaluators' insight into how staffs…

  14. 42 CFR 403.734 - Condition of participation: Food services.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 42 Public Health 2 2013-10-01 2013-10-01 false Condition of participation: Food services. 403.734...-Benefits, Conditions of Participation, and Payment § 403.734 Condition of participation: Food services. The RNHCI must have an organized food service that is directed and adequately staffed by qualified personnel...

  15. 42 CFR 403.734 - Condition of participation: Food services.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 42 Public Health 2 2012-10-01 2012-10-01 false Condition of participation: Food services. 403.734...-Benefits, Conditions of Participation, and Payment § 403.734 Condition of participation: Food services. The RNHCI must have an organized food service that is directed and adequately staffed by qualified personnel...

  16. Staffing Preschools: Background Information.

    ERIC Educational Resources Information Center

    Katz, Lilian G.; Weir, Mary K.

    This report explores background variables related to preschool teaching, and emphasizes that statistics fluctuate in early childhood education. The increase for preprimary enrollment of 3- and 4-year-olds was 26 percent from 1966 to 1967. Accurate figures on preschool teaching personnel are not available, but a large proportion of Head Start…

  17. PSAT Testing: Blunder Causes Staffing Reassignment

    ERIC Educational Resources Information Center

    Uribe, Patricia E.

    2015-01-01

    This case exemplifies the effects of high stakes standardized testing and accountability on education and school district personnel. The case focuses on a school counselor who inadvertently gave the students the actual PSAT (a preliminary college entrance exam) instead of a practice test during a college preparatory workshop. The error caused the…

  18. Reduction-in-Force (RIF). A Legal Memorandum.

    ERIC Educational Resources Information Center

    Zirkel, Perry A.; Bargerstock, Charles T.

    This legal memorandum provides an overview of the growing body of legislation and litigation concerning reduction in force (RIF). The focus of the article is the suspension or dismissal of teachers for reasons unrelated to their competence or behavior. Cases concerning other professional personnel such as principals, or other staffing strategies…

  19. Descent into the Maelstrom: Anthropology in the Politics of Academe.

    ERIC Educational Resources Information Center

    Salovesh, Michael

    Conditions in academic employment associated with increasingly tense political struggles for anthropology departments are discussed. Personnel policies for state-supported institutions are cited as areas of major controversy and the effect of student enrollments on the setting of staffing-level parameters is emphasized. Politics internal to…

  20. 78 FR 61392 - Notice of Determinations Regarding Eligibility To Apply for Worker Adjustment Assistance

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-10-03

    ..., Hartford, CT. Inc., Corporate/Finance/ Controllers. The following determinations terminating investigations... Staffing, Employee Management, CBS Personnel, etc. 82,977 Pall Corporation, Finance Port Washington, NY..., Greensboro, NC. Finance Department, Novartis AG, ProUnlimited. 82,984 The Berry Company, LLC Rochester, NY...

  1. STAFFING NEW PROGRAMS, A RESEARCH STUDY.

    ERIC Educational Resources Information Center

    KRANTZ, LAVERN L.

    ANALYSIS OF DATA FROM 146 SCHOOLS ACROSS THE COUNTRY SHOWS ACQUISITION OF QUALIFIED STAFF PERSONNEL TO BE A MAJOR DIFFICULTY IN OPERATING NEW SCHOOL PROGRAMS. THE EIGHT MOST DIFFICULT PROGRAMS TO STAFF WERE PRESCHOOL, REMEDIAL READING, ELEMENTARY SCHOOL LIBRARIANS, SOCIAL WORKERS, TEACHERS FOR EMOTIONALLY DISTURBED CHILDREN, PSYCHOLOGISTS, SPEECH…

  2. [PUBLIC ADMINISTRATION OF PERSONNEL POLICY IN REFORMING OF UKRAINIAN HEALTH CARE SYSTEM USING THE EXAMPLE OF DERMATOVENEREOLOGICAL SERVICE].

    PubMed

    Korolenko, V V; Dykun, O P; Isayenko, R M; Remennyk, O I; Avramenko, T P; Stepanenko, V I; Petrova, K I; Volosovets, O P; Lazoryshynets, V V

    2014-01-01

    The health care system, its modernization and optimization are among the most important functions of the modern Ukrainian state. The main goal of the reforms in the field of healthcare is to improve the health of the population, equal and fair access for all to health services of adequate quality. Important place in the health sector reform belongs to optimizing the structure and function of dermatovenereological service. The aim of this work is to address the issue of human resources management of dermatovenereological services during health sector reform in Ukraine, taking into account the real possibility of disengagement dermatovenereological providing care between providers of primary medical care level (general practitioners) and providers of secondary (specialized) and tertiary (high-specialized) medical care (dermatovenerologists and pediatrician dermatovenerologists), and coordinating interaction between these levels. During research has been found, that the major problems of human resources of dermatovenereological service are insufficient staffing and provision of health-care providers;,growth in the number of health workers of retirement age; sectoral and regional disparity of staffing; the problem of improving the skills of medical personnel; regulatory support personnel policy areas and create incentives for staff motivation; problems of rational use of human resources for health care; problems of personnel training for dermatovenereological service. Currently reforming health sector should primarily serve the needs of the population in a fairly effective medical care at all levels, to ensure that there must be sufficient qualitatively trained and motivated health workers. To achieve this goal directed overall work of the Ministry of Health of Uktaine, the National Academy of Medical Sciences of Ukraine, medical universities, regional health authorities, professional medical associations. Therefore Ukrainian dermatovenereological care, in particular fixed, needs a deep and objective medical and social audit. A necessary condition for the harmonious development of dermatovenereological service is adequate staffing to ensure it to reflect changes in the structure of the provision of the assistance at various levels, as well as their effective coordination throughout the natient's medical route.

  3. 28 CFR 0.76 - Specific functions.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    .... 3122). (j) Excluding the Office of Justice Assistance, Research and Statistics, supervising and... pertaining to the employment, separation, and general administration of personnel in General Schedule grade... General Schedule and wage board systems regardless of grade; postaudit and correct any personnel action...

  4. 28 CFR 0.76 - Specific functions.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    .... 3122). (j) Excluding the Office of Justice Assistance, Research and Statistics, supervising and... pertaining to the employment, separation, and general administration of personnel in General Schedule grade... General Schedule and wage board systems regardless of grade; postaudit and correct any personnel action...

  5. 28 CFR 0.76 - Specific functions.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    .... 3122). (j) Excluding the Office of Justice Assistance, Research and Statistics, supervising and... pertaining to the employment, separation, and general administration of personnel in General Schedule grade... General Schedule and wage board systems regardless of grade; postaudit and correct any personnel action...

  6. 28 CFR 0.76 - Specific functions.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    .... 3122). (j) Excluding the Office of Justice Assistance, Research and Statistics, supervising and... pertaining to the employment, separation, and general administration of personnel in General Schedule grade... General Schedule and wage board systems regardless of grade; postaudit and correct any personnel action...

  7. A Special Report on Middle Schools.

    ERIC Educational Resources Information Center

    Hollifield, John H.

    1988-01-01

    The first Center for Research on Elementary and Middle Schools (CREM) report describes the structures and practices currently used at all school levels for staffing, grouping, and scheduling. The report assesses the effects of departmentalization, tracking, ability grouping, and grade spans on student learning and development. (MLH)

  8. Animal Crackers, Milk, and a Good Book: Creating a Successful Early Childhood Literacy Program.

    ERIC Educational Resources Information Center

    Oakes, Susan; Virbick, Diane E.

    2001-01-01

    Describes an early childhood literacy program called Begin with Books and provides ideas for starting up, finding, and administering similar programs in public libraries. Topics include corporate sponsors; staffing; partnering with community organizations; training; scheduling; and budget information. (LRW)

  9. Comparison of Reasons for Nurse Turnover in Magnet® and Non-Magnet Hospitals.

    PubMed

    Park, Shin Hye; Gass, Stephanie; Boyle, Diane K

    2016-05-01

    The aim of this study is to compare rates and reasons for registered nurse (RN) turnover by Magnet® status. Although lower RN turnover rates in Magnet hospitals have been documented well in the literature, little is known about specific separation reasons for RN turnover and whether the reasons differ between Magnet and non-Magnet hospitals. This descriptive, correlational study analyzed unit-level 2013 National Database of Nursing Quality Indicators® turnover data (2,958 units; 497 hospitals). Poisson regression and Wilcoxon-Mann-Whitney test were used. Registered nurse turnover due to environment-related reasons was higher on units in non-Magnet hospitals than units in Magnet hospitals. Units in non-Magnet hospitals had 4.684 times higher turnover rates due to staffing/workload and 1.439 times higher rates due to work schedules than did units in Magnet hospitals. Nursing administrators in both Magnet and non-Magnet hospitals need to continually strive to improve unit work environments, particularly staffing and workload conditions and work scheduling.

  10. Dynamic Staffing and Rescheduling in Software Project Management: A Hybrid Approach.

    PubMed

    Ge, Yujia; Xu, Bin

    2016-01-01

    Resource allocation could be influenced by various dynamic elements, such as the skills of engineers and the growth of skills, which requires managers to find an effective and efficient tool to support their staffing decision-making processes. Rescheduling happens commonly and frequently during the project execution. Control options have to be made when new resources are added or tasks are changed. In this paper we propose a software project staffing model considering dynamic elements of staff productivity with a Genetic Algorithm (GA) and Hill Climbing (HC) based optimizer. Since a newly generated reschedule dramatically different from the initial schedule could cause an obvious shifting cost increase, our rescheduling strategies consider both efficiency and stability. The results of real world case studies and extensive simulation experiments show that our proposed method is effective and could achieve comparable performance to other heuristic algorithms in most cases.

  11. Dynamic Staffing and Rescheduling in Software Project Management: A Hybrid Approach

    PubMed Central

    Ge, Yujia; Xu, Bin

    2016-01-01

    Resource allocation could be influenced by various dynamic elements, such as the skills of engineers and the growth of skills, which requires managers to find an effective and efficient tool to support their staffing decision-making processes. Rescheduling happens commonly and frequently during the project execution. Control options have to be made when new resources are added or tasks are changed. In this paper we propose a software project staffing model considering dynamic elements of staff productivity with a Genetic Algorithm (GA) and Hill Climbing (HC) based optimizer. Since a newly generated reschedule dramatically different from the initial schedule could cause an obvious shifting cost increase, our rescheduling strategies consider both efficiency and stability. The results of real world case studies and extensive simulation experiments show that our proposed method is effective and could achieve comparable performance to other heuristic algorithms in most cases. PMID:27285420

  12. 75 FR 72664 - System Personnel Training Reliability Standards

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-26

    ...Under section 215 of the Federal Power Act, the Commission approves two Personnel Performance, Training and Qualifications (PER) Reliability Standards, PER-004-2 (Reliability Coordination--Staffing) and PER-005-1 (System Personnel Training), submitted to the Commission for approval by the North American Electric Reliability Corporation, the Electric Reliability Organization certified by the Commission. The approved Reliability Standards require reliability coordinators, balancing authorities, and transmission operators to establish a training program for their system operators, verify each of their system operators' capability to perform tasks, and provide emergency operations training to every system operator. The Commission also approves NERC's proposal to retire two existing PER Reliability Standards that are replaced by the standards approved in this Final Rule.

  13. A survey of the relationship between work schedule and its effect on the fatigue of rescue personnel in Isfahan with a standard method of CIS202

    PubMed Central

    Habibi, Ehsanollah; Soury, Shiva; Vardanjani, Hassan Rajabi; Khodarahmi, Behnam; Dehghan, Habibollah; Hosseini, Mohsen; Esmaeli, Hamid; Khademi, Abolfazl

    2015-01-01

    Context: Fatigue is a factor that can have negative effects on family life, social relationship and work. Work schedule is one of the affective factors on personnel's fatigue in different jobs. In this study, the work schedule and its effect on rescue personnel in Isfahan are explored. Aims: The purpose of this study was to investigate the relationship between work schedules and fatigue among rescue personnel. Settings and Design: This study is periodical and has been conducted on 72 employees of rescue personnel in Isfahan. Materials and Methods: Random sampling was done and the primary data that was collected through fatigue assessment questionnaire after being conducted as a pilot study on 10% of samples were collected to confirm the validity of this study. Finally, the data was given to SPSS11.5 software and were analyzed by descriptive statistics and linear digression. Results: The results showed that from the statistical point of view some parts of work schedules like work hours satisfaction, resting time and work order on total fatigue are effective in linear and inverse way but the item “predictibility of work conditions” does not have a meaningful relationship with total fatigue. Furthermore, the results showed that there is a meaningful and inverse relationship with work hours, resting time and work order with mental fatigue and also the work schedule has a meaningful, linear and inverse relation with mental fatigue and total fatigue. Conclusions: By increasing the satisfaction of working hours, increasing resting time and also with an increase of work order the total fatigue of rescue personnel will decrease. PMID:27462640

  14. 5 CFR 575.401 - Purpose.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS RECRUITMENT, RELOCATION, AND... payment of a supervisory differential to an employee under the General Schedule who has supervisory responsibility for one or more civilian employees not under the General Schedule if one or more of the...

  15. Integration Moves Backward in the 70s

    ERIC Educational Resources Information Center

    Coffin, Gregory C.

    1973-01-01

    Suggests that the failure of (1) school boards and superintendents to recognize the evil inherent in segragated schools -- both black and white -- and their lack of courage in dealing with the problem and (2) educators to recognize the subtle and not so subtle racial bias of their curriculum, curricular materials, personnel, and staffing practices…

  16. From Prime to Extended Mission: Evolution of the MER Tactical Uplink Process

    NASA Technical Reports Server (NTRS)

    Mishkin, Andrew H.; Laubach, Sharon

    2006-01-01

    To support a 90-day surface mission for two robotic rovers, the Mars Exploration Rover mission designed and implemented an intensive tactical operations process, enabling daily commanding of each rover. Using a combination of new processes, custom software tools, a Mars-time staffing schedule, and seven-day-a-week operations, the MER team was able to compress the traditional weeks-long command-turnaround for a deep space robotic mission to about 18 hours. However, the pace of this process was never intended to be continued indefinitely. Even before the end of the three-month prime mission, MER operations began evolving towards greater sustainability. A combination of continued software tool development, increasing team experience, and availability of reusable sequences first reduced the mean process duration to approximately 11 hours. The number of workshifts required to perform the process dropped, and the team returned to a modified 'Earth-time' schedule. Additional process and tool adaptation eventually provided the option of planning multiple Martian days of activity within a single workshift, making 5-day-a-week operations possible. The vast majority of the science team returned to their home institutions, continuing to participate fully in the tactical operations process remotely. MER has continued to operate for over two Earth-years as many of its key personnel have moved on to other projects, the operations team and budget have shrunk, and the rovers have begun to exhibit symptoms of aging.

  17. Monitoring bird populations: the role of bird observatories and nongovernmental organizations

    Treesearch

    Geoffrey R. Geupel; Nadav Nur

    1993-01-01

    Nongovernmental organizations (NGOs) currently participating in Partners in Flight have been monitoring bird populations in North America for decades. These regional organization have strong grass roots and private sector support and are able to conduct truly long term studies by using nontraditional funding sources and staffing with dedicated volunteers and personnel...

  18. Washington State Board for Community and Technical Colleges: Academic Year Report 2013-2014

    ERIC Educational Resources Information Center

    Washington State Board for Community and Technical Colleges, 2014

    2014-01-01

    The "Academic Year Report 2013-14" provides a snapshot of funding, facilities, staffing, and enrollments in Washington's community and technical colleges for the past academic year. The report also describes key measures of student outcomes and addresses the most frequently asked questions related to expenditures, personnel, and…

  19. Washington State Board for Community and Technical Colleges Academic Year Report, 2012-2013

    ERIC Educational Resources Information Center

    Washington State Board for Community and Technical Colleges, 2013

    2013-01-01

    This "Academic Year Report 2012-13" provides a snapshot of funding, facilities, staffing, and enrollments in community and technical colleges in Washington state for the past academic year. The report also describes key measures of student outcomes and addresses the most frequently asked questions related to expenditures, personnel and…

  20. 76 FR 67228 - EMD Chemicals, Inc. Including On-Site Independent Contractors and Leased Workers From Ajilen...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-31

    ... Personnel, J&J Staffing, Accountemps/Robert Half, EMD Temps, Chromhelp, and Greentree Food Management... subject firm. The company reports that independent contract workers from Greentree Food Management were... Greentree Food Management working on-site at EMD Chemicals, Inc., Gibbstown, New Jersey. The amended notice...

  1. A Survey of Science Teaching in the Secondary Schools of New Jersey 1981-82.

    ERIC Educational Resources Information Center

    Sousa, David A.; And Others

    Questionnaires were sent to 382 public and non-public New Jersey secondary schools to determine the status of science teaching during 1981-1982. Survey results (with 55% response) are reported for general information (staffing, certification, teaching duties, and others), supervisory personnel, subject matter organization, textbooks used, second…

  2. Describing the Status of Programs for the Gifted: A Call for Action

    ERIC Educational Resources Information Center

    Callahan, Carolyn M.; Moon, Tonya R.; Oh, Sarah

    2017-01-01

    Using three leveled surveys of school district personnel (elementary, middle, and high school), we collected data on the current status of practices and procedures in gifted education across the nation. Results from 1,566 respondents in separate school districts to questions relating to administration (staffing), identification of gifted students,…

  3. 5 CFR 950.801 - Campaign schedule.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... VOLUNTARY ORGANIZATIONS CFC Timetable § 950.801 Campaign schedule. (a) The Combined Federal Campaign will be....801 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS... determined by the Director, OPM will accept applications from organizations seeking to be listed on the...

  4. 5 CFR 950.801 - Campaign schedule.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... VOLUNTARY ORGANIZATIONS CFC Timetable § 950.801 Campaign schedule. (a) The Combined Federal Campaign will be....801 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS... determined by the Director, OPM will accept applications from organizations seeking to be listed on the...

  5. 5 CFR 950.801 - Campaign schedule.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... VOLUNTARY ORGANIZATIONS CFC Timetable § 950.801 Campaign schedule. (a) The Combined Federal Campaign will be....801 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS... determined by the Director, OPM will accept applications from organizations seeking to be listed on the...

  6. 5 CFR 950.801 - Campaign schedule.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... VOLUNTARY ORGANIZATIONS CFC Timetable § 950.801 Campaign schedule. (a) The Combined Federal Campaign will be....801 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS... determined by the Director, OPM will accept applications from organizations seeking to be listed on the...

  7. The Association of Team-Specific Workload and Staffing with Odds of Burnout Among VA Primary Care Team Members.

    PubMed

    Helfrich, Christian D; Simonetti, Joseph A; Clinton, Walter L; Wood, Gordon B; Taylor, Leslie; Schectman, Gordon; Stark, Richard; Rubenstein, Lisa V; Fihn, Stephan D; Nelson, Karin M

    2017-07-01

    Work-related burnout is common in primary care and is associated with worse patient safety, patient satisfaction, and employee mental health. Workload, staffing stability, and team completeness may be drivers of burnout. However, few studies have assessed these associations at the team level, and fewer still include members of the team beyond physicians. To study the associations of burnout among primary care providers (PCPs), nurse care managers, clinical associates (MAs, LPNs), and administrative clerks with the staffing and workload on their teams. We conducted an individual-level cross-sectional analysis of survey and administrative data in 2014. Primary care personnel at VA clinics responding to a national survey. Burnout was measured with a validated single-item survey measure dichotomized to indicate the presence of burnout. The independent variables were survey measures of team staffing (having a fully staffed team, serving on multiple teams, and turnover on the team), and workload both from survey items (working extended hours), and administrative data (patient panel overcapacity and average panel comorbidity). There were 4610 respondents (estimated response rate of 20.9%). The overall prevalence of burnout was 41%. In adjusted analyses, the strongest associations with burnout were having a fully staffed team (odds ratio [OR] = 0.55, 95% CI 0.47-0.65), having turnover on the team (OR = 1.67, 95% CI 1.43-1.94), and having patient panel overcapacity (OR = 1.19, 95% CI 1.01-1.40). The observed burnout prevalence was 30.1% lower (28.5% vs. 58.6%) for respondents working on fully staffed teams with no turnover and caring for a panel within capacity, relative to respondents in the inverse condition. Complete team staffing, turnover among team members, and panel overcapacity had strong, cumulative associations with burnout. Further research is needed to understand whether improvements in these factors would lower burnout.

  8. 78 FR 15075 - Self-Regulatory Organizations; The NASDAQ Stock Market LLC; Notice of Filing of Proposed Rule...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-08

    ... outsource this function to a third party service provider other than its independent auditor. The audit committee must meet periodically with the internal auditors (or other personnel responsible for this... should also discuss with the outside auditor the responsibilities, budget and staffing of the internal...

  9. The State of Mental Health on College Campuses

    ERIC Educational Resources Information Center

    Wood, Melissa

    2012-01-01

    The mental health dilemma that is facing higher education today does not appear to be abating. It is imperative that colleges have fully-staffed and adequately-trained counseling personnel to assist students with psychological issues. Institutions also must create a climate of awareness, so that issues may be recognized early. In addition,…

  10. Technology and the Air Force: A Retrospective Assessment

    DTIC Science & Technology

    1997-01-01

    program offices staffed with hundreds of personnel. Due to the “Super Secret” nature of this program at its outset, no more than a dozen people at...environment that is no longer necessarily a geocentric grid. You could put high earth orbit satellites up there, two of which could cover the entire earth

  11. 78 FR 37246 - January 2013 Pay Schedules

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-06-20

    ... OFFICE OF PERSONNEL MANAGEMENT January 2013 Pay Schedules AGENCY: U.S. Office of Personnel Management. ACTION: Notice. SUMMARY: The President has signed an Executive Order containing the 2013 pay... in 2013 and remain at 2010 levels. This notice serves as documentation for the public record. FOR...

  12. 5 CFR 532.254 - Special schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ....254 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532.254 Special schedules. (a) A lead agency, with the approval... critical to the mission of a Federal activity based on findings that— (1) Unusual prevailing pay practices...

  13. Staffing Smaller Police Agencies

    ERIC Educational Resources Information Center

    Rivero, David A.; Colombo, Michael

    2010-01-01

    All aspects of police work are challenging both professionally and personally. Police officers are accustomed to shift work, mandatory overtime, schedule adjustments for training, holidays and disasters, recalls and required off-duty court appearances. Police officers traditionally work eight hours per day, five day weeks (otherwise known as a 5/8…

  14. Filling the Holes: Work Schedulers as Job Crafters of Employment Practice in Long-Term Health Care

    PubMed Central

    Kossek, Ellen Ernst; Piszczek, Matthew M.; Mcalpine, Kristie L.; Hammer, Leslie B.; Burke, Lisa

    2016-01-01

    Although work schedulers serve an organizational role influencing decisions about balancing conflicting stakeholder interests over schedules and staffing, scheduling has primarily been described as an objective activity or individual job characteristic. The authors use the lens of job crafting to examine how schedulers in 26 health care facilities enact their roles as they “fill holes” to schedule workers. Qualitative analysis of interview data suggests that schedulers expand their formal scope and influence to meet their interpretations of how to manage stakeholders (employers, workers, and patients). The authors analyze variations in the extent of job crafting (cognitive, physical, relational) to broaden role repertoires. They find evidence that some schedulers engage in rule-bound interpretation to avoid role expansion. They also identify four types of schedulers: enforcers, patient-focused schedulers, employee-focused schedulers, and balancers. The article adds to the job-crafting literature by showing that job crafting is conducted not only to create meaningful work but also to manage conflicting demands and to mediate among the competing labor interests of workers, clients, and employers. PMID:27721517

  15. 5 CFR 315.710 - Professional and administrative career employees serving under Schedule B appointments.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... result of a deliberate decision by management. (c) Tenure on conversion. An employee converted under... employees serving under Schedule B appointments. 315.710 Section 315.710 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS CAREER AND CAREER-CONDITIONAL EMPLOYMENT Conversion to Career...

  16. Nature's Classroom: A Program Guide for Camps and Schools.

    ERIC Educational Resources Information Center

    Cassens, Jennifer R., Ed.

    This guide assists instructors in planning outdoor experiences, particularly in a camp setting. Although it is not a pre-packaged program, the book contains over 40 outdoor programming ideas, allowing instructors to create their own programs. It includes suggestions for goal setting, scheduling, housing, staffing, curriculum planning, policy…

  17. A Study to Determine the Best Staffing Method for Identifying the Ancillary Staffing Requirements for Selected Outpatient Clinics at the Blanchfield Army Community Hospital

    DTIC Science & Technology

    1989-07-14

    the longer hours regardless of the clinical workload or the physician’s schedule. These new market 4 drivon bqh.vior or pat±,rn vn6k kvpt 1.tiillary...0jL 40U cc~~ ~ ~ ~ ~ .4. 1 u > . .. 4j 4q -W4 4 -Z 44 m4A UGC 0% a0c. -IP 0 0 At 0 < v- 4c %- u= -) afI nu e LU Iiu jL t4 t-. uj 0. 0.0 9LlC 3. Mn 0.: c

  18. 49 CFR 190.11 - Availability of informal guidance and interpretive assistance.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    .... The telephone number for the OPS information line is (202) 366-4595 and the OPS website can be... established a website on the Internet and a telephone line at the Office of Pipeline Safety headquarters where... regulations, 49 CFR parts 190-199. The website and telephone line are staffed by personnel from PHMSA's Office...

  19. 49 CFR 190.11 - Availability of informal guidance and interpretive assistance.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    .... The telephone number for the OPS information line is (202) 366-4595 and the OPS website can be... established a website on the Internet and a telephone line at the Office of Pipeline Safety headquarters where... regulations, 49 CFR parts 190-199. The website and telephone line are staffed by personnel from PHMSA's Office...

  20. 49 CFR 190.11 - Availability of informal guidance and interpretive assistance.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    .... The telephone number for the OPS information line is (202) 366-4595 and the OPS website can be... established a website on the Internet and a telephone line at the Office of Pipeline Safety headquarters where... regulations, 49 CFR parts 190-199. The website and telephone line are staffed by personnel from PHMSA's Office...

  1. Standards in Action. Using National Standards for Human Resource Management and Development in Further Education. 1. Laying the Foundations.

    ERIC Educational Resources Information Center

    Further Education Unit, London (England).

    This booklet is designed to assist British further education college managers responsible for quality assurance, human resources management (HRM), human resources development (HRD), corporate development, strategic planning, staffing/personnel, and curriculum in using national standards for HRM and HRD in further education. A synopsis, users'…

  2. Radiotherapy staffing in the European countries: final results from the ESTRO-HERO survey.

    PubMed

    Lievens, Yolande; Defourny, Noémie; Coffey, Mary; Borras, Josep M; Dunscombe, Peter; Slotman, Ben; Malicki, Julian; Bogusz, Marta; Gasparotto, Chiara; Grau, Cai; Kokobobo, Arianit; Sedlmayer, Felix; Slobina, Elena; Coucke, Philippe; Gabrovski, Roumen; Vosmik, Milan; Eriksen, Jesper Grau; Jaal, Jana; Dejean, Catherine; Polgar, Csaba; Johannsson, Jakob; Cunningham, Moya; Atkocius, Vydmantas; Back, Carlo; Pirotta, Martin; Karadjinovic, Vanja; Levernes, Sverre; Maciejewski, Boguslaw; Trigo, Maria Lurdes; Šegedin, Barbara; Palacios, Amalia; Pastoors, Bert; Beardmore, Charlotte; Erridge, Sara; Smyth, Gaile; Cleries Soler, Ramon

    2014-08-01

    The ESTRO Health Economics in Radiation Oncology (HERO) project has the overall aim to develop a knowledge base of the provision of radiotherapy in Europe and build a model for health economic evaluation of radiation treatments at the European level. The first milestone was to assess the availability of radiotherapy resources within Europe. This paper presents the personnel data collected in the ESTRO HERO database. An 84-item questionnaire was sent out to European countries, through their national scientific and professional radiotherapy societies. The current report includes a detailed analysis of radiotherapy staffing (questionnaire items 47-60), analysed in relation to the annual number of treatment courses and the socio-economic status of the countries. The analysis was conducted between February and July 2014, and is based on validated responses from 24 of the 40 European countries defined by the European Cancer Observatory (ECO). A large variation between countries was found for most parameters studied. Averages and ranges for personnel numbers per million inhabitants are 12.8 (2.5-30.9) for radiation oncologists, 7.6 (0-19.7) for medical physicists, 3.5 (0-12.6) for dosimetrists, 26.6 (1.9-78) for RTTs and 14.8 (0.4-61.0) for radiotherapy nurses. The combined average for physicists and dosimetrists is 9.8 per million inhabitants and 36.9 for RTT and nurses. Radiation oncologists on average treat 208.9 courses per year (range: 99.9-348.8), physicists and dosimetrists conjointly treat 303.3 courses (range: 85-757.7) and RTT and nurses 76.8 (range: 25.7-156.8). In countries with higher GNI per capita, all personnel categories treat fewer courses per annum than in less affluent countries. This relationship is most evident for RTTs and nurses. Different clusters of countries can be distinguished on the basis of available personnel resources and socio-economic status. The average personnel figures in Europe are now consistent with, or even more favourable than the QUARTS recommendations, probably reflecting a combination of better availability as such, in parallel with the current use of more complex treatments than a decade ago. A considerable variation in available personnel and delivered courses per year however persists among the highest and lowest staffing levels. This not only reflects the variation in cancer incidence and socio-economic determinants, but also the stage in technology adoption along with treatment complexity and the different professional roles and responsibilities within each country. Our data underpin the need for accurate prediction models and long-term education and training programmes. Copyright © 2014 Elsevier Ireland Ltd. All rights reserved.

  3. Managing Potential Laboratory Exposure to Ebola Virus by Using a Patient Biocontainment Care Unit

    DTIC Science & Technology

    2008-06-01

    which was popularized in the book The Hot Zone (6). The MCS is staffed by USAMRIID personnel, with augmentation and specialized care provided by...ohs/ biosfty/bmbl5/bmbl5toc.htm 2. Bray M, Hatfi ll S, Hensley L, Huggins JW. Haematological , bio- chemical and coagulation changes in mice, guinea

  4. Engendering Behavior Change through Single-Session Workshops: Lessons Learned from Extension's Private well Initiative

    ERIC Educational Resources Information Center

    McCann, Alyson; Gold, Arthur J.

    2012-01-01

    Based on a follow-up mail survey conducted in 2009, we found that structured, one-time workshops can influence and impact participant behavior change. Survey results suggest that brief workshops, staffed by key resource personnel, can have a powerful influence on participant behavior change and fill an important gap in rural drinking water…

  5. Universal Documentation System Handbook. Volume 2. Requirement Formats and Instructions; Program Introduction, Program Requirements Document/Operations Requirements

    DTIC Science & Technology

    1989-08-01

    and the local horizontal plane, measured positive above the horizontal plane. The local horizontal plane is defined as a plane normal to the geocentric ...preparation instructions for Format 1000. LOCATION: Enter the areas or locations that are to be staffed with medical personnel, i.e., Vandenberg AFB

  6. Human Capital in Boston Public Schools: Rethinking How to Attract, Develop and Retain Effective Teachers

    ERIC Educational Resources Information Center

    National Council on Teacher Quality, 2010

    2010-01-01

    Staffing each classroom with an effective teacher is the most important function of a school district. Doing so requires strategic personnel policies and smart practices. The National Council on Teacher Quality (NCTQ), working with its local partner, the Massachusetts Business Alliance for Education, undertook an analysis of the Boston Public…

  7. [On the training of the expert and pedagogical personnel for the forensic medical services of the Republic of Kazakhstan].

    PubMed

    Dzhardemov, A A; Khasanov, R M

    We undertook the analysis of the legislative acts currently in force in the Republic of Kazakhstan pertinent to the training of the expert and pedagogical personnel for the forensic medical services with special reference to their advantages and disadvantages from the standpoint of legal regulation of the activities in this sphere. The problems of staffing support of expert practice are illustrated on the example of activities of the Almaty branch of the Centre of Forensic Medicine of the Kazakh Ministry of Justice. The approaches to the solution of these problems are proposed.

  8. A System-Wide Approach to Physician Efficiency and Utilization Rates for Non-Operating Room Anesthesia Sites.

    PubMed

    Tsai, Mitchell H; Huynh, Tinh T; Breidenstein, Max W; O'Donnell, Stephen E; Ehrenfeld, Jesse M; Urman, Richard D

    2017-07-01

    There has been little in the development or application of operating room (OR) management metrics to non-operating room anesthesia (NORA) sites. This is in contrast to the well-developed management framework for the OR management. We hypothesized that by adopting the concept of physician efficiency, we could determine the applicability of this clinical productivity benchmark for physicians providing services for NORA cases at a tertiary care center. We conducted a retrospective data analysis of NORA sites at an academic, rural hospital, including both adult and pediatric patients. Using the time stamps from WiseOR® (Palo Alto, CA), we calculated site utilization and physician efficiency for each day. We defined scheduling efficiency (SE) as the number of staffed anesthesiologists divided by the number of staffed sites and stratified the data into three categories (SE < 1, SE = 1, and SE >1). The mean physician efficiency was 0.293 (95% CI, [0.281, 0.305]), and the mean site utilization was 0.328 (95% CI, [0.314, 0.343]). When days were stratified by scheduling efficiency (SE < 1, =1, or >1), we found differences between physician efficiency and site utilization. On days where scheduling efficiency was less than 1, that is, there are more sites than physicians, mean physician efficiency (95% CI, [0.326, 0.402]) was higher than mean site utilization (95% CI, [0.250, 0.296]). We demonstrate that scheduling efficiency vis-à-vis physician efficiency as an OR management metric diverge when anesthesiologists travel between NORA sites. When the opportunity to scale operational efficiencies is limited, increasing scheduling efficiency by incorporating different NORA sites into a "block" allocation on any given day may be the only suitable tactical alternative.

  9. Achieving effective staffing through a shared decision-making approach to open-shift management.

    PubMed

    Valentine, Nancy M; Nash, Jan; Hughes, Douglas; Douglas, Kathy

    2008-01-01

    Managing costs while retaining qualified nurses and finding workforce solutions that ensure the delivery of high-quality patient care is of primary importance to nurse leaders and executive management. Leading healthcare organizations are using open-shift management technology as a strategy to improve staffing effectiveness and the work environment. In many hospitals, open-shift management technology has become an essential workforce management tool, nursing benefit, and recruitment and retention incentive. In this article, the authors discuss how a successful nursing initiative to apply automation to open-shift scheduling and fulfillment across a 3-hospital system had a broad enterprise-wide impact resulting in dramatic improvements in nurse satisfaction, retention, recruitment, and the bottom line.

  10. 21 CFR 1314.35 - Training of sales personnel.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 21 Food and Drugs 9 2011-04-01 2011-04-01 false Training of sales personnel. 1314.35 Section 1314.35 Food and Drugs DRUG ENFORCEMENT ADMINISTRATION, DEPARTMENT OF JUSTICE RETAIL SALE OF SCHEDULED... seller must ensure that its sales of a scheduled listed chemical product at retail are made in accordance...

  11. 21 CFR 1314.35 - Training of sales personnel.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 21 Food and Drugs 9 2012-04-01 2012-04-01 false Training of sales personnel. 1314.35 Section 1314.35 Food and Drugs DRUG ENFORCEMENT ADMINISTRATION, DEPARTMENT OF JUSTICE RETAIL SALE OF SCHEDULED... seller must ensure that its sales of a scheduled listed chemical product at retail are made in accordance...

  12. Self-scheduling with Microsoft Excel.

    PubMed

    Irvin, S A; Brown, H N

    1999-01-01

    Excessive time was being spent by the emergency department (ED) staff, head nurse, and unit secretary on a complex 6-week manual self-scheduling system. This issue, plus inevitable errors and staff dissatisfaction, resulted in a manager-lead initiative to automate elements of the scheduling process using Microsoft Excel. The implementation of this initiative included: common coding of all 8-hour and 12-hour shifts, with each 4-hour period represented by a cell; the creation of a 6-week master schedule using the "count-if" function of Excel based on current staffing guidelines; staff time-off requests then entered by the department secretary; the head nurse, with staff input, then fine-tuned the schedule to provide even unit coverage. Outcomes of these changes included an increase in staff satisfaction, time saved by the head nurse, and staff work time saved because there was less arguing about the schedule. Ultimately, the automated self-scheduling method was expanded to the entire 700-bed hospital.

  13. Library Information Desk. An Organizational and Operating Guide.

    ERIC Educational Resources Information Center

    Souza, Mary Beth

    Intended for those who manage, organize, and oversee the information desk of the State University of New York at Stony Brook Library, this guide contains practical information about staffing, acquiring materials, and operating procedures. The guide opens with a list of suggestions for recruiting and scheduling volunteers for the information desk.…

  14. Managers Handbook for Software Development

    NASA Technical Reports Server (NTRS)

    Agresti, W.; Mcgarry, F.; Card, D.; Page, J.; Church, V.; Werking, R.

    1984-01-01

    Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences with flight dynamics software development. The management aspects of organizing the project, producing a development plan, estimation costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying are described.

  15. Recent Trends in Minicomputer-Based Integrated Learning Systems for Reading and Language Arts Instruction.

    ERIC Educational Resources Information Center

    Balajthy, Ernest

    This paper discusses minicomputer-based ILSs (integrated learning systems), i.e., computer-based systems of hardware and software. An example of a minicomputer-based system in a school district (a composite of several actual districts) considers hardware, staffing, scheduling, reactions, problems, and training for a subskill-oriented reading…

  16. Improved Decision Making for School Organization. What and What for

    ERIC Educational Resources Information Center

    Myers, Donald A.; Sinclair, Robert

    1973-01-01

    A framework of 13 decision criteria to give educators help in comparing the relative merits of different forms of school organization. The methods of school organization judged to be in widespread use and defined in the article are (1) the self-contained classroom, team teaching, departmentalization, modular scheduling, differentiated staffing,…

  17. Staffing Levels at National Collegiate Athletic Association Football Bowl Subdivision-Level Institutions.

    PubMed

    Ms, Suzie Aparicio; Welch Bacon, Cailee E; Parsons, John T; Bay, R Curtis; Cohen, Randy P; DeZeeuw, Terry; McLeod, Tamara C Valovich

    2015-12-01

    The "Appropriate Medical Coverage for Intercollegiate Athletics" (AMCIA) document was created to support assessment and calculation of athletic training personnel requirements. However, little is known regarding disparities between current and recommended staffing practices. To identify the staffing and employment characteristics of athletic health care services at Football Bowl Subdivision-level institutions. Cross-sectional study. Web-based survey. Head athletic trainers and athletic training staff members who were knowledgeable about budget and staff. The survey, Assessment of Staffing Levels at National Collegiate Athletic Association Football Bowl Subdivision-Level Institutions, was used to evaluate personal, university, and staff demographics; staffing and employment topics; and AMCIA variables and use. The survey was accessed and partially completed by 104 individuals (response rate = 84.6%). A total of 79 athletic trainers (response rate = 76%) completed the entire survey. One-third of the respondents (34.2%, n = 26) met the recommended number of full-time equivalents (FTEs) for football, two-thirds of the respondents (65.7%, n = 50) failed to meet the recommendation, and 26.2% (n = 27) were missing data needed for FTE calculation. Among those who did not meet the recommended FTEs (n = 50), 38.0% (n = 19) were within 1 FTE of being compliant, 26.0% (n = 13) were within 2 FTEs, and 24.0% (n = 12) were within 3 FTEs. About one-third of respondents (35.9%, n = 37) reported not using the AMCIA, citing lack of funding (29.7%, n = 11), lack of administrative support (21.6%, n = 8), and other reasons (37.8%, n = 14). The majority of institutions that used the AMCIA were able to provide justification for staffing. For most of the institutions that failed to meet their recommendation, adding 1-3 FTE athletic trainers for football would change their compliance status. A uniform definition of the term FTE within collegiate athletics is needed to allow for structured assessment and allocation of staffing and workloads.

  18. 5 CFR 531.606 - Maximum limits on locality rates.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... than or equal to the maximum payable scheduled annual rate of pay for GS-15; or (ii) The rate for level... Section 531.606 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY... of basic pay payable for level IV of the Executive Schedule. (b)(1) A locality rate for an employee...

  19. Determining Hospital Ship (T-AH) Staffing Requirements for Humanitarian Assistance Missions

    DTIC Science & Technology

    2007-10-16

    12 Table 3. Number of Biomedical Equipment Repairs Performed at Each Site.............................. 12 Table 4. Preventive ...pediatric, dental, and optometry services, repaired medical equipment, taught preventive and general health classes at local schools, and conducted...of glasses to the people of Nias. Preventive medicine (PM) teams and USPHS personnel traveled across the island testing drinking water, spraying for

  20. Staffing Alternatives: Use of Retired Persons, Flex-Time, Job Sharing and Other Suggestions. Suggested Personnel Policy Guidelines for School Districts. [Revised].

    ERIC Educational Resources Information Center

    Oregon State Dept. of Education, Salem.

    This report addresses three alternatives in employing certified and classified staff in school districts: early retirement, flexible working hours, and (in the most detail) job sharing. It is noted that financial reductions make it difficult for schools to meet both their budgets and rising community/parental expectations, while declining…

  1. Midwest School District Transition Academy: A Qualitative, Process Evaluation of a Program for Students with Autism Spectrum Disorders or Emotional Disturbances

    ERIC Educational Resources Information Center

    Myers, Paul D.

    2012-01-01

    The purpose of the study was to examine the implementation of a special education program designed to support students with autism and social/emotional disturbances in a large, suburban school district. The study examined how services are delivered to students, staffing/personnel aspects, and budgetary considerations relative to programming.…

  2. Educational Resource Allocation at the Elementary Level: A Case Study of One Elementary School District in California

    ERIC Educational Resources Information Center

    Nguyen, Dominic

    2013-01-01

    The purpose of this study was to examine the dispersion of human capital resources within one school district in southern California and compare the use of personnel at each school to the desired allocation informed by the district's strategies and staffing formula. The district's resource distribution was also compared to that of the Evidence…

  3. [Crisis in human resources for health: millennium development goals for maternal and child health threatened].

    PubMed

    Beltman, Jogchum J; Stekelenburg, Jelle; van Roosmalen, Jos

    2010-01-01

    International migration of health care workers from low-income countries to the West has increased considerably in recent years, thereby jeopardizing the achievements of The Millennium Development Goals, especially number 4 (reduction of child mortality) and 5 (improvement of maternal health).This migration, as well as the HIV/AIDS epidemic, lack of training of health care personnel and poverty, are mainly responsible for this health care personnel deficit. It is essential that awareness be raised amongst donors and local governments so that staffing increases, and that infection prevention measures be in place for their health care personnel. Western countries should conduct a more ethical recruitment of health care workers, otherwise a new millennium development goal will have to be created: to reduce the human resources for health crisis.

  4. Willingness of staff to report to their hospital duties following an unconventional missile attack: a state-wide survey.

    PubMed

    Shapira, Y; Marganitt, B; Roziner, I; Shochet, T; Bar, Y; Shemer, J

    1991-01-01

    Adequate staffing of hospitals during a prolonged, potentially unconventional war is a key component in the disaster plan of institutions. In an attempt to determine policy regarding hospital staffing, a state-wide survey was conducted in Israel among hospital personnel during the recent Persian Gulf war. This survey aimed to explore the willingness of staff to report to their duties (WTR) following an unconventional missile attack described in a hypothetical scenario. Of the 2,650 questionnaires distributed among all categories of staff in 10 hospitals (42%) across the country, 51% were returned. Overall, 42% of the responding staff were WTR under the presented scenario. However, WTR would increase to 86% if safety measures were provided. Males, personnel with headquarter duty of hospital site managers, and parents of children older than 14 years of age, were the most WTR. The finding of extensive interhospital variation in WTR indicates the need for evaluating WTR on an institutional basis when establishing both the hospital and the regional disaster plan. Data are presented on the extent of WTR, the factors inhibiting WTR, and possible measures to improve WTR.

  5. Ant colony optimization and event-based dynamic task scheduling and staffing for software projects

    NASA Astrophysics Data System (ADS)

    Ellappan, Vijayan; Ashwini, J.

    2017-11-01

    In programming change organizations from medium to inconceivable scale broadens, the issue of wander orchestrating is amazingly unusual and testing undertaking despite considering it a manual system. Programming wander-organizing requirements to deal with the issue of undertaking arranging and in addition the issue of human resource portion (also called staffing) in light of the way that most of the advantages in programming ventures are individuals. We propose a machine learning approach with finds respond in due order regarding booking by taking in the present arranging courses of action and an event based scheduler revives the endeavour arranging system moulded by the learning computation in perspective of the conformity in event like the begin with the Ander, the instant at what time possessions be free starting to ended errands, and the time when delegates stick together otherwise depart the wander inside the item change plan. The route toward invigorating the timetable structure by the even based scheduler makes the arranging method dynamic. It uses structure components to exhibit the interrelated surges of endeavours, slip-ups and singular all through different progression organizes and is adjusted to mechanical data. It increases past programming wander movement ask about by taking a gander at a survey based process with a one of a kind model, organizing it with the data based system for peril assessment and cost estimation, and using a choice showing stage.

  6. 76 FR 32226 - Russell Newman, Inc., a Subsdiary of RNA Holdings, LLC, Including On-Site Leased Workers From...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-06-03

    ...,216B, TA-W-75,216C] Russell Newman, Inc., a Subsdiary of RNA Holdings, LLC, Including On-Site Leased Workers From Hour Personnel Services, Pacesetter Ontract Staffing, and Staff Force, Inc., Denton, TX; RNA...., a Subsidiary of RNA Holdings, LLC, Great Barrington, MA; RNA Holdings, LLC, a Subsidiary of SE-RN...

  7. 39 CFR 3020.11 - Initial Mail Classification Schedule.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 39 Postal Service 1 2014-07-01 2014-07-01 false Initial Mail Classification Schedule. 3020.11 Section 3020.11 Postal Service POSTAL REGULATORY COMMISSION PERSONNEL PRODUCT LISTS Mail Classification Schedule § 3020.11 Initial Mail Classification Schedule. The initial Mail Classification Schedule shall...

  8. Nurse staffing and hospital ownership in California.

    PubMed

    Seago, Jean Ann; Spetz, Joanne; Mitchell, Shannon

    2004-05-01

    The purpose of this study is to describe the relationship between nurse staffing and owner type or specific corporate owner in California acute care hospitals. Little empirical data exist regarding nurse staffing as it relates to owner type or specific corporate owner. With minimum staffing ratios scheduled to be implemented in January 2004, this study provides baseline data for evaluating the impact of minimum staffing ratios in California. The study design is descriptive and cross-sectional. Data used in this study are for short-term general hospitals that reported to the California Office of Statewide Health Planning and Development database for fiscal years ending in 1997 through 1999. Six regression models were estimated using pooled data from the 3 years of data. The most consistent significant findings are: increased patient days or patient discharges predict increased registered nurse (RN) hours; lower RN wages predict increased RN hours; higher technology scores predict increased RN hours; and in 1998 there was an across-the-board decrease in RN hours. Other significant findings include that for-profit hospitals and for-profit systems had fewer RN productive hours for medical-surgical nursing, and select corporate owners, unrelated to profit status, had consistently fewer RN productive hours for medical-surgical nursing. For-profit hospitals and systems behaved differently in the healthcare market environment of the late 1990s. Select nonprofit systems were also using significantly less RN staffing. Other findings support the implication that as technology sophistication increases, there will be a need for increased RN hours to manage the advanced technology. This runs counter to the argument that increasing technology will decrease the need for RN hours. Finally, as discharges go up, the need for RN hours increases.

  9. Optimal Shift Duration and Sequence: Recommended Approach for Short-Term Emergency Response Activations for Public Health and Emergency Management

    PubMed Central

    Burgess, Paula A.

    2007-01-01

    Since September 11, 2001, and the consequent restructuring of the US preparedness and response activities, public health workers are increasingly called on to activate a temporary round-the-clock staffing schedule. These workers may have to make key decisions that could significantly impact the health and safety of the public. The unique physiological demands of rotational shift work and night shift work have the potential to negatively impact decisionmaking ability. A responsible, evidence-based approach to scheduling applies the principles of circadian physiology, as well as unique individual physiologies and preferences. Optimal scheduling would use a clockwise (morning-afternoon-night) rotational schedule: limiting night shifts to blocks of 3, limiting shift duration to 8 hours, and allowing 3 days of recuperation after night shifts. PMID:17413074

  10. In-Space Crew-Collaborative Task Scheduling

    NASA Technical Reports Server (NTRS)

    Jaap, John; Meyer, Patrick; Davis, Elizabeth; Richardson, Lea

    2006-01-01

    As humans venture farther from Earth for longer durations, it will become essential for those on the journey to have significant control over the scheduling of their own activities as well as the activities of their companion systems and robots. However, the crew will not do all the scheduling; timelines will be the result of collaboration with ground personnel. Emerging technologies such as in-space message buses, delay-tolerant networks, and in-space internet will be the carriers on which the collaboration rides. Advances in scheduling technology, in the areas of task modeling, scheduling engines, and user interfaces will allow the crew to become virtual scheduling experts. New concepts of operations for producing the timeline will allow the crew and the ground support to collaborate while providing safeguards to ensure that the mission will be effectively accomplished without endangering the systems or personnel.

  11. Automated Estimation Of Software-Development Costs

    NASA Technical Reports Server (NTRS)

    Roush, George B.; Reini, William

    1993-01-01

    COSTMODL is automated software development-estimation tool. Yields significant reduction in risk of cost overruns and failed projects. Accepts description of software product developed and computes estimates of effort required to produce it, calendar schedule required, and distribution of effort and staffing as function of defined set of development life-cycle phases. Written for IBM PC(R)-compatible computers.

  12. Spinning Straw into Gold: How State Education Agencies Can Transform Their Data to Improve Critical School Resource Decisions

    ERIC Educational Resources Information Center

    Frank, Stephen; Trawick-Smith, Joseph

    2014-01-01

    K-12 education resources are often allocated non-strategically, with schools spending time and money on activities that have little relationship to student outcomes. Most of these decisions take place within districts, rooted in the processes of setting schedules, staffing levels, and assignments, and creating final budgets. Local Education…

  13. New Working Practices: Benchmarking Flexible Scheduling, Staffing, and Work Location in an International Context. Workscape 21: The Ecology of New Ways of Working.

    ERIC Educational Resources Information Center

    Becker, Franklin; Quinn, Kristen L.; Rappaport, Andrew J.; Sims, William R.

    This report identifies the range and extent of innovative workplace practices in place among 16 international organizations participating in the International Workplace Studies Program (IWSP). Information comes from interviews with organization representatives, written reports, summaries prepared by the organizations, and an extensive literature…

  14. Are we under-utilizing the talents of primary care personnel? A job analytic examination

    PubMed Central

    Hysong, Sylvia J; Best, Richard G; Moore, Frank I

    2007-01-01

    Background Primary care staffing decisions are often made unsystematically, potentially leading to increased costs, dissatisfaction, turnover, and reduced quality of care. This article aims to (1) catalogue the domain of primary care tasks, (2) explore the complexity associated with these tasks, and (3) examine how tasks performed by different job titles differ in function and complexity, using Functional Job Analysis to develop a new tool for making evidence-based staffing decisions. Methods Seventy-seven primary care personnel from six US Department of Veterans Affairs (VA) Medical Centers, representing six job titles, participated in two-day focus groups to generate 243 unique task statements describing the content of VA primary care. Certified job analysts rated tasks on ten dimensions representing task complexity, skills, autonomy, and error consequence. Two hundred and twenty-four primary care personnel from the same clinics then completed a survey indicating whether they performed each task. Tasks were catalogued using an adaptation of an existing classification scheme; complexity differences were tested via analysis of variance. Results Objective one: Task statements were categorized into four functions: service delivery (65%), administrative duties (15%), logistic support (9%), and workforce management (11%). Objective two: Consistent with expectations, 80% of tasks received ratings at or below the mid-scale value on all ten scales. Objective three: Service delivery and workforce management tasks received higher ratings on eight of ten scales (multiple functional complexity dimensions, autonomy, human error consequence) than administrative and logistic support tasks. Similarly, tasks performed by more highly trained job titles received higher ratings on six of ten scales than tasks performed by lower trained job titles. Contrary to expectations, the distribution of tasks across functions did not significantly vary by job title. Conclusion Primary care personnel are not being utilized to the extent of their training; most personnel perform many tasks that could reasonably be performed by personnel with less training. Primary care clinics should use evidence-based information to optimize job-person fit, adjusting clinic staff mix and allocation of work across staff to enhance efficiency and effectiveness. PMID:17397534

  15. 36 CFR 1280.50 - What will I be allowed to film, photograph, or videotape for news purposes?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... film, photograph, or videotape for news purposes? 1280.50 Section 1280.50 Parks, Forests, and Public... film, photograph, or videotape for news purposes? (a) NARA will permit you to film, photograph, or... (c) or because of scheduling or staffing constraints. (c) We will not grant you permission to film...

  16. Resident Work Hour Restrictions and Change Management: A Cautionary Tale.

    PubMed

    Fang, Z Amy; Hudson, Darren

    2015-01-01

    Residents are a significant part of coverage in many hospitals. Resident associations are negotiating work hour limits to prevent fatigue-induced medical errors. Our intensive care unit experienced an unexpected resident shortage and used the opportunity to trial a shift schedule for one month. Post-surveys were sent to nurses, attending physicians and residents to evaluate the effects on staff interactions, patient safety and education quality. The trial was clearly a failure on all fronts. Work hour restrictions are a reality in medical education, and administrators need to start considering alternative staffing models and discussing alternative schedules with their medicine faculty.

  17. Command History for 1988

    DTIC Science & Technology

    1989-02-01

    installs, and provides life cycle support for information management systems. 16. Provides information and reports to higher authority and the scientific com...instruction/policy. 29 November New Employees Margaret Overton Paula Augustine Staffing Clerk Clerk Typist Code OOB Code I I GS-203-4 GS-322-4 Sylvia ...Evaluation and Survey Systems-Develops systems to evaluate the effectiveness of quality of life programs and to improve the quality of personnel

  18. An Examination of the Career, Salary and Training Expectations of Information Technology Professionals Working in the Help Desk Field

    ERIC Educational Resources Information Center

    Flynn, William C.

    2013-01-01

    The Information Technology (IT) help desk positions serve as the gateway between the IT department and users. Although IT is one of the most employable job categories, and crucial for business, staffing these positions with properly trained and certified IT personnel and retaining them is a major challenge for IT help desk managers. What are the…

  19. 5 CFR 610.122 - Variations in work schedules for educational purposes.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.122 Variations in work schedules for educational purposes. (a) Notwithstanding § 610.121, the head of an agency may... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Variations in work schedules for...

  20. Software Acquisition Process (SWAP) Model FY81

    DTIC Science & Technology

    1982-12-01

    experience. In addition, the manpower accounting techniques and the effects of resource limitation are described below. a. Contractor Personnel. Five job...developed are each oriented to a specific type of developmental activity. Between them, they account for all types of activities in the acquisition...manning levels and duration; Decision Box probability; and project staffing levels. They take into account the overall size of the project and the

  1. 5 CFR 532.513 - Flexible and compressed work schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Flexible and compressed work schedules... REGULATIONS PREVAILING RATE SYSTEMS Premium Pay and Differentials § 532.513 Flexible and compressed work schedules. Federal Wage System employees who are authorized to work flexible and compressed work schedules...

  2. The Value of Educators "On the Floor": Comparing Three Modes of Presenting Science on a Sphere®

    ERIC Educational Resources Information Center

    Hayward, Jeff; Hart, Jolene K.

    2015-01-01

    Exhibit experiences at most museums are designed to be self-guided rather than facilitated; and it's certainly a good goal to make exhibit interpretation clear enough to be understood on one's own. The primary rationale for not staffing exhibits is the ongoing personnel cost, but that should be weighed against the value of "on the floor"…

  3. Remote Collaboration on Task Scheduling for Humans at Mars

    NASA Technical Reports Server (NTRS)

    Jaap, John; Meyer, Patrick; Davis, Elizabeth; Richardson, Lea

    2006-01-01

    As humans venture farther from Earth for longer durations, it will become essential for those on the journey to have significant control over the scheduling of their own activities as well as the activities of their companion systems and robots. However, the crew will not do all the scheduling; timelines will be the result of collaboration with ground personnel. Emerging technologies such as in-space message buses, delay-tolerant networks, and in-space internet will be the carriers on which the collaboration rides. Advances in scheduling technology, in the areas of task modeling, scheduling engines, and user interfaces will allow the crew to become virtual scheduling experts. New concepts of operations for producing the timeline will allow the crew and the ground support to collaborate while providing safeguards to ensure that the mission will be effectively accomplished without endangering the systems or personnel.

  4. In-Space Crew-Collaborative Task Scheduling

    NASA Technical Reports Server (NTRS)

    Jaap, John; Meyer, Patrick; Davis, Elizabeth; Richardson, Lea

    2006-01-01

    As humans venture farther from earth for longer durations, it will become essential for those on the journey to have significant control over the scheduling of their own activities as well as the activities of their companion systems and robots. However, there are many reasons why the crew will not do all the scheduling; timelines will be the result of collaboration with ground personnel. Emerging technologies such as in-space message buses, delay-tolerant networks, and in-space internet will be the carriers on which the collaboration rides. Advances in scheduling technology, in the areas of task modeling, scheduling engines, and user interfaces will allow the crew to become virtual scheduling experts. New concepts of operations for producing the timeline will allow the crew and the ground support to collaborate while providing safeguards to ensure that the mission will be effectively accomplished without endangering the systems or personnel.

  5. Effects of Napping During Shift Work on Sleepiness and Performance in Emergency Medical Services Personnel and Similar Shift Workers: A Systematic Review and Meta-Analysis.

    PubMed

    Martin-Gill, Christian; Barger, Laura K; Moore, Charity G; Higgins, J Stephen; Teasley, Ellen M; Weiss, Patricia M; Condle, Joseph P; Flickinger, Katharyn L; Coppler, Patrick J; Sequeira, Denisse J; Divecha, Ayushi A; Matthews, Margaret E; Lang, Eddy S; Patterson, P Daniel

    2018-02-15

    Scheduled napping during work shifts may be an effective way to mitigate fatigue-related risk. This study aimed to critically review and synthesize existing literature on the impact of scheduled naps on fatigue-related outcomes for EMS personnel and similar shift worker groups. A systematic literature review was performed of the impact of a scheduled nap during shift work on EMS personnel or similar shift workers. The primary (critical) outcome of interest was EMS personnel safety. Secondary (important) outcomes were patient safety; personnel performance; acute states of fatigue, alertness, and sleepiness; indicators of sleep duration and/or quality; employee retention/turnover; indicators of long-term health; and cost to the system. Meta-analyses were performed to evaluate the impact of napping on a measure of personnel performance (the psychomotor vigilance test [PVT]) and measures of acute fatigue. Of 4,660 unique records identified, 13 experimental studies were determined relevant and summarized. The effect of napping on reaction time measured at the end of shift was small and non-significant (SMD 0.12, 95% CI -0.13 to 0.36; p = 0.34). Napping during work did not change reaction time from the beginning to the end of the shift (SMD -0.01, 95% CI -25.0 to 0.24; p = 0.96). Naps had a moderate, significant effect on sleepiness measured at the end of shift (SMD 0.40, 95% CI 0.09 to 0.72; p = 0.01). The difference in sleepiness from the start to the end of shift was moderate and statistically significant (SMD 0.41, 95% CI 0.09 to 0.72; p = 0.01). Reviewed literature indicated that scheduled naps at work improved performance and decreased fatigue in shift workers. Further research is required to identify the optimal timing and duration of scheduled naps to maximize the beneficial outcomes.

  6. Determining Nurse Aide Staffing Requirements to Provide Care Based on Resident Workload: A Discrete Event Simulation Model.

    PubMed

    Schnelle, John F; Schroyer, L Dale; Saraf, Avantika A; Simmons, Sandra F

    2016-11-01

    Nursing aides provide most of the labor-intensive activities of daily living (ADL) care to nursing home (NH) residents. Currently, most NHs do not determine nurse aide staffing requirements based on the time to provide ADL care for their unique resident population. The lack of an objective method to determine nurse aide staffing requirements suggests that many NHs could be understaffed in their capacity to provide consistent ADL care to all residents in need. Discrete event simulation (DES) mathematically models key work parameters (eg, time to provide an episode of care and available staff) to predict the ability of the work setting to provide care over time and offers an objective method to determine nurse aide staffing needs in NHs. This study had 2 primary objectives: (1) to describe the relationship between ADL workload and the level of nurse aide staffing reported by NHs; and, (2) to use a DES model to determine the relationship between ADL workload and nurse aide staffing necessary for consistent, timely ADL care. Minimum Data Set data related to the level of dependency on staff for ADL care for residents in over 13,500 NHs nationwide were converted into 7 workload categories that captured 98% of all residents. In addition, data related to the time to provide care for the ADLs within each workload category was used to calculate a workload score for each facility. The correlation between workload and reported nurse aide staffing levels was calculated to determine the association between staffing reported by NHs and workload. Simulations to project staffing requirements necessary to provide ADL care were then conducted for 65 different workload scenarios, which included 13 different nurse aide staffing levels (ranging from 1.6 to 4.0 total hours per resident day) and 5 different workload percentiles (ranging from the 5th to the 95th percentile). The purpose of the simulation model was to determine the staffing necessary to provide care within each workload percentile based on resident ADL care needs and compare the simulated staffing projections to the NH reported staffing levels. The percentage of scheduled care time that was omitted was estimated by the simulation model for each of the 65 workload scenarios using optimistic assumptions about staff productivity and efficiency. There was a low correlation between ADL workload and reported nurse aide staffing (Pearson = .11; P < .01), which suggests that most of the 13,500 NHs were not using ADL acuity to determine nurse aide staffing levels. Based on the DES model, the nurse aide staffing required for ADL care that would result in a rate of care omissions below 10% ranged from 2.8 hours/resident/day for NHs with a low workload (5th percentile) to 3.6 hours/resident/day for NHs with a high workload (95th percentile). In contrast, NHs reported staffing levels that ranged from an average of 2.3 to 2.5 hours/resident/day across all 5 workload percentiles. Higher workload NHs had the largest discrepancies between reported and predicted nurse aide staffing levels. The average nurse aide staffing levels reported by NHs falls below the level of staffing predicted as necessary to provide consistent ADL care to all residents in need. DES methodology can be used to determine nurse aide staffing requirements to provide ADL care and simulate management interventions to improve care efficiency and quality. Copyright © 2016 AMDA – The Society for Post-Acute and Long-Term Care Medicine. Published by Elsevier Inc. All rights reserved.

  7. 9 CFR 307.4 - Schedule of operations.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... inspectors shall not, except as provided herein, occur prior to 4 hours after the beginning of scheduled... efficient and effective use of inspection personnel. The work schedule must specify daily clock hours of... 9 Animals and Animal Products 2 2010-01-01 2010-01-01 false Schedule of operations. 307.4 Section...

  8. Teachers' Unions and Compensation: The Impact of Collective Bargaining on Salary Schedules and Performance Pay Schemes

    ERIC Educational Resources Information Center

    West, Kristine Lamm; Mykerezi, Elton

    2011-01-01

    This study examines the impact that collective bargaining has on multiple dimensions of teacher compensation, including average and starting salaries, early and late returns to experience, returns to graduate degrees, and the incidence of different pay for performance schemes. Using data from the School and Staffing Survey (SASS) and a more recent…

  9. Hey Big Spender! An Analysis of Australian Universities and How Much They Pay Their General Staff

    ERIC Educational Resources Information Center

    Dobson, Ian R.

    2009-01-01

    Analysis of aggregated data files on staff sent by all Australian universities to DEST in 2007 and of salary schedules posted on university websites reveals a considerable variation between salaries paid to general staff at each salary level and the relative seniority of those staff. This paper outlines the differences in staffing structures and…

  10. 5 CFR 430.208 - Rating performance.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Rating performance. 430.208 Section 430.208 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.208...

  11. 5 CFR 430.206 - Planning performance.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Planning performance. 430.206 Section 430.206 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.206...

  12. 5 CFR 430.206 - Planning performance.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Planning performance. 430.206 Section 430.206 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.206...

  13. 5 CFR 430.206 - Planning performance.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Planning performance. 430.206 Section 430.206 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.206...

  14. 5 CFR 430.208 - Rating performance.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Rating performance. 430.208 Section 430.208 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.208...

  15. 5 CFR 430.208 - Rating performance.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Rating performance. 430.208 Section 430.208 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.208...

  16. 5 CFR 430.207 - Monitoring performance.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Monitoring performance. 430.207 Section 430.207 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.207...

  17. 5 CFR 430.207 - Monitoring performance.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Monitoring performance. 430.207 Section 430.207 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.207...

  18. 5 CFR 430.208 - Rating performance.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Rating performance. 430.208 Section 430.208 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.208...

  19. 5 CFR 430.207 - Monitoring performance.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Monitoring performance. 430.207 Section 430.207 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.207...

  20. 5 CFR 430.206 - Planning performance.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Planning performance. 430.206 Section 430.206 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.206...

  1. Foreign Languages: Workforce Planning Could Help Address Staffing and Proficiency Shortfalls. Testimony before the Subcommittee on International Security, Proliferation, and Federal Services, Committee on Governmental Affairs, U.S. Senate.

    ERIC Educational Resources Information Center

    Westin, Susan S.

    This statement examines the nature and impact of foreign language proficiency and personnel shortages in the Army, State Department, Central Intelligence Agency, and Federal Bureau of Investigation (FBI), discussing strategies used to address these shortages and efforts made to address current and projected shortages. All four agencies reported…

  2. Implications of staff 'churn' for nurse managers, staff, and patients.

    PubMed

    Duffield, Christine; Roche, Michael; O'Brien-Pallas, Linda; Catling-Paull, Christine

    2009-01-01

    In this article, the term "churn" is used not only because of the degree of change to staffing, but also because some of the reasons for staff movement are not classified as voluntary turnover. The difficulties for the nurse managing a unit with the degree of "churn" should not be under-estimated. Changes to skill mix and the proportions of full-time, agency, and temporary staff present challenges in providing clinical leadership, scheduling staff, performance management, and supervision. Perhaps more importantly, it is likely that there is an impact on the continuity of care provided in the absence of continuity of staffing. A greater understanding of the human and financial costs and consequences, and a willingness to change established practices at the institutional and ward level, are needed.

  3. Contingency Base Camp Operations and Management: Staffing and Organization

    DTIC Science & Technology

    2013-09-17

    security, safety , environmental and health risks to deployed forces. This study was undertaken to address operations and management (O&M) requirements...security, safety , envi- ronmental and health risks to deployed forces. This study was undertaken to address operations and management (O&M) requirements... food service oversight • Joint Visitor Bureau ERDC/CERL TR-13-18 16 • MWR. TF Archer was significantly augmented with engineer personnel to

  4. The Oklahoma bombing. Lessons learned.

    PubMed

    Anteau, C M; Williams, L A

    1997-06-01

    The Oklahoma City bombing experience in April of 1995 provided a unique opportunity to test the effectiveness of an existing disaster plan. The critical care nurses at Columbia Presbyterian Hospital learned valuable lessons about managing intense activity, equipment and supplies, staffing resources, and visitor issues. The degree to which the bombing affected the emotional state of personnel was unanticipated, and leaders learned that critical stress management interventions should be included in every emergency preparedness plan. Additionally, recommendations include using runners for communication; assigning specific roles (supplies, staffing, triage); keeping additional staff in reserve for shift relief; ensuring ample hospital staff members are available to coordinate visitors and media; and setting up record systems to preserve continuity. The unique lessons learned as a result of this terrorist attack can be used by other critical care nurses to understand and refine disaster plans.

  5. Regional economic effects of current and proposed management alternatives for Arrowwood National Wildlife Refuge

    USGS Publications Warehouse

    Koontz, Lynne; Lambert, Heather

    2005-01-01

    This report first provides a description of the local community and economy near the Refuge. An analysis of current and proposed management strategies that could affect the local economy is then presented. The Refuge management activities of economic concern in this analysis are Refuge personnel staffing and Refuge spending within the local community, and spending in the local community by Refuge visitors.

  6. Regional economic effects of current and proposed management alternatives for Sand Lake National Wildlife Refuge

    USGS Publications Warehouse

    Koontz, Lynne; Lambert, Heather

    2005-01-01

    This report first provides a description of the local community and economy near the Refuge. An analysis of current and proposed management strategies that could affect the local economy is then presented. The Refuge management activities of economic concern in this analysis are Refuge personnel staffing and Refuge spending within the local community, and spending in the local community by Refuge visitors.

  7. 78 FR 45580 - Hispanic Council on Federal Employment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-29

    ... OFFICE OF PERSONNEL MANAGEMENT Hispanic Council on Federal Employment AGENCY: Office of Personnel Management. ACTION: Cancelling and re-scheduling of Council meetings. SUMMARY: The Hispanic Council on... other responsibilities, the Council shall advise the Director of the Office of Personnel Management on...

  8. 78 FR 65010 - Hispanic Council on Federal Employment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-10-30

    ... OFFICE OF PERSONNEL MANAGEMENT Hispanic Council on Federal Employment AGENCY: Office of Personnel Management. ACTION: Cancelling and Re-Scheduling of Council Meetings. SUMMARY: The Hispanic Council on... other responsibilities, the Council shall advise the Director of the Office of Personnel Management on...

  9. 5 CFR 610.401 - General.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false General. 610.401 Section 610.401 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.401 General. This subpart contains regulatory requirements prescribed by the...

  10. 5 CFR 900.706 - Employment practices.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ....706 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS... Assisted Programs of the Office of Personnel Management § 900.706 Employment practices. (a) General. (1) No...-time or modified work schedules and other similar actions. (3) In determining pursuant to paragraph (b...

  11. Staffing Levels at National Collegiate Athletic Association Football Bowl Subdivision-Level Institutions

    PubMed Central

    MS, Suzie Aparicio; Welch Bacon, Cailee E.; Parsons, John T.; Bay, R. Curtis; Cohen, Randy P.; DeZeeuw, Terry; McLeod, Tamara C. Valovich

    2015-01-01

    Context The “Appropriate Medical Coverage for Intercollegiate Athletics” (AMCIA) document was created to support assessment and calculation of athletic training personnel requirements. However, little is known regarding disparities between current and recommended staffing practices. Objective To identify the staffing and employment characteristics of athletic health care services at Football Bowl Subdivision-level institutions. Design Cross-sectional study. Setting Web-based survey. Patients or Other Participants Head athletic trainers and athletic training staff members who were knowledgeable about budget and staff. Main Outcome Measure(s) The survey, Assessment of Staffing Levels at National Collegiate Athletic Association Football Bowl Subdivision-Level Institutions, was used to evaluate personal, university, and staff demographics; staffing and employment topics; and AMCIA variables and use. Results The survey was accessed and partially completed by 104 individuals (response rate = 84.6%). A total of 79 athletic trainers (response rate = 76%) completed the entire survey. One-third of the respondents (34.2%, n = 26) met the recommended number of full-time equivalents (FTEs) for football, two-thirds of the respondents (65.7%, n = 50) failed to meet the recommendation, and 26.2% (n = 27) were missing data needed for FTE calculation. Among those who did not meet the recommended FTEs (n = 50), 38.0% (n = 19) were within 1 FTE of being compliant, 26.0% (n = 13) were within 2 FTEs, and 24.0% (n = 12) were within 3 FTEs. About one-third of respondents (35.9%, n = 37) reported not using the AMCIA, citing lack of funding (29.7%, n = 11), lack of administrative support (21.6%, n = 8), and other reasons (37.8%, n = 14). Conclusions The majority of institutions that used the AMCIA were able to provide justification for staffing. For most of the institutions that failed to meet their recommendation, adding 1–3 FTE athletic trainers for football would change their compliance status. A uniform definition of the term FTE within collegiate athletics is needed to allow for structured assessment and allocation of staffing and workloads. PMID:26599959

  12. The Combined Enterprise Regional Information Exchange System -- The Way Ahead

    DTIC Science & Technology

    2007-09-01

    the more complex, difficult functions have been centralized to areas under less stress that are staffed with support personnel with a higher level of...ABBREVIATIONS AND ACRONYMS AAP Accelerated Acquisition Plan ACAT Acquisition Category ADNS Automated Digital Network System ALT Actual Learning...a half, while we worked on this project was invaluable. We would especially like to thank LtCol Karl Pfeiffer and Mr. Buddy Barreto for their

  13. 5 CFR 610.403 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Definitions. 610.403 Section 610.403 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.403 Definitions. In this subpart, Agency, Credit Hours, and Employee have the...

  14. Communication network for decentralized remote tele-science during the Spacelab mission IML-2

    NASA Technical Reports Server (NTRS)

    Christ, Uwe; Schulz, Klaus-Juergen; Incollingo, Marco

    1994-01-01

    The ESA communication network for decentralized remote telescience during the Spacelab mission IML-2, called Interconnection Ground Subnetwork (IGS), provided data, voice conferencing, video distribution/conferencing and high rate data services to 5 remote user centers in Europe. The combination of services allowed the experimenters to interact with their experiments as they would normally do from the Payload Operations Control Center (POCC) at MSFC. In addition, to enhance their science results, they were able to make use of reference facilities and computing resources in their home laboratory, which typically are not available in the POCC. Characteristics of the IML-2 communications implementation were the adaptation to the different user needs based on modular service capabilities of IGS and the cost optimization for the connectivity. This was achieved by using a combination of traditional leased lines, satellite based VSAT connectivity and N-ISDN according to the simulation and mission schedule for each remote site. The central management system of IGS allows minimization of staffing and the involvement of communications personnel at the remote sites. The successful operation of IGS for IML-2 as a precursor network for the Columbus Orbital Facility (COF) has proven the concept for communications to support the operation of the COF decentralized scenario.

  15. Alternative forms of transport and their use in the health services of developing countries.

    PubMed

    Gish, O; Walker, G

    1978-01-01

    During the past few years greater interest has been shown in ways in which the coverage of health services in developing countries might be increased. Frequently, it has been advocated that greater use be made of mobile health services, often using relatively sophisticated transport systems, including aircraft. The present article examines the uses to which mobility in health services has been put and the merits of different forms of transport, within the resource constraints and health "needs" of Third World countries. Our main conclusions are that for the majority of health service movement appropriate intermediate technology transport should be used (i.e. bicycle, animals, or motorcycles). The use of mechanical transport within health services with the highest benefit per unit cost is likely to be that employed in the regular supportive (not policing) visits to permanently staffed fixed basic care facilities by more highly skilled and scarce health personnel. Those clinics located closer to the regional base can usually be reached more cheaply by land transport, while those at a distance might justify the use of a light aircraft. Where aircraft are used in this supportive role, it is important they are integrated into the ongoing health services and tightly scheduled to lessen the risk of their diversion to less cost-effective activities.

  16. 5 CFR 610.402 - Coverage.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 610.402 Section 610.402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.402 Coverage. The regulations contained in this subpart apply only to...

  17. 5 CFR 610.402 - Coverage.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 610.402 Section 610.402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.402 Coverage. The regulations contained in this subpart apply only to...

  18. 5 CFR 610.402 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 610.402 Section 610.402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.402 Coverage. The regulations contained in this subpart apply only to...

  19. 5 CFR 610.402 - Coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 610.402 Section 610.402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Flexible and Compressed Work Schedules § 610.402 Coverage. The regulations contained in this subpart apply only to...

  20. The laboratory workforce shortage: a managerial perspective.

    PubMed

    Cortelyou-Ward, Kendall; Ramirez, Bernardo; Rotarius, Timothy

    2011-01-01

    Most clinical laboratories in the nation report severe difficulties in recruitment and retention of most types of personnel. Other important factors impacting this problem include work complexities, increased automation, and a graying workforce. As a further challenge, institutional needs for clinical laboratory personnel are expected to grow significantly in the next decade. This article examines the current situation of the clinical laboratory workforce. It analyzes the different types of personnel; the managerial, supervision, and line positions that are key for different types of laboratories; the job outlook and recent projections for different types of staff; and the current issues, trends, and challenges of the laboratory workforce. Laboratory managers need to take action with strategies suggested for overcoming these challenges. Most importantly, they need to become transformational leaders by developing effective staffing models, fostering healthy and productive work environments, and creating value with a strategic management culture and implementation of knowledge management.

  1. Maximizing Efficiency and Reducing Robotic Surgery Costs Using the NASA Task Load Index.

    PubMed

    Walters, Carrie; Webb, Paula J

    2017-10-01

    Perioperative leaders at our facility were struggling to meet efficiency targets for robotic surgery procedures while also maintaining the satisfaction of the surgical team. We developed a human resources time and motion study tool and used it in conjunction with the NASA Task Load Index to observe and analyze the required workload of personnel assigned to 25 robotic surgery procedures. The time and motion study identified opportunities to enlist the help of nonlicensed support personnel to ensure safe patient care and improve OR efficiency. Using the NASA Task Load Index demonstrated that high temporal, effort, and physical demands existed for personnel assisting with and performing robotic surgery. We believe that this process could be used to develop cost-effective staffing models, resulting in safe and efficient care for all surgical patients. Copyright © 2017 AORN, Inc. Published by Elsevier Inc. All rights reserved.

  2. 5 CFR 362.203 - Filling positions.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Filling positions. 362.203 Section 362.203 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PATHWAYS...) Appointments. (1) An agency may make Intern appointments, pursuant to its Pathways MOU, using the Schedule D...

  3. 5 CFR 362.203 - Filling positions.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Filling positions. 362.203 Section 362.203 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PATHWAYS...) Appointments. (1) An agency may make Intern appointments, pursuant to its Pathways MOU, using the Schedule D...

  4. 5 CFR 531.401 - Principal authorities.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Principal authorities. 531.401 Section 531.401 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Within-Grade Increases § 531.401 Principal authorities. The following are the...

  5. 5 CFR 550.1001 - Coverage.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 550.1001 Section 550.1001 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Adjustment of Work Schedules for Religious Observances § 550.1001 Coverage. This subpart applies to each...

  6. 5 CFR 550.1001 - Coverage.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 550.1001 Section 550.1001 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Adjustment of Work Schedules for Religious Observances § 550.1001 Coverage. This subpart applies to each...

  7. 5 CFR 550.1001 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Coverage. 550.1001 Section 550.1001 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Adjustment of Work Schedules for Religious Observances § 550.1001 Coverage. This subpart applies to each...

  8. 5 CFR 550.1001 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 550.1001 Section 550.1001 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Adjustment of Work Schedules for Religious Observances § 550.1001 Coverage. This subpart applies to each...

  9. 5 CFR 550.1001 - Coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 550.1001 Section 550.1001 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Adjustment of Work Schedules for Religious Observances § 550.1001 Coverage. This subpart applies to each...

  10. Manager's handbook for software development, revision 1

    NASA Technical Reports Server (NTRS)

    1990-01-01

    Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences of the Software Engineering Laboratory (SEL) with flight dynamics software development. The management aspects of the following subjects are described: organizing the project, producing a development plan, estimating costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying.

  11. [The social hygiene problems in the operator work of hydroelectric power station workers and the means for enhancing work capacity].

    PubMed

    Karakashian, A N; Lepeshkina, T R; Ratushnaia, A N; Glushchenko, S S; Zakharenko, M I; Lastovchenko, V B; Diordichuk, T I

    1993-01-01

    Weight, tension and harmfulness of professional activity, peculiarities of labour conditions and characteristics of work, shift dynamics of operative personnel's working capacity were studied in the course of 8-hour working day currently accepted at hydroelectric power stations (HEPS) and experimental 12-hour schedule. Working conditions classified as "admissible", positive dynamics of operators' state, their social and material contentment were a basis for 12-hour two-shift schedule to be recommended as more appropriate. At the same time, problem of optimal shift schedules for operative personnel of HEPS remains unsolved and needs to be further explored.

  12. [Cleaning and disinfection in nursing homes. Data on quality of structure, process and outcome in nursing homes in Frankfurt am Main, Germany, 2011].

    PubMed

    Heudorf, U; Gasteyer, S; Samoiski, Y; Voigt, K

    2012-08-01

    Due to the Infectious Disease Prevention Act, public health services in Germany are obliged to check the infection prevention in hospitals and other medical facilities as well as in nursing homes. In Frankfurt/Main, Germany, standardized control visits have been performed for many years. In 2011 focus was laid on cleaning and disinfection of surfaces. All 41 nursing homes were checked according to a standardized checklist covering quality of structure (i.e. staffing, hygiene concept), quality of process (observation of the cleaning processes in the homes) and quality of output, which was monitored by checking the cleaning of fluorescent marks which had been applied some days before and should have been removed via cleaning in the following days before the final check. In more than two thirds of the homes, cleaning personnel were salaried, in one third external personnel were hired. Of the homes 85% provided service clothing and all of them offered protective clothing. All homes had established hygiene and cleaning concepts, however, in 15% of the homes concepts for the handling of Norovirus and in 30% concepts for the handling of Clostridium difficile were missing. Regarding process quality only half of the processes observed, i.e. cleaning of hand contact surfaces, such as handrails, washing areas and bins, were correct. Only 44% of the cleaning controls were correct with enormous differences between the homes (0-100%). The correlation between quality of process and quality of output was significant. There was good quality of structure in the homes but regarding quality of process and outcome there was great need for improvement. This was especially due to faults in communication and coordination between cleaning personnel and nursing personnel. Quality outcome was neither associated with the number of the places for residents nor with staffing. Thus, not only quality of structure but also quality of process and outcome should be checked by the public health services.

  13. Site support program plan for ICF Kaiser Hanford Company, Revision 1

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    NONE

    1995-10-01

    This document is the general administrative plan implemented by the Hanford Site contractor, ICF Kaiser Hanford Company. It describes the mission, administrative structure, projected staffing, to be provided by the contractor. The report breaks out the work responsibilities within the different units of the company, a baseline schedule for the different groups, and a cost summary for the different operating units.

  14. A study on the impact of prioritising emergency department arrivals on the patient waiting time.

    PubMed

    Van Bockstal, Ellen; Maenhout, Broos

    2018-05-03

    In the past decade, the crowding of the emergency department has gained considerable attention of researchers as the number of medical service providers is typically insufficient to fulfil the demand for emergency care. In this paper, we solve the stochastic emergency department workforce planning problem and consider the planning of nurses and physicians simultaneously for a real-life case study in Belgium. We study the patient arrival pattern of the emergency department in depth and consider different patient acuity classes by disaggregating the arrival pattern. We determine the personnel staffing requirements and the design of the shifts based on the patient arrival rates per acuity class such that the resource staffing cost and the weighted patient waiting time are minimised. In order to solve this multi-objective optimisation problem, we construct a Pareto set of optimal solutions via the -constraints method. For a particular staffing composition, the proposed model minimises the patient waiting time subject to upper bounds on the staffing size using the Sample Average Approximation Method. In our computational experiments, we discern the impact of prioritising the emergency department arrivals. Triaging results in lower patient waiting times for higher priority acuity classes and to a higher waiting time for the lowest priority class, which does not require immediate care. Moreover, we perform a sensitivity analysis to verify the impact of the arrival and service pattern characteristics, the prioritisation weights between different acuity classes and the incorporated shift flexibility in the model.

  15. 5 CFR 532.271 - Special wage schedules for National Park Service positions in overlap areas.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Special wage schedules for National Park... wage schedules for National Park Service positions in overlap areas. (a)(1) The Department of the Interior shall establish special schedules for wage employees of the National Park Service whose duty...

  16. 5 CFR 532.271 - Special wage schedules for National Park Service positions in overlap areas.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Special wage schedules for National Park... wage schedules for National Park Service positions in overlap areas. (a)(1) The Department of the Interior shall establish special schedules for wage employees of the National Park Service whose duty...

  17. 5 CFR 532.271 - Special wage schedules for National Park Service positions in overlap areas.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Special wage schedules for National Park... wage schedules for National Park Service positions in overlap areas. (a)(1) The Department of the Interior shall establish special schedules for wage employees of the National Park Service whose duty...

  18. 5 CFR 532.271 - Special wage schedules for National Park Service positions in overlap areas.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Special wage schedules for National Park... wage schedules for National Park Service positions in overlap areas. (a)(1) The Department of the Interior shall establish special schedules for wage employees of the National Park Service whose duty...

  19. 5 CFR 532.271 - Special wage schedules for National Park Service positions in overlap areas.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Special wage schedules for National Park... wage schedules for National Park Service positions in overlap areas. (a)(1) The Department of the Interior shall establish special schedules for wage employees of the National Park Service whose duty...

  20. 5 CFR 531.202 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 531.202 Section 531.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.202 Coverage. This subpart covers employees who occupy...

  1. 5 CFR 531.402 - Employee coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Employee coverage. 531.402 Section 531.402 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Within-Grade Increases § 531.402 Employee coverage. (a) Except as provided in paragraph...

  2. 5 CFR 531.202 - Coverage.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 531.202 Section 531.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.202 Coverage. This subpart covers employees who occupy...

  3. 5 CFR 531.202 - Coverage.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 531.202 Section 531.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.202 Coverage. This subpart covers employees who occupy...

  4. 5 CFR 531.202 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Coverage. 531.202 Section 531.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.202 Coverage. This subpart covers employees who occupy...

  5. 5 CFR 531.202 - Coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 531.202 Section 531.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.202 Coverage. This subpart covers employees who occupy...

  6. 5 CFR 531.215 - Setting pay upon demotion.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Setting pay upon demotion. 531.215 Section 531.215 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay Setting Pay When Appointment Or Position...

  7. 5 CFR 531.214 - Setting pay upon promotion.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Setting pay upon promotion. 531.214 Section 531.214 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay Setting Pay When Appointment Or Position...

  8. Measuring Chemotherapy Appointment Duration and Variation Using Real-Time Location Systems.

    PubMed

    Barysauskas, Constance M; Hudgins, Gina; Gill, Katie Kupferberg; Camuso, Kristen M; Bagley, Janet; Rozanski, Sheila; Kadish, Sarah

    Clinical schedules drive resource utilization, cost, and patient wait time. Accurate appointment duration allocation ensures appropriate staffing ratios to daily caseloads and maximizes scarce resources. Dana-Farber Cancer Institute (DFCI) infusion appointment duration is adjusted by regimen using a consensus method of experts including pharmacists, nurses, and administrators. Using real-time location system (RTLS), we examined the accuracy of observed appointment duration compared with the scheduled duration. Appointment duration was calculated using RTLS at DFCI between August 1, 2013, and September 30, 2013. Duration was defined as the total time a patient occupied an infusion chair. The top 10 administered infusion regimens were investigated (n = 805). Median observed appointment durations were statistically different than the scheduled durations. Appointment durations were shorter than scheduled 98% (C), 95% (I), and 75% (F) of the time and longer than scheduled 77% (A) and 76% (G) of the time. Fifty-six percent of the longer than scheduled (A) appointments were at least 30 minute longer. RTLS provides reliable and unbiased data to improve schedule accuracy. Replacing consensus with system-based data may improve clinic flow, relieve staff stress, and increase patient satisfaction. Further investigation is warranted to elucidate factors that impact variation in appointment duration.

  9. 21 CFR 1314.35 - Training of sales personnel.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 21 Food and Drugs 9 2010-04-01 2010-04-01 false Training of sales personnel. 1314.35 Section 1314.35 Food and Drugs DRUG ENFORCEMENT ADMINISTRATION, DEPARTMENT OF JUSTICE RETAIL SALE OF SCHEDULED LISTED CHEMICAL PRODUCTS Sales by Regulated Sellers § 1314.35 Training of sales personnel. Each regulated...

  10. 21 CFR 1314.101 - Training of sales personnel.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 21 Food and Drugs 9 2012-04-01 2012-04-01 false Training of sales personnel. 1314.101 Section 1314.101 Food and Drugs DRUG ENFORCEMENT ADMINISTRATION, DEPARTMENT OF JUSTICE RETAIL SALE OF SCHEDULED LISTED CHEMICAL PRODUCTS Mail-Order Sales § 1314.101 Training of sales personnel. Each regulated person...

  11. Enhancing Army Joint Force Headquarters Capabilities

    DTIC Science & Technology

    2010-01-01

    the public and private sectors around the world . RAND’s publications do not necessarily reflect the opinions of its research clients and...group of JTF– Atlas Response was staffed with 13 personnel, the J2 cell with 24, the J3 cell with 21, and so on. In addition to the joint staff...as the judge advocate general, the surgeon general, the chaplain, and so on. The total approved size of JTF- Atlas Response was 147.

  12. 5 CFR 610.101 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 610.101 Section 610.101 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.101 Coverage. This subpart applies to each employee to whom subpart A of part 550...

  13. 5 CFR 610.101 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Coverage. 610.101 Section 610.101 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.101 Coverage. This subpart applies to each employee to whom subpart A of part 550...

  14. 5 CFR 610.101 - Coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 610.101 Section 610.101 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.101 Coverage. This subpart applies to each employee to whom subpart A of part 550...

  15. 5 CFR 610.101 - Coverage.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 610.101 Section 610.101 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.101 Coverage. This subpart applies to each employee to whom subpart A of part 550...

  16. 5 CFR 610.101 - Coverage.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 610.101 Section 610.101 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.101 Coverage. This subpart applies to each employee to whom subpart A of part 550...

  17. Military Personnel: DOD Needs to Take Further Actions to Prevent Sexual Assault During Initial Military Training

    DTIC Science & Technology

    2014-09-01

    health care providers affected whether servicemembers who are victims of sexual assault can or do access mental health services. We made nine...victims’ access to mental health care ; and evaluate appropriate staffing levels of certain sexual assault response-related positions. DOD concurred with...Defense Health Care Reform: Additional Implementation Details Would Increase Transparency of DOD’s Plans and Enhance Accountability, GAO-14-49 (Washington

  18. DORCA II: Dynamic operations requirements and cost analysis program

    NASA Technical Reports Server (NTRS)

    1976-01-01

    Program is written to handle logistics of acquisition and transport of personnel, equipment, and services and to determine costs, transport schedules, acquisition schedules, and fuel requirements of cargo transport.

  19. Conference on Workforce Quality Assessment Held in Washington, DC on 8 May 1989

    DTIC Science & Technology

    1989-09-01

    of Education Statistics Sar Levitan, Director Department of Education Center for Social Policy Studies George Washington University Michael G. Hansen...wO. it’" Merit Systems Protection Board Office of Personnel Management A Federal Government which is staffed by well qualified and motivated ...long been national policy to provide for a merit-based civil service system. The question of whether we have met the objective of a well qualified

  20. 5 CFR 531.207 - Applying annual pay adjustments.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Applying annual pay adjustments. 531.207 Section 531.207 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Determining Rate of Basic Pay General Provisions § 531.207 Applying annual...

  1. 5 CFR 531.603 - Locality pay areas.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Locality pay areas. 531.603 Section 531.603 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Locality-Based Comparability Payments § 531.603 Locality pay areas. (a) Locality rates of...

  2. A Study of the Staffing Requirements for the Replacement Hospital, National Naval Medical Center, Bethesda, Maryland

    DTIC Science & Technology

    1980-08-01

    individual services. Furthermore, while historical workload statistics for the facility as a whole are available, individual services’ workload...the linear production function statistically fitted to workload data associated with these areas in order to determine the numbers of different...scheduled replacement hospital, this study was conducted to reveal that regardless of increased facility efficiency design, current manpower

  3. Irrigation scheduling by ET and soil water sensing

    USDA-ARS?s Scientific Manuscript database

    Irrigation scheduling is the process of deciding when, where and how much to irrigate, usually with the goal of optimizing economic return on investment in land, equipment, inputs and personnel. This hour-long seminar presents methods of irrigation scheduling based, on the one hand on estimates of t...

  4. [Problems encountered during the installation of an automated anesthesia documentation system (AIMS)].

    PubMed

    Müller, H; Naujoks, F; Dietz, S

    2002-08-01

    Problems encountered during the installation and introduction of an automated anaesthesia documentation system are discussed. Difficulties have to be expected in the area of staff training because of heterogeneous experience in computer usage and in the field of online documentation of vital signs. Moreover the areas of net administration and hardware configuration as well as general administrative issues also represent possible sources of drawbacks. System administration and reliable support provided by personnel of the department of anaesthesiology assuring staff motivation and reducing time of system failures require adequately staffed departments. Based on our own experiences, we recommend that anaesthesiology departments considering the future installation and use of an automated anaesthesia documentation system should verify sufficient personnel capacities prior to their decision.

  5. Using linear programming to minimize the cost of nurse personnel.

    PubMed

    Matthews, Charles H

    2005-01-01

    Nursing personnel costs make up a major portion of most hospital budgets. This report evaluates and optimizes the utility of the nurse personnel at the Internal Medicine Outpatient Clinic of Wake Forest University Baptist Medical Center. Linear programming (LP) was employed to determine the effective combination of nurses that would allow for all weekly clinic tasks to be covered while providing the lowest possible cost to the department. Linear programming is a standard application of standard spreadsheet software that allows the operator to establish the variables to be optimized and then requires the operator to enter a series of constraints that will each have an impact on the ultimate outcome. The application is therefore able to quantify and stratify the nurses necessary to execute the tasks. With the report, a specific sensitivity analysis can be performed to assess just how sensitive the outcome is to the stress of adding or deleting a nurse to or from the payroll. The nurse employee cost structure in this study consisted of five certified nurse assistants (CNA), three licensed practicing nurses (LPN), and five registered nurses (RN). The LP revealed that the outpatient clinic should staff four RNs, three LPNs, and four CNAs with 95 percent confidence of covering nurse demand on the floor. This combination of nurses would enable the clinic to: 1. Reduce annual staffing costs by 16 percent; 2. Force each level of nurse to be optimally productive by focusing on tasks specific to their expertise; 3. Assign accountability more efficiently as the nurses adhere to their specific duties; and 4. Ultimately provide a competitive advantage to the clinic as it relates to nurse employee and patient satisfaction. Linear programming can be used to solve capacity problems for just about any staffing situation, provided the model is indeed linear.

  6. 5 CFR 511.613 - Appeals reconsideration by the Office.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Appeals reconsideration by the Office. 511.613 Section 511.613 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS CLASSIFICATION UNDER THE GENERAL SCHEDULE Classification Appeals § 511.613 Appeals reconsideration by the Office. The Office may, at its...

  7. Study and Demonstration of Planning and Scheduling Concepts for the Earth Observing System Data and Information System

    NASA Technical Reports Server (NTRS)

    Davis, Randal; Thalman, Nancy

    1993-01-01

    The University of Colorado's Laboratory for Atmospheric and Space Physics (CU/LASP) along with the Goddard Space Flight Center (GSFC) and the Jet Propulsion Laboratory (JPL) designed, implemented, tested, and demonstrated a prototype of the distributed, hierarchical planning and scheduling system comtemplated for the Earth Observing System (EOS) project. The planning and scheduling prototype made use of existing systems: CU/LASP's Operations and Science Instrument Support Planning and Scheduling (OASIS-PS) software package; GSFC's Request Oriented Scheduling Engine (ROSE); and JPL's Plan Integrated Timeliner 2 (Plan-It-2). Using these tools, four scheduling nodes were implemented and tied together using a new communications protocol for scheduling applications called the Scheduling Applications Interface Language (SAIL). An extensive and realistic scenario of EOS satellite operations was then developed and the prototype scheduling system was tested and demonstrated using the scenario. Two demonstrations of the system were given to NASA personnel and EOS core system (ECS) contractor personnel. A comprehensive volume of lessons learned was generated and a meeting was held with NASA and ECS representatives to review these lessons learned. A paper and presentation on the project's final results was given at the American Institute of Aeronautics and Astronautics Computing in Aerospace 9 conference.

  8. President of Council-Sir Alec

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    None

    2006-08-17

    In December 1983 the president of the Assocation of Personnel of CERN suggested inviting the president of the council to a personnel meeting with the goal of improving communication between the council and the personnel. The DG H. Schopper thanks the president of the council, Sir Alec, for having accepted the invitation despite his busy schedule.

  9. President of Council-Sir Alec

    ScienceCinema

    None

    2018-05-25

    In December 1983 the president of the Assocation of Personnel of CERN suggested inviting the president of the council to a personnel meeting with the goal of improving communication between the council and the personnel. The DG H. Schopper thanks the president of the council, Sir Alec, for having accepted the invitation despite his busy schedule.

  10. Stabilization and Reconstruction Staffing. Developing U.S. Civilian Personnel Capabilities

    DTIC Science & Technology

    2008-01-01

    www.rand.org as a public service of the RAND Corporation. 6Jump down to document THE ARTS CHILD POLICY CIVIL JUSTICE EDUCATION ENERGY AND ENVIRONMENT HEALTH AND...staff, the CPA, and its parent organizations and the Depart- ment of Defense (DoD), had to answer basic human-resources ques- tions, including: Which...validated (i.e., a formal determination that the position is needed and properly defined) requirements placed on them by their parent agencies

  11. Detainee Healthcare in Theater Hospitals: Are Air Force Medics Prepared for the Challenge

    DTIC Science & Technology

    2009-04-01

    hostility could include not having same sex medical personnel for detainees, which can be challenging, due to staffing limitations. Muslim males, and...set of problems called ethnocentrism . What it boils down to is the belief that your own culture is the normal and right way of doing things and...population itself, but more so with first identifying our own preconceptions, ethnocentrisms , as well as our propensity to push our own cultural

  12. A Comparison of Nurse Staffing Methods Used by the United States Air Force and Selected Civilian Hospitals

    DTIC Science & Technology

    1989-09-01

    X1 = average days of bed occupancy by medical and surgical patients/month lexcluding pediatric, nursery, neonatal intensive care, psychiatric and...one for a neonatal intensive nursery. The residency teaching program additive is identical to the one used in AFMS 5206. The neonatal intensive nursery...additive is quite straightforward: if the facility nas a Neonatal Level Ii nursery, a constant requirement for twelve additional personnel is added to

  13. Safety culture in the maternity unit of hospitals in Ilam province, Iran: a census survey using HSOPSC tool.

    PubMed

    Akbari, Nahid; Malek, Marzieh; Ebrahimi, Parvin; Haghani, Hamid; Aazami, Sanaz

    2017-01-01

    Improving quality of maternal care as well as patients' safety are two important issues in health-care service. Therefore, this study aimed to assess the culture of patient safety at maternity units. This cross-sectional study was conducted among staffs working at maternity units in seven hospitals of Ilam city, Iran. The staffs included in this study were gynecologists and midwifes working in different positions including matron, supervisors, head of departments and staffs. Data were collected using the Hospital Survey on Patient Safety Culture (HSOPSC). This study indicated that 59.1% of participants reported fair level of overall perceptions of safety and 67.1% declared that no event was reported during the past 12 months. The most positively perceived dimension of safety culture was teamwork within departments in view of managers (79.41) and personnel (81.10). However, the least positively perceived dimensions of safety culture was staffing levels. The current study revealed areas of strength (teamwork within departments) and weakness (staffing, punitive responses to error) among managers and personnel. In addition, we found that staffs in Ilam's hospitals accept the patient safety culture in maternity units, but, still are far away from excellent culture of patient safety. Therefore, it is necessary to promote culture of patient's safety among professions working in the maternity units of Ilam's hospitals.

  14. 5 CFR 530.307 - OPM review and adjustment of special rate schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    .... 5305(d), special rate schedule adjustments made by OPM have the force and effect of statute. (d)(1) For... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false OPM review and adjustment of special rate... REGULATIONS PAY RATES AND SYSTEMS (GENERAL) Special Rate Schedules for Recruitment and Retention General...

  15. Faculty Salary Survey. California Community Colleges. 1973-74.

    ERIC Educational Resources Information Center

    California Community Colleges, Sacramento. Office of the Chancellor.

    Data collected in a 1973-74 survey of faculty salaries and fringe benefits for California Community Colleges are provided in three schedules: (1) full-time faculty salary schedule, (2) distribution of salaries for full-time faculty, and (3) fringe benefits for full-time faculty and administrative personnel. The salary schedule for full-time…

  16. 5 CFR 610.121 - Establishment of work schedules.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... determined that the head of the agency: (i) Had knowledge of the specific days and hours of the work... employee had to be scheduled, or rescheduled, to meet the specific days and hours of that work requirement... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Establishment of work schedules. 610.121...

  17. 5 CFR 9901.104 - Scope of authority.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ....104 Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL SECURITY... with performance appraisal systems; (b) Chapter 51, dealing with General Schedule job classification...

  18. 5 CFR 531.603 - Locality pay areas.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Locality pay areas. 531.603 Section 531.603 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Locality-Based Comparability Payments § 531.603 Locality pay areas. (a) Locality rates of pay under this subpart shall be payable to...

  19. The project shift: a form of participative management and staffing.

    PubMed

    Puckett, F

    1991-11-01

    North Colorado Medical Center is a 326 bed primary and tertiary care medical center serving northeastern Colorado and southwestern Nebraska. The pharmacy department provides 24-hour-a-day clinical and distributive services to both inpatients and outpatients with a staff of 1 clinical pharmacy coordinator, 10 pharmacists (excluding pharmacy manager), and 11 technicians. Rather than rely on one assistant manager, the pharmacy manager involves all interested staff pharmacists in various administrative, clinical, and distributive projects. These project (P) shifts are scheduled 8-hour shifts with minimal or no drug distribution duties. This staffing system and form of participative management has been used since 1983 and has been successful in achieving three objectives: it provides assistance to the manager in achieving certain departmental objectives; it provides job variety and professional growth/satisfaction for staff pharmacists; and it provides flexible and readily available source of pharmacists to meet personal leave days (vacation, illness, time off) needs.

  20. Outreach: the western New York Hospital Library Services Program, 1985-1989.

    PubMed Central

    Birkinbine, L A; Bertuca, C A

    1991-01-01

    The Hospital Library Services Program (HLSP) in western New York, during the period covered by its first five-year plan, 1984-1989, is recounted and described. This ongoing program is funded annually by a New York State grant and hospital participation fees. It is designed to support access to biomedical information for health care professionals through a grant program for hospitals with staffed libraries and a circuit program for hospitals without library staffing or without libraries. Hospitals participating in the grant program contribute funds and receive grants for collection development. Hospitals participating in the circuit program pay a participation fee and receive regularly scheduled, documented, circuit librarian visits; a collection development grant; and a grant for contract library services. The program contracts with the State University of New York at Buffalo's (UB) Health Sciences Library to provide computerized literature searches; interlibrary loan (ILL) of journal articles, books, and audiovisuals; and ILL referrals. PMID:1958912

  1. An inside look at NASA planetology

    NASA Technical Reports Server (NTRS)

    Dwornik, S. E.

    1976-01-01

    Staffing, financing and budget controls, and research grant allocations of NASA are reviewed with emphasis on NASA-supported research in planetary geological sciences: studies of the composition, structure, and history of solar system planets. Programs, techniques, and research grants for studies of Mars photographs acquired through Mariner 6-10 flights are discussed at length, and particularly the handling of computer-enhanced photographic data. Scheduled future NASA-sponsored planet exploration missions (to Mars, Jupiter, Saturn, Uranus) are mentioned.

  2. Basic Microsurgery Training Using the Laboratory Rat (Rattus norvegicus)

    DTIC Science & Technology

    2017-03-23

    CHANGES: Have there been any personnel/staffing changes (PI/CI/ AI /TC/lnstructor) since the last IACUC approval of protocol, or annual review? _X_ Yes No If...Include Name, Protocol function - PI/CI/ AI /TC/lnstructor, IACUC approval -Yes/No) Maj Ryan Diepenbrock (PI) IACUC Approval Yes 18Jun 15 DELETIONS...Include Name, Protocol function - PI/CI/ AI /TC/lnstructor, Effective date of deletion) Lt Col Jean Luc Niel (PI) June 2015 Col Bradley Turner (Al)July

  3. An Investigation of Community Attitudes Toward Blast Noise: Complaint Survey Protocol

    DTIC Science & Technology

    2010-10-11

    increase complaints (Hume et al., 2003a). If an individual is already stressed by other non-noise factors, the source noise many be more annoying than...protocol (lab staffing, sampling and locating records, callback schedules) focused on completing the data collection for any given noise event within...relationship (e.g., increased feelings of importance of the installation tend to be associated with decreased annoyance). Due to the limited sample size only

  4. 39 CFR Appendix A to Subpart A of... - Mail Classification Schedule

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 39 Postal Service 1 2014-07-01 2014-07-01 false Mail Classification Schedule A Appendix A to Subpart A of Part 3020 Postal Service POSTAL REGULATORY COMMISSION PERSONNEL PRODUCT LISTS Mail Classification Schedule Pt. 3020, Subpt. A, App. A Appendix A to Subpart A of Part 3020—Mail Classification...

  5. Wartime Burn Care in Iraq: 28th Combat Support Hospital, 2003

    DTIC Science & Technology

    2007-11-01

    Himel HN. Edlich RF: Surgeons’, nurses ’ and bereaved families’ attitudes toward dying in the bum centre. Bums 1994: 20: 79-82. 38. Molter NC: When is...and wards for intensive, intermediate, and minimal nursing care, with beds for up to 296 inpatients. 1 The CSH is staffed with personnel with diverse...School. Participants in the meeting included nurses and physicians from the CSH, as well as several external subject matter experts to facilitate the

  6. 5 CFR 844.102 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL... the work schedule; restructuring the job; obtaining or modifying equipment or devices; providing.... Medical condition means a health impairment resulting from a disease or injury, including a psychiatric...

  7. Consolidation of the North Shore-LIJ Health System anatomic pathology services: the challenge of subspecialization, operations, quality management, staffing, and education.

    PubMed

    Groppi, Diane E; Alexis, Claudine E; Sugrue, Chiara F; Bevis, Cynthia C; Bhuiya, Tawfiqul A; Crawford, James M

    2013-07-01

    To describe our experience, both in meeting challenges and in reporting outcomes, of the consolidation of anatomic pathology services in the North Shore-LIJ Health System in February 2011. We addressed issues of governance, personnel, physical plant, quality programming, connectivity, and education. The highly regulated nature of the laboratory industry and the fact that patient care necessarily never pauses require that such a consolidation take place without a break in service or degradation in turnaround time and quality while engaging personnel at all levels in the extra duties related to consolidation. Subspecialization has allowed us to better meet the needs of our in-system health care community while increasing our access to the competitive outreach marketplace.

  8. 75 FR 16987 - Trade Adjustment Assistance; Merit Staffing of State Administration and Allocation of Training...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-02

    ...The Employment and Training Administration (ETA) of the Department of Labor (Department) issues this final rule to implement changes to the regulations for the Trade Adjustment Assistance for Workers (TAA) program under the Trade Act of 1974, as amended (Trade Act). This rule requires that personnel engaged in TAA-funded functions undertaken to carry out the worker adjustment assistance provisions must be State employees covered by a merit system of personnel administration. This rule also prescribes the system for allocating training funds to the States, as required by amendments to the Trade Act contained in the American Recovery and Reinvestment Act of 2009, commonly called the Recovery Act. The Recovery Act included provisions which reauthorized and significantly amended the TAA program.

  9. 5 CFR 9901.105 - OPM coordination and approval.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Section 9901.105 Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL... prior to— (1) Establishing or substantially revising career groups, occupational pay schedules, and pay...

  10. U.S. Army Nurse Membership, Accession and Loss Profiles (1987). Volume 1, Reserves

    DTIC Science & Technology

    1988-12-01

    nurses. In past years , maintaining an adequate supply of required nursing personnel was more easily controlled through recruitment or retention efforts...1984). A recent information paper on the U.S. Army Health Services COmmand Nurse Staffing Philosophy (1988) shcws an actual operating strength shortfall...the supply of bachelor’s degree- prepared IRNs will fall short of the demand by about 390,000 by 1990 and by about 578,000 by the year 2000. In

  11. Implementation of Compressed Work Schedules: Participation and Job Redesign as Critical Factors for Employee Acceptance.

    ERIC Educational Resources Information Center

    Latack, Janina C.; Foster, Lawrence W.

    1985-01-01

    Analyzes the effects of an implementation of a three-day/thirty-eight hour (3/38) work schedule among information systems personnel (N=84). Data showed that 18 months after implementation, 3/38 employees still strongly favor the compressed schedule. Data also suggest substantial organizational payoffs including reductions in sick time, overtime,…

  12. 5 CFR 430.209 - Agency responsibilities.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 430.209 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.209... the employee's most recent ratings of record, and any subsequent performance ratings, when an employee...

  13. 5 CFR 430.209 - Agency responsibilities.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 430.209 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Performance Appraisal for General Schedule, Prevailing Rate, and Certain Other Employees § 430.209... the employee's most recent ratings of record, and any subsequent performance ratings, when an employee...

  14. 75 FR 79052 - Excepted Service

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-12-17

    ... Treaty Organization and Europe. Effective October 8, 2010. DDGS17307 Special Assistant to the Principal... OFFICE OF PERSONNEL MANAGEMENT Excepted Service AGENCY: U.S. Office of Personnel Management (OPM... Schedule C appointments were approved during October 2010. Office of Management and Budget BOGS10025...

  15. Simplified construction scheduling for field personnel.

    DOT National Transportation Integrated Search

    2016-05-01

    The main purpose of this research is to determine the issues that INDOT faces with respect to schedule review/monitoring and determine the best practices by other DOTs in order to suggest improvements to INDOTs practices. Two questionnaire surveys an...

  16. 78 FR 12107 - Hispanic Council on Federal Employment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-02-21

    ... OFFICE OF PERSONNEL MANAGEMENT Hispanic Council on Federal Employment AGENCY: Office of Personnel Management. ACTION: Scheduling of Council Meetings. SUMMARY: The Hispanic Council on Federal Employment will... Management on matters involving the recruitment, hiring, and advancement of Hispanics in the Federal...

  17. 5 CFR 340.202 - General.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS OTHER THAN FULL-TIME CAREER EMPLOYMENT (PART-TIME, SEASONAL, ON-CALL, AND INTERMITTENT) Regulatory Requirements-Part-Time Employment § 340.202 General. (a) Definitions. Part-time career employment means regularly scheduled work of from...

  18. Range and mission scheduling automation using combined AI and operations research techniques

    NASA Technical Reports Server (NTRS)

    Arbabi, Mansur; Pfeifer, Michael

    1987-01-01

    Ground-based systems for Satellite Command, Control, and Communications (C3) operations require a method for planning, scheduling and assigning the range resources such as: antenna systems scattered around the world, communications systems, and personnel. The method must accommodate user priorities, last minute changes, maintenance requirements, and exceptions from nominal requirements. Described are computer programs which solve 24 hour scheduling problems, using heuristic algorithms and a real time interactive scheduling process.

  19. Navy-wide Personnel Survey (NPS) 2003: Summary of Survey Results

    DTIC Science & Technology

    2005-05-01

    NPS) 2003: Summary of Survey Results Navy Personnel Research, Studies, and Technology Department Bureau of Naval Personnel (NPRST/PERS-1) Millington...Studies, and Technology Navy Personnel Command 5720 Integrity Drive Millington, TN 38055-1400 www.nprst.navy.mil 5(3257𔃼&80(17$7,213$*( )RUP...Employment 11 13 The Length Of The New Duty Assignment 2 5 I Am Unaccompanied Because My New Work Schedule Does Not Allow Time For Family 5 4 I Am

  20. 33 CFR 146.140 - Emergency Evacuation Plan.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... be contacted; (5) List the facility's communications equipment, its available frequencies, and the communications schedules with shore installations, standby vessels, rescue aircraft, and other OCS facilities... its personnel would be placed in jeopardy and a mass evacuation of the facility's personnel would be...

  1. 29 CFR 1952.201 - Developmental schedule.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... legislation, August 1, 1973; (d) Regulations on variances, August 1973; (e) Management information system... Regulations Relating to Labor (Continued) OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR... schedule. (a) Retraining of present occupational safety and health personnel during March-May 1973; (b...

  2. 29 CFR 1952.201 - Developmental schedule.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... legislation, August 1, 1973; (d) Regulations on variances, August 1973; (e) Management information system... Regulations Relating to Labor (Continued) OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR... schedule. (a) Retraining of present occupational safety and health personnel during March-May 1973; (b...

  3. 29 CFR 1952.201 - Developmental schedule.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... legislation, August 1, 1973; (d) Regulations on variances, August 1973; (e) Management information system... Regulations Relating to Labor (Continued) OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR... schedule. (a) Retraining of present occupational safety and health personnel during March-May 1973; (b...

  4. 29 CFR 1952.201 - Developmental schedule.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... legislation, August 1, 1973; (d) Regulations on variances, August 1973; (e) Management information system... Regulations Relating to Labor (Continued) OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR... schedule. (a) Retraining of present occupational safety and health personnel during March-May 1973; (b...

  5. 29 CFR 1952.201 - Developmental schedule.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... legislation, August 1, 1973; (d) Regulations on variances, August 1973; (e) Management information system... Regulations Relating to Labor (Continued) OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR... schedule. (a) Retraining of present occupational safety and health personnel during March-May 1973; (b...

  6. To have and to hold: personnel shortage in a Finnish healthcare organisation.

    PubMed

    Heilmann, Pia

    2010-07-01

    Retirements of baby boomers will create a talent shortage in Finnish health care. Concurrently, difficulties exist in recruiting new personnel. This paper provides an overview concerning the bottlenecks in talent management in a Finnish hospital, and finds solutions for recruitment and retention problems of healthcare professionals (nurses and physicians). Because the healthcare staffing shortage is worldwide, the results of this paper are also useful internationally. The research was a qualitative case study and the research method used was group interview. Background data was gathered from the public media and healthcare trade organisations. The bottlenecks of talent management in hospital organisation seem to relate to retaining actions of senior personnel. Concurrently, the organisation should develop new practices for attracting new personnel. Very few efforts on image marketing and recruitment have been done. The Internet has not been fully exploited and recruitment information has not been sent even to the neighbouring nursing college. Job rotation has not been used as a help in recruitment and competence development. Difficulties exist in transmitting tacit knowledge from a retiring nurse to a junior nurse. Leadership skills of the superior seem to be important when retaining and committing senior personnel. Recruitment and retention problems encourage organisations to develop new recruitment and commitment practices as well as management and leadership skills.

  7. 5 CFR 9901.371 - Conversion into NSPS pay system.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Section 9901.371 Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL....231 for conversion rules related to determining an employee's career group, pay schedule, and band...

  8. 5 CFR 340.403 - Intermittent employment.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 340.403 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS OTHER THAN FULL-TIME CAREER EMPLOYMENT (PART-TIME, SEASONAL, ON-CALL, AND INTERMITTENT) Seasonal and intermittent... has an obligation to document the change in work schedule from intermittent to part-time or full-time...

  9. Energy Monitoring and Control Systems Operator Training - Recommended Qualifications, Staffing, Job Description, and Training Requirements for EMCS Operators.

    DTIC Science & Technology

    1982-06-01

    start/stop chiller optimization , and demand limiting were added. The system monitors a 7,000 ton chiller plant and controls 74 air handlers. The EMCS does...Modify analog limits. g. Adjust setpoints of selected controllers. h. Select manual or automatic control modes. i. Enable and disable individual points...or event schedules and controller setpoints ; make nonscheduled starts and stops of equipment or disable field panels when required for routine

  10. The relationship between nurses' stress and nurse staffing factors in a hospital setting.

    PubMed

    Purcell, Stacey R; Kutash, Mary; Cobb, Sarah

    2011-09-01

    The present study objective was to examine the relationships between nurses' stress and nurse staffing in a hospital setting. Nurses have many job-related stressors. There is a lack of research exploring the relationship between job stressors to staffing and day of week worked. The sample consisted of registered nurses (RNs) (N = 197) providing direct patient care. Data were collected via electronic software. Variables included demographic information, work setting information, Perceived Stress Scale (PSS) scores and Nursing Stress Scale (NSS) scores. Data analysis included descriptive statistics, correlations and analysis of variance. Among respondents, a positive correlation (r = 0.363, P  0.05) was found between the NSS and PSS and between age and patient work load (i.e. number of patients the nurse cared for) (r = 0.218, P < 0.05). A negative correlation (r = -0.142, P < 0.05) existed between NSS and respondents' age. Analysis of variance showed that younger nurses had more nursing stress than older nurses (F(1,195) = 4.283, P < 0.05). Age, patient work load and day of the week worked are important factors affecting nurses' stress levels. IMPLICATIONS FOR NURSING MANAGEMEN: Nurse managers should consider scheduling as a potential stressor for nurses. 2011 Blackwell Publishing Ltd.

  11. 5 CFR 9901.222 - Review of classification decisions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ....222 Section 9901.222 Administrative Personnel DEPARTMENT OF DEFENSE HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE...., pay system, career group, occupational series, official title, pay schedule, or pay band) of his or...

  12. Incorporating nurse absenteeism into staffing with demand uncertainty.

    PubMed

    Maass, Kayse Lee; Liu, Boying; Daskin, Mark S; Duck, Mary; Wang, Zhehui; Mwenesi, Rama; Schapiro, Hannah

    2017-03-01

    Increased nurse-to-patient ratios are associated negatively with increased costs and positively with improved patient care and reduced nurse burnout rates. Thus, it is critical from a cost, patient safety, and nurse satisfaction perspective that nurses be utilized efficiently and effectively. To address this, we propose a stochastic programming formulation for nurse staffing that accounts for variability in the patient census and nurse absenteeism, day-to-day correlations among the patient census levels, and costs associated with three different classes of nursing personnel: unit, pool, and temporary nurses. The decisions to be made include: how many unit nurses to employ, how large a pool of cross-trained nurses to maintain, how to allocate the pool nurses on a daily basis, and how many temporary nurses to utilize daily. A genetic algorithm is developed to solve the resulting model. Preliminary results using data from a large university hospital suggest that the proposed model can save a four-unit pool hundreds of thousands of dollars annually as opposed to the crude heuristics the hospital currently employs.

  13. 5 CFR 362.303 - Filling positions.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ....303 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PATHWAYS... to the Recent Graduates Program, pursuant to a Pathways MOU executed with the OPM, under Schedule D... situations. The agency's Pathways MOU must identify criteria for approving extensions. (d) Qualifications. An...

  14. 5 CFR 362.303 - Filling positions.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ....303 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PATHWAYS... to the Recent Graduates Program, pursuant to a Pathways MOU executed with the OPM, under Schedule D... situations. The agency's Pathways MOU must identify criteria for approving extensions. (d) Qualifications. An...

  15. Demonstrating Nonhexavelent Chrome Steel Conversion Coatings on Stryker High Hard Armor Steel Hatches

    DTIC Science & Technology

    2014-01-01

    29 Draft Joint Test Protocol – Validation of Pretreatments for Steel Armor 68 4.4.7 Rising Step Load (Stress Corrosion Cracking) 4.4.7.1...Cost Assessment 27 9. Schedule of Activities 29 10. Management and Staffing 29 11. References 30 Appendix A. Joint Test Protocol 33 Appendix B...in accordance with the tests delineated in the joint test protocol (JTP) provided in appendix A. The functional performance objectives are

  16. 5 CFR 9901.231 - Conversion of positions and employees to NSPS classification system.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... HUMAN RESOURCES MANAGEMENT AND LABOR RELATIONS SYSTEMS (DEPARTMENT OF DEFENSE-OFFICE OF PERSONNEL MANAGEMENT) DEPARTMENT OF DEFENSE NATIONAL SECURITY PERSONNEL SYSTEM (NSPS) Classification Transitional... employee's career group, pay schedule, and band upon conversion. (d) Grade retention prior to conversion...

  17. Supporting tactical intelligence using collaborative environments and social networking

    NASA Astrophysics Data System (ADS)

    Wollocko, Arthur B.; Farry, Michael P.; Stark, Robert F.

    2013-05-01

    Modern military environments place an increased emphasis on the collection and analysis of intelligence at the tactical level. The deployment of analytical tools at the tactical level helps support the Warfighter's need for rapid collection, analysis, and dissemination of intelligence. However, given the lack of experience and staffing at the tactical level, most of the available intelligence is not exploited. Tactical environments are staffed by a new generation of intelligence analysts who are well-versed in modern collaboration environments and social networking. An opportunity exists to enhance tactical intelligence analysis by exploiting these personnel strengths, but is dependent on appropriately designed information sharing technologies. Existing social information sharing technologies enable users to publish information quickly, but do not unite or organize information in a manner that effectively supports intelligence analysis. In this paper, we present an alternative approach to structuring and supporting tactical intelligence analysis that combines the benefits of existing concepts, and provide detail on a prototype system embodying that approach. Since this approach employs familiar collaboration support concepts from social media, it enables new-generation analysts to identify the decision-relevant data scattered among databases and the mental models of other personnel, increasing the timeliness of collaborative analysis. Also, the approach enables analysts to collaborate visually to associate heterogeneous and uncertain data within the intelligence analysis process, increasing the robustness of collaborative analyses. Utilizing this familiar dynamic collaboration environment, we hope to achieve a significant reduction of time and skill required to glean actionable intelligence in these challenging operational environments.

  18. A Hybrid Cadre Concept for International Space Station (ISS) Operations

    NASA Technical Reports Server (NTRS)

    Hagopian, Jeff; Mears, Teri

    2000-01-01

    The International Space Station (ISS) is a continuously operating on-orbit facility, with a ten to fifteen year lifetime. The staffing and rotation concepts defined and implemented for the ISS program must take into account the unique aspects associated with long duration mission operations. Innovative approaches to mission design and operations support must be developed and explored which address these unique aspects. Previous National Aeronautics and Space Administration (NASA) man-based space programs, with the exception of Skylab, dealt primarily with short duration missions with some amount of down time between missions; e.g., Shuttle, Spacelab, and Spacehab programs. The ISS Program on the other hand requires continuous support, with no down time between missions. ISS operations start with the first element launch and continue through the end of the program. It is this key difference between short and long duration missions that needs to be addressed by the participants in the ISS Program in effectively and efficiently staffing the positions responsible for mission design and operations. The primary drivers considered in the development of staffing and rotation concepts for the ISS Program are budget and responsiveness to change. However, the long duration aspects of the program necessitate that personal and social aspects also be considered when defining staffing concepts. To satisfy these needs, a Hybrid Cadre concept has been developed and implemented in the area of mission design and operations. The basic premise of the Hybrid Cadre concept is the definition of Increment-Independent and Increment-Dependent cadre personnel. This paper provides: definitions of the positions required to implement the concept, the rotation scheme that is applied to the individual positions, and a summary of the benefits and challenges associated with implementing the Hybrid Cadre concept.

  19. Nontraditional work schedules for pharmacists.

    PubMed

    Mahaney, Lynnae; Sanborn, Michael; Alexander, Emily

    2008-11-15

    Nontraditional work schedules for pharmacists at three institutions are described. The demand for pharmacists and health care in general continues to increase, yet significant material changes are occurring in the pharmacy work force. These changing demographics, coupled with historical vacancy rates and turnover trends for pharmacy staff, require an increased emphasis on workplace changes that can improve staff recruitment and retention. At William S. Middleton Memorial Veterans Affairs Hospital in Madison, Wisconsin, creative pharmacist work schedules and roles are now mainstays to the recruitment and retention of staff. The major challenge that such scheduling presents is the 8 hours needed to prepare a six-week schedule. Baylor Medical Center at Grapevine in Dallas, Texas, has a total of 45 pharmacy employees, and slightly less than half of the 24.5 full-time-equivalent staff work full-time, with most preferring to work one, two, or three days per week. As long as the coverage needs of the facility are met, Envision Telepharmacy in Alpine, Texas, allows almost any scheduling arrangement preferred by individual pharmacists or the pharmacist group covering the facility. Staffing involves a great variety of shift lengths and intervals, with shifts ranging from 2 to 10 hours. Pharmacy leaders must be increasingly aware of opportunities to provide staff with unique scheduling and operational enhancements that can provide for a better work-life balance. Compressed workweeks, job-sharing, and team scheduling were the most common types of alternative work schedules implemented at three different institutions.

  20. 75 FR 28071 - Records Schedules; Availability and Request for Comments

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-05-19

    ... authorized for disposal or reduce the retention period of records already authorized for disposal. NARA... this accumulation, agency records managers prepare schedules proposing retention periods for records... information concerning evaluations of enlisted personnel. Included are job ratings as well as information...

  1. 5 CFR 530.303 - Coverage.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 530.303 Section 530.303...) Special Rate Schedules for Recruitment and Retention General Provisions § 530.303 Coverage. (a) Under 5 U... coverage criteria specifically state otherwise. OPM will establish special rate schedules covering...

  2. 5 CFR 530.303 - Coverage.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Coverage. 530.303 Section 530.303...) Special Rate Schedules for Recruitment and Retention General Provisions § 530.303 Coverage. (a) Under 5 U... coverage criteria specifically state otherwise. OPM will establish special rate schedules covering...

  3. 5 CFR 530.303 - Coverage.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 530.303 Section 530.303...) Special Rate Schedules for Recruitment and Retention General Provisions § 530.303 Coverage. (a) Under 5 U... coverage criteria specifically state otherwise. OPM will establish special rate schedules covering...

  4. 5 CFR 530.303 - Coverage.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 530.303 Section 530.303...) Special Rate Schedules for Recruitment and Retention General Provisions § 530.303 Coverage. (a) Under 5 U... coverage criteria specifically state otherwise. OPM will establish special rate schedules covering...

  5. 5 CFR 530.303 - Coverage.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 530.303 Section 530.303...) Special Rate Schedules for Recruitment and Retention General Provisions § 530.303 Coverage. (a) Under 5 U... coverage criteria specifically state otherwise. OPM will establish special rate schedules covering...

  6. The predictable swarm: staying on top of radiology's cyclical staffing "bug".

    PubMed

    Ryan, Mary Jane

    2005-01-01

    Partners HealthCare System in Boston, MA, took some progressive and bold steps to address the recent staffing shortages in radiology. By addressing the shortage at the system level versus the individual hospital level, Partners was able to successfully recruit and support more than 80 new radiologic technologists from initial interest through graduation in 2 years. The recruitment effort helped reduce the utilization of temporary/agency personnel that cost the system more than dollar 6 million in 2001. The system utilized a multi-disciplinary team of professionals at many levels in the organization to achieve significant results in a relatively short period of time. Further, the organization channeled all available resources, including a grant from the US Department of Labor (DOL). The Boston Private Industry Council (BPIC), a local organization well known to the Partners HealthCare community benefits and human resources departments, managed the DOL grant. At least 64 of the first 80 graduates have accepted positions within Partners HealthCare radiology departments. The organization has further populated a database of more than 1,000 interested candidates, some of whom are currently in school and preparing for a future career in radiology, hopefully within the Partners HealthCare System. Partners HealthCare has managed to maintain a diversity rate at over 25% people of color by utilizing targeted recruiting efforts. Partners plans to continue to offer scholarships and other methods of support and career laddering for radiologic technologists in order to continue to meet staffing needs well in to the future. Partners HealthCare developed and implemented a "grow your own" strategy, and the system's leaders hold the philosophy that workforce development is a long-term investment requiring a flexible, permanent plan to stay ahead of the clinical staffing curve.

  7. SCAR Radiologic Technologist Survey: analysis of technologist workforce and staffing.

    PubMed

    Reiner, Bruce; Siegel, Eliot; Carrino, John A; McElveny, Ceela

    2002-09-01

    One of the greatest dilemmas facing medical imaging departments today is the worsening personnel crisis in the radiologic technologist (RT) workforce. As the volume and complexity of medical imaging studies continues to increase, an unprecedented imbalance exists between RT supply and demand. A number of etiologic factors have been postulated to contribute to this RT shortage including decreasing morale, perceived inadequacies in compensation, decreasing number of training programs, and limitations in the career ladder. Previous studies have cited improved technologist productivity as imaging departments successfully transition from film-based to filmless operation. This study was undertaken to address the impact of digital technologies (information systems, PACS, digital radiography) on technologist productivity, in an attempt to determine whether these technologies can be used to positively affect the existing RT workforce imbalance. A total of 112 facilities participated in this nationwide study, with representation of imaging providers that paralleled the demographic profile of the marketplace as a whole. Survey results indicate the existing RT staffing shortage is greatest within academic and rural-based hospitals and is most severe in the area of general radiography, which accounts for 65-70% of imaging department volumes. For general radiography alone, respondents report an average shortage of 2 RT full-time equivalents (FTE's) per institution, when comparing the number of budgeted RT FTE's versus the actual number of RT FTE's. Preliminary results indicate that at this time, RT staffing shortages are not affected by the presence or absence of digital information technologies. Additional research is planned through a five-year longitudinal data collection, to better delineate the complex relationship that exists between implementation of digital technologies and RT staffing.

  8. A case study: the initiative to improve RN scheduling at Hamilton Health Sciences.

    PubMed

    Wallace, Laurel-Anne; Pierson, Sharon

    2008-01-01

    In 2003, Hamilton Health Sciences embarked on an initiative to improve and standardize nursing schedules and scheduling practices. The scheduling project was one of several initiatives undertaken by a corporate-wide Nursing Resource Group established to enhance the work environment and patient care and to ensure appropriate utilization of nursing resources across the organization's five hospitals. This article focuses on major activities undertaken in the scheduling initiative. The step-by-step approach described, plus examples of the scheduling resources developed and samples of extended-tour schedules, will all provide insight, potential strategies and practical help for nursing administrators, human resources (HR) personnel and others interested in improving nurse scheduling.

  9. 4 CFR 28.55 - Scheduling the hearing.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 4 Accounts 1 2010-01-01 2010-01-01 false Scheduling the hearing. 28.55 Section 28.55 Accounts GOVERNMENT ACCOUNTABILITY OFFICE GENERAL PROCEDURES GOVERNMENT ACCOUNTABILITY OFFICE PERSONNEL APPEALS BOARD; PROCEDURES APPLICABLE TO CLAIMS CONCERNING EMPLOYMENT PRACTICES AT THE GOVERNMENT ACCOUNTABILITY OFFICE...

  10. Laboratory services series: a programmed maintenance system

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Tuxbury, D.C.; Srite, B.E.

    1980-01-01

    The diverse facilities, operations and equipment at a major national research and development laboratory require a systematic, analytical approach to operating equipment maintenance. A computer-scheduled preventive maintenance program is described including program development, equipment identification, maintenance and inspection instructions, scheduling, personnel, and equipment history.

  11. 5 CFR 532.417 - Within-grade increases.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 532.417 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Pay Administration § 532.417 Within-grade increases. (a) An employee paid under a regular Federal Wage System schedule with a work performance rating of satisfactory or better shall advance...

  12. 5 CFR 532.417 - Within-grade increases.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 532.417 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Pay Administration § 532.417 Within-grade increases. (a) An employee paid under a regular Federal Wage System schedule with a work performance rating of satisfactory or better shall advance...

  13. 5 CFR 532.417 - Within-grade increases.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 532.417 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Pay Administration § 532.417 Within-grade increases. (a) An employee paid under a regular Federal Wage System schedule with a work performance rating of satisfactory or better shall advance...

  14. There's a New Alphabet in Town: ESSA and Its Implications for Students, Schools, and School Nurses.

    PubMed

    Blackborow, Mary; Clark, Elizabeth; Combe, Laurie; Morgitan, Judith; Tupe, Anna

    2018-03-01

    The 2015 passage of the Every Student Succeeds Act (ESSA) provides state education agencies with more local control over educational planning, requires development of state accountability plans, and provides opportunities for advocacy surrounding school nursing-sensitive indicators of student success. Federal Title I, II, and IV funds are available for state and local education agency utilization in meeting educational needs of impoverished students and for development of high-quality instructional and support personnel. As Specialized Instructional Support Personnel, school nurses can utilize ESSA Title funding to positively impact chronic absenteeism, school climate, and school nurse staffing. ESSA can be a resource for funding school health services and professional education. This article will assist school nurses in better understanding ESSA and how funding is allocated to states and local education agencies.

  15. The Impact of Utilizing a Flexible Work Schedule on the Perceived Career Advancement Potential of Women

    ERIC Educational Resources Information Center

    Rogier, Sara A.; Padgett, Margaret Y.

    2004-01-01

    This study examined whether a woman working a flexible schedule would be perceived as having less career advancement potential than a woman on a regular schedule. Participants reviewed a packet of materials simulating the personnel file of a female employee in an accounting firm who was seeking promotion from manager to senior manager. Results…

  16. Modeling personnel turnover in the parametric organization

    NASA Technical Reports Server (NTRS)

    Dean, Edwin B.

    1991-01-01

    A model is developed for simulating the dynamics of a newly formed organization, credible during all phases of organizational development. The model development process is broken down into the activities of determining the tasks required for parametric cost analysis (PCA), determining the skills required for each PCA task, determining the skills available in the applicant marketplace, determining the structure of the model, implementing the model, and testing it. The model, parameterized by the likelihood of job function transition, has demonstrated by the capability to represent the transition of personnel across functional boundaries within a parametric organization using a linear dynamical system, and the ability to predict required staffing profiles to meet functional needs at the desired time. The model can be extended by revisions of the state and transition structure to provide refinements in functional definition for the parametric and extended organization.

  17. A Descriptive Evaluation of Automated Software Cost-Estimation Models,

    DTIC Science & Technology

    1986-10-01

    Version 1.03D) * PCOC (Version 7.01) - PRICE S • SLIM (Version 1.1) • SoftCost (Version 5. 1) * SPQR /20 (Version 1. 1) - WICOMO (Version 1.3) These...produce detailed GANTT and PERT charts. SPQR /20 is based on a cost model developed at ITT. In addition to cost, schedule, and staffing estimates, it...cases and test runs required, and the effectiveness of pre-test and test activities. SPQR /20 also predicts enhancement and maintenance activities. C

  18. Optimizing Fire Department Operations Through Work Schedule Analysis, Alternative Staffing, and Nonproductive Time Reduction

    DTIC Science & Technology

    2014-09-01

    hour work shift. A longer shift offers more time off between shifts, which can improve the employee’s family life , and personal emotional stress . On...Enhancing Work / Life Balance ,” Conn.L.Rev. 42 (2010): 1081–1527. 19 Nicole Jansen et al., “Need for Recovery from Work : Evaluating Short-Term Effects...24-hour work shift. A longer shift offers more time off between shifts that can improve the employee’s family life and personal emotional stress

  19. 78 FR 49359 - Pay Under the General Schedule and Recruitment, Relocation, and Retention Incentives

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-08-14

    .... Agencies may, in their agency retention incentive plans, require documentation of private-sector job offers... Schedule and Recruitment, Relocation, and Retention Incentives AGENCY: U.S. Office of Personnel Management... to improve oversight of recruitment and retention incentive determinations; add succession planning...

  20. 29 CFR 1952.173 - Developmental schedule.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ...) Inservice training plans for enforcement personnel will be developed within 18 months of plan approval. (f... (CONTINUED) APPROVED STATE PLANS FOR ENFORCEMENT OF STATE STANDARDS California § 1952.173 Developmental schedule. (a) Within 1 year following plan approval, legislation will be enacted authorizing complete...

  1. An agent based simulation tool for scheduling emergency department physicians.

    PubMed

    Jones, Spencer S; Evans, R Scott

    2008-11-06

    Emergency department overcrowding is a problem that threatens the public health of communities and compromises the quality of care given to individual patients. The Institute of Medicine recommends that hospitals employ information technology and operations research methods to reduce overcrowding. This paper describes the development of an agent based simulation tool that has been designed to evaluate the impact of various physician staffing configurations on patient waiting times in the emergency department. We evaluate the feasibility of this tool at a single hospital emergency department.

  2. 5 CFR 511.612 - Finality of decision.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ....612 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS CLASSIFICATION UNDER THE GENERAL SCHEDULE Classification Appeals § 511.612 Finality of decision. An appellate decision made by the Office is final unless reconsidered by the Office. There is no further right of appeal. The...

  3. 5 CFR 9901.371 - Conversion into NSPS pay system.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 3 2011-01-01 2011-01-01 false Conversion into NSPS pay system. 9901.371... SECURITY PERSONNEL SYSTEM (NSPS) Pay and Pay Administration Conversion Provisions § 9901.371 Conversion....231 for conversion rules related to determining an employee's career group, pay schedule, and band...

  4. 5 CFR 610.102 - Definitions.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS HOURS OF DUTY Weekly and Daily Scheduling of Work § 610.102 Definitions. In this subpart: Administrative workweek means any period of 7 consecutive 24-hour periods designated in advance by the head of the agency under section 6101 of title 5...

  5. 5 CFR 610.407 - Premium pay for holiday work for employees on compressed work schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... schedule who performs work on a holiday is entitled to basic pay, plus premium pay at a rate equal to basic pay, for the work that is not in excess of the employee's compressed work schedule for that day. For... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Premium pay for holiday work for...

  6. 5 CFR 531.403 - Definitions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE... performance by an employee that warrants advancement of the employee's rate of basic pay to the next higher.... Calendar week means a period of any seven consecutive calendar days. Critical element has the meaning given...

  7. HERO (Health Economics in Radiation Oncology): a pan-European project on radiotherapy resources and needs.

    PubMed

    Lievens, Y; Dunscombe, P; Defourny, N; Gasparotto, C; Borras, J M; Grau, C

    2015-02-01

    Radiotherapy continues to evolve at a rapid rate in technology and techniques, with both driving up costs in an era in which health care budgets are of increasing concern at every governmental level. Against this background, it is clear that the radiotherapy community needs to quantify the costs of state of the art practice and then to justify those costs through rigorous cost-effectiveness analyses. The European Society for Radiotherapy and Oncology-Health Economics in Radiation Oncology project is directed towards tackling this issue in the European context. The first step has been to provide a validated picture of the European radiotherapy landscape in terms of the availability of equipment, personnel and guidelines. An 84-item questionnaire was distributed to the 40 countries of the European Cancer Observatory, of which 34 provided partial or complete responses. There was a huge variation in the availability and sophistication of treatment equipment and staffing levels across Europe. The median number of MV units per million inhabitants was 5.3, but there was a seven-fold variation across the European countries. Likewise, although average staffing figures per million inhabitants were 12.8 for radiation oncologists, 7.6 for physicists, 3.5 for dosimetrists, 26.6 for radiation therapists and 14.8 for nurses, there was a 20-fold variation, even after grouping personnel with comparable duties in the radiotherapy process. Guidelines for capital and human resources were declared for most countries, but without explicitly providing metrics for developing capital and human resource inventories in many cases. Although courses delivered annually per resource item – be it equipment or staff – increase with decreasing gross national income (GNI) per capita, differences were observed in equipment and staff availability in countries with a higher GNI/n, indicating that health policy has a significant effect on the provision of services. Although more needs to be done to increase access to radiotherapy in Europe, the situation has improved considerably since the comparable RadioTherapy for Cancer: QUAnification of Infrastructure and Staffing Needs (QUARTS) study reported in 2005. Copyright © 2014 The Royal College of Radiologists. Published by Elsevier Ltd. All rights reserved.

  8. Safety measures to prevent workplace violence in emergency primary care centres--a cross-sectional study.

    PubMed

    Morken, Tone; Johansen, Ingrid H

    2013-10-03

    Employees in emergency primary care centres (EPCC) have raised personal safety as an issue. Despite a high risk of experiencing workplace violence at EPCCs in Norway, knowledge regarding applied preventive measures is limited. The description of existing safety measures is an important prerequisite to evaluate and make guidelines for the improvement of preventive practices on a national level. The objective of this study was to investigate to which extent general practitioners work alone in EPCCs in Norway, and to estimate the prevalence of other preventive measures against workplace violence. A survey was sent to the managers of all 210 registered EPCCs in Norway. The questionnaire included 22 items on safety measures, including available staff, architecture and outfitting of the reception and consulting rooms, and the availability of electronic safety systems and training or monitoring systems. The data were analysed using descriptive statistics. Differences between EPCCs staffed by one general practitioner alone and EPCCs with more health personnel on duty were explored. Sixty-one (30%) of the 203 participating EPCCs had more than one person on duty round-the-clock. These EPCCs reported the application of a significantly higher number of safety measures compared to the EPCCs with only one general practitioner on duty during some or part of the 24 hours. Examples of safety measures being more common in highly staffed EPCCs were automatic door locks (p < 0.001), arrangement of furniture in the consulting room ensuring that the patient is not seated between the clinician and the exit (p = 0.014), the possibility of bringing an extra person on emergency call-outs or home visits when needed for security reasons (p = 0.014), and having organised training regarding violence (p < 0.001). This study shows considerable differences between Norwegian EPCCs regarding applied preventive measures, and a higher prevalence of such measures in EPCCs staffed with several health personnel around-the-clock. More research is needed to understand the reasons for, and the effects of, these differences.

  9. 5 CFR 315.711 - Readers, interpreters, and personal assistants serving under Schedule A appointments.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... personal assistants serving under Schedule A appointments. (a) Agency authority. An agency may convert noncompetitively to career or career-conditional employment, a reader, interpreter, or personal assistant: (1) Who... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Readers, interpreters, and personal...

  10. 5 CFR 315.711 - Readers, interpreters, and personal assistants serving under Schedule A appointments.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... personal assistants serving under Schedule A appointments. (a) Agency authority. An agency may convert noncompetitively to career or career-conditional employment, a reader, interpreter, or personal assistant: (1) Who... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Readers, interpreters, and personal...

  11. 5 CFR 315.711 - Readers, interpreters, and personal assistants serving under Schedule A appointments.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... personal assistants serving under Schedule A appointments. (a) Agency authority. An agency may convert noncompetitively to career or career-conditional employment, a reader, interpreter, or personal assistant: (1) Who... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Readers, interpreters, and personal...

  12. 5 CFR 315.711 - Readers, interpreters, and personal assistants serving under Schedule A appointments.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... personal assistants serving under Schedule A appointments. (a) Agency authority. An agency may convert noncompetitively to career or career-conditional employment, a reader, interpreter, or personal assistant: (1) Who... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Readers, interpreters, and personal...

  13. 5 CFR 315.711 - Readers, interpreters, and personal assistants serving under Schedule A appointments.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... personal assistants serving under Schedule A appointments. (a) Agency authority. An agency may convert noncompetitively to career or career-conditional employment, a reader, interpreter, or personal assistant: (1) Who... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Readers, interpreters, and personal...

  14. 5 CFR 511.203 - Exercise of authority.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Exercise of authority. 511.203 Section... CLASSIFICATION UNDER THE GENERAL SCHEDULE Coverage of the General Schedule § 511.203 Exercise of authority. An agency may exercise the authority under § 511.202 only in accordance with guidelines and standards issued...

  15. 5 CFR 511.203 - Exercise of authority.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Exercise of authority. 511.203 Section... CLASSIFICATION UNDER THE GENERAL SCHEDULE Coverage of the General Schedule § 511.203 Exercise of authority. An agency may exercise the authority under § 511.202 only in accordance with guidelines and standards issued...

  16. 5 CFR 511.203 - Exercise of authority.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Exercise of authority. 511.203 Section... CLASSIFICATION UNDER THE GENERAL SCHEDULE Coverage of the General Schedule § 511.203 Exercise of authority. An agency may exercise the authority under § 511.202 only in accordance with guidelines and standards issued...

  17. 5 CFR 511.203 - Exercise of authority.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Exercise of authority. 511.203 Section... CLASSIFICATION UNDER THE GENERAL SCHEDULE Coverage of the General Schedule § 511.203 Exercise of authority. An agency may exercise the authority under § 511.202 only in accordance with guidelines and standards issued...

  18. 5 CFR 511.203 - Exercise of authority.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Exercise of authority. 511.203 Section... CLASSIFICATION UNDER THE GENERAL SCHEDULE Coverage of the General Schedule § 511.203 Exercise of authority. An agency may exercise the authority under § 511.202 only in accordance with guidelines and standards issued...

  19. Light treatment for NASA shiftworkers.

    PubMed

    Stewart, K T; Hayes, B C; Eastman, C I

    1995-04-01

    Intense artificial light can phase-shift circadian rhythms and improve performance, sleep, and well-being during shiftwork simulations. In real shiftworkers, however, exposure to sunlight and other time cues may decrease the efficacy of light treatment, and occupational and family responsibilities may make it impractical. With these considerations in mind, we designed and tested light-treatment protocols for NASA personnel who worked on shifted schedules during two Space Shuttle missions. During the prelaunch week, treatment subjects self-administered light of approximately 10,000 lux at times of day that phase-delay circadian rhythms. Treatment continued during the missions and for several days afterward. No treatment was administered to subjects in the control group. Treatment subjects reported better sleep, performance, and physical and emotional well-being than control subjects and rated the treatment as highly effective for promoting adjustment to their work schedules. Light treatment is both feasible and beneficial for NASA personnel who must work on shifted schedules during Space Shuttle missions.

  20. Simultaneous personnel and vehicle shift scheduling in the waste management sector.

    PubMed

    Ghiani, Gianpaolo; Guerriero, Emanuela; Manni, Andrea; Manni, Emanuele; Potenza, Agostino

    2013-07-01

    Urban waste management is becoming an increasingly complex task, absorbing a huge amount of resources, and having a major environmental impact. The design of a waste management system consists in various activities, and one of these is related to the definition of shift schedules for both personnel and vehicles. This activity has a great incidence on the tactical and operational cost for companies. In this paper, we propose an integer programming model to find an optimal solution to the integrated problem. The aim is to determine optimal schedules at minimum cost. Moreover, we design a fast and effective heuristic to face large-size problems. Both approaches are tested on data from a real-world case in Southern Italy and compared to the current practice utilized by the company managing the service, showing that simultaneously solving these problems can lead to significant monetary savings. Copyright © 2013 Elsevier Ltd. All rights reserved.

  1. A Generic and Target Architecture For Command and Control Information Systems

    DTIC Science & Technology

    1991-09-01

    forces, logistics, and optimum routing of forces to destination; supports development of the force, material and personnel 9 lists, schedules , and...recommendations T.5, T.6, and T.73 for Telefax. Teletex, Textfax, and Telefax are not currently scheduled to become a part of GOSIP. In the 1995-1997 time...defining application interfaces to the func- tional areas that impact resource management, for example, priority scheduling , real-time files, and

  2. A Cost Analysis of a Community Health Worker Program in Rural Vermont

    PubMed Central

    Wang, Guijing; Ruggles, Laural; Dunet, Diane O.

    2015-01-01

    Studies have shown that community health workers (CHWs) can improve the effectiveness of health care systems; however, little has been reported about CHW program costs. We examined the costs of a program staffed by three CHWs associated with a small, rural hospital in Vermont. We used a standardized data collection tool to compile cost information from administrative data and personal interviews. We analyzed personnel and operational costs from October 2010 to September 2011. The estimated total program cost was $420,348, a figure comprised of $281,063 (67 %) for personnel and $139,285 (33 %) for operations. CHW salaries and office space were the major cost components. Our cost analysis approach may be adapted by others to conduct cost analyses of their CHW program. Our cost estimates can help inform future economic studies of CHW programs and resource allocation decisions. PMID:23794072

  3. 5 CFR 213.3199 - Temporary organizations.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Temporary organizations. 213.3199 Section... SERVICE Excepted Schedules Schedule A § 213.3199 Temporary organizations. Positions on the staffs of temporary organizations, as defined in 5 U.S.C. 3161(a). Appointments may not exceed 3 years, but temporary...

  4. Effects of Sleep Deprivation on U.S. Navy Surface Ship Watchstander Performance using Alternative Watch Schedules

    DTIC Science & Technology

    2012-09-01

    75  xi LIST OF TABLES Table 1.  Allocation of Hours per Sailor per Week Based on the Navy Standard Workweek ...sleep than allotted by the Navy Standard Workweek (NSWW). On average, personnel onboard cruisers achieve two- hours less sleep per week and personnel on...fact that the Navy adopted the 168- hour Navy Standard Workweek (NSWW), multiple studies have shown the amount of work conducted by personnel onboard

  5. 5 CFR 532.253 - Special rates or rate ranges for leader, supervisory, and production facilitating positions.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Prevailing Rate Determinations § 532... facilitating grade on the regular schedule, plus the cents per hour difference between the prevailing rate of the appropriate nonsupervisory grade on the regular schedule and the prevailing rate of the special...

  6. 75 FR 8751 - Records Schedules; Availability and Request for Comments

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-02-25

    ..., Administration on Aging (N1-439-09-2, 14 items, 14 temporary items). Schedules of daily activities and files of... Services, Administration on Aging (N1-439-09-4, 9 items, 8 temporary items). Master data files containing... associated with the death of active duty military personnel. Proposed for permanent retention are such...

  7. Automated personnel data base system specifications, Task V. Final report

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Bartley, H.J.; Bocast, A.K.; Deppner, F.O.

    1978-11-01

    The full title of this study is 'Development of Qualification Requirements, Training Programs, Career Plans, and Methodologies for Effective Management and Training of Inspection and Enforcement Personnel.' Task V required the development of an automated personnel data base system for NRC/IE. This system is identified as the NRC/IE Personnel, Assignment, Qualifications, and Training System (PAQTS). This Task V report provides the documentation for PAQTS including the Functional Requirements Document (FRD), the Data Requirements Document (DRD), the Hardware and Software Capabilities Assessment, and the Detailed Implementation Schedule. Specific recommendations to facilitate implementation of PAQTS are also included.

  8. 5 CFR 610.123 - Travel on official time.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Travel on official time. 610.123 Section... DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.123 Travel on official time. Insofar as practicable travel during nonduty hours shall not be required of an employee. When it is essential that this...

  9. 5 CFR 610.123 - Travel on official time.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Travel on official time. 610.123 Section... DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.123 Travel on official time. Insofar as practicable travel during nonduty hours shall not be required of an employee. When it is essential that this...

  10. 5 CFR 610.123 - Travel on official time.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Travel on official time. 610.123 Section... DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.123 Travel on official time. Insofar as practicable travel during nonduty hours shall not be required of an employee. When it is essential that this...

  11. 5 CFR 610.123 - Travel on official time.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Travel on official time. 610.123 Section... DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.123 Travel on official time. Insofar as practicable travel during nonduty hours shall not be required of an employee. When it is essential that this...

  12. 5 CFR 610.123 - Travel on official time.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Travel on official time. 610.123 Section... DUTY Weekly and Daily Scheduling of Work Work Schedules § 610.123 Travel on official time. Insofar as practicable travel during nonduty hours shall not be required of an employee. When it is essential that this...

  13. 76 FR 20518 - Self-Certification and Employee Training of Mail-Order Distributors of Scheduled Listed Chemical...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-04-13

    ... individual employees may sell scheduled listed chemical products. The law governing self-certification of... listed chemical products. This record must be kept in the employee's personnel file. Self-certification... listed chemical products at retail. The annual self-certification fee for regulated sellers who are not...

  14. Absenteeism and Presenteeism among Care Workers in Swiss Nursing Homes and Their Association with Psychosocial Work Environment: A Multi-Site Cross-Sectional Study.

    PubMed

    Dhaini, Suzanne; Zúñiga, Franziska; Ausserhofer, Dietmar; Simon, Michael; Kunz, Regina; De Geest, Sabina; Schwendimann, René

    2016-01-01

    Worker productivity is central to the success of organizations such as healthcare institutions. However, both absenteeism and presenteeism impair that productivity. While various hospital studies have examined the prevalence of presenteeism and absenteeism and its associated factors among care workers, evidence from nursing home settings is scarce. To explore care workers' self-reported absenteeism and presenteeism in relation to nursing homes' psychosocial work environment factors. We performed a cross-sectional study utilizing survey data of 3,176 professional care workers in 162 Swiss nursing homes collected between May 2012 and April 2013. A generalized estimating equation ordinal logistic regression model was used to explore associations between psychosocial work environment factors (leadership, staffing resources, work stressors, affective organizational commitment, collaboration with colleagues and supervisors, support from other personnel, job satisfaction, job autonomy) and self-reported absenteeism and presenteeism. Absenteeism and presenteeism were observed in 15.6 and 32.9% of care workers, respectively. While absenteeism showed no relationship with the work environment, low presenteeism correlated with high leadership ratings (odds ratio [OR] 1.22, 95% confidence interval [CI] 1.01-1.48) and adequate staffing resources (OR 1.18, 95% CI 1.02-1.38). Self-reported presenteeism is more common than absenteeism in Swiss nursing homes, and leadership and staffing resource adequacy are significantly associated with presenteeism, but not with absenteeism. © 2015 S. Karger AG, Basel.

  15. The Relationships Among Licensed Nurse Turnover, Retention, and Rehospitalization of Nursing Home Residents

    PubMed Central

    Thomas, Kali S.

    2013-01-01

    Purpose: Individuals receiving postacute care in skilled nursing facilities often require complex, skilled care provided by licensed nurses. It is believed that a stable set of nursing personnel is more likely to deliver better care. The purpose of this study was to determine the relationships among licensed nurse retention, turnover, and a 30-day rehospitalization rate in nursing homes (NHs). Design and Methods: We combined two data sources: NH facility-level data (including characteristics of the facility, the market, and residents) and the Florida Nursing Home Staffing Reports (which provide staffing information for each NH) for 681 Florida NHs from 2002 to 2009. Using a two-way fixed effects model, we examined the relationships among licensed nurse turnover rates, retention rates, and 30-day rehospitalization rates. Results: Results indicate that an NH’s licensed nurse retention rate is significantly associated with the 30-day rehospitalization rate (est. = −.02, p = .04) controlling for demographic characteristics of the patient population, residents’ preferences for hospitalization, and the ownership characteristics of the NH. The NHs experiencing a 10% increase in their licensed nurse retention had a 0.2% lower rehospitalization rate, which equates to 2 fewer hospitalizations per NH annually. Licensed nurse turnover is not significantly related to the 30-day rehospitalization rate. Implications: These findings highlight the need for NH administrators and policy makers to focus on licensed nurse retention, and future research should focus on the measures of staff retention for understanding the staffing/quality relationship. PMID:22936529

  16. Assemby, test, and launch operations for the Mars Exploration Rovers

    NASA Technical Reports Server (NTRS)

    Wallace, Matthew T.; Hardy, Paul V.; Romero, Raul A.; Salvo, Christopher G.; Shain, Thomas W.; Thompson, Arthur D.; Wirth, John W.

    2005-01-01

    In January of 2004, NASA's twin Mars rovers, Spirit and Opportunity, successfully landed on opposite sides of the Red Planet after a seven month Earth to Mars cruise period. Both vehicles have operated well beyond their 90 day primary mission design life requirements. The Assembly, Test, and Launch Operations (ATLO) program for these missions presented unique technical and schedule challenges to the team at the Jet Propulsion Laboratory (JPL). Among these challenges were a highly compressed schedule and late deliveries leading to extended double shift staffing, dual spacecraft operations requiring test program diversification and resource arbitration, multiple atypical test configurations for airbag/rocket landings and surface mobility testing, and verification of an exceptionally large number of separations, deployments, and mechanisms. This paper discusses the flight system test philosophies and approach, and presents lessons learned.

  17. Measuring nursing essential contributions to quality patient care outcomes.

    PubMed

    Wolgast, Kelly A; Taylor, Katherine; Garcia, Dawn; Watkins, Miko

    2011-01-01

    Workload Management System for Nursing (WMSN) is a core Army Medical Department business system that has provided near real-time, comprehensive nursing workload and manpower data for decision making at all levels for over 25 years. The Army Manpower Requirements and Documentation Agency populates data from WMSN into the Manpower Staffing Standards System (Inpatient module within Automated Staffing Assessment Model). The current system, Workload Management System for Nursing Internet (WMSNi), is an interim solution that requires additional functionalities for modernization and integration at the enterprise level. The expanding missions and approved requirements for WMSNi support strategic initiatives on the Army Medical Command balanced scorecard and require continued sustainment for multiple personnel and manpower business processes for both inpatient and outpatient nursing care. This system is currently being leveraged by the TRICARE Management Activity as an interim multiservice solution, and is being used at 24 Army medical treatment facilities. The evidenced-based information provided to Army decision makers through the methods used in the WMSNi will be essential across the Army Medical Command throughout the system's life cycle.

  18. 5 CFR 2604.201 - Public reading room facility and Web site.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 5 Administrative Personnel 3 2012-01-01 2012-01-01 false Public reading room facility and Web site. 2604.201 Section 2604.201 Administrative Personnel OFFICE OF GOVERNMENT ETHICS ORGANIZATION AND PROCEDURES FREEDOM OF INFORMATION ACT RULES AND SCHEDULE OF FEES FOR THE PRODUCTION OF PUBLIC FINANCIAL DISCLOSURE REPORTS FOIA Public Reading Room...

  19. 5 CFR 2604.201 - Public reading room facility and Web site.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 5 Administrative Personnel 3 2014-01-01 2014-01-01 false Public reading room facility and Web site. 2604.201 Section 2604.201 Administrative Personnel OFFICE OF GOVERNMENT ETHICS ORGANIZATION AND PROCEDURES FREEDOM OF INFORMATION ACT RULES AND SCHEDULE OF FEES FOR THE PRODUCTION OF PUBLIC FINANCIAL DISCLOSURE REPORTS FOIA Public Reading Room...

  20. 5 CFR 2604.201 - Public reading room facility and Web site.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 5 Administrative Personnel 3 2013-01-01 2013-01-01 false Public reading room facility and Web site. 2604.201 Section 2604.201 Administrative Personnel OFFICE OF GOVERNMENT ETHICS ORGANIZATION AND PROCEDURES FREEDOM OF INFORMATION ACT RULES AND SCHEDULE OF FEES FOR THE PRODUCTION OF PUBLIC FINANCIAL DISCLOSURE REPORTS FOIA Public Reading Room...

  1. 5 CFR 531.504 - Level of performance required for quality step increase.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... step increase. 531.504 Section 531.504 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY UNDER THE GENERAL SCHEDULE Quality Step Increases § 531.504 Level of performance required for quality step increase. A quality step increase shall not be required but may be granted only...

  2. 5 CFR 610.122 - Variations in work schedules for educational purposes.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... educational purposes. 610.122 Section 610.122 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL... in a college, university, or other educational institution when it is determined that: (1) The... section causes the employee to work on a day, or at a time during the day, for which premium pay would...

  3. Behavioral Analysis of Physical Security Job Analyses. Volume 1.

    DTIC Science & Technology

    1980-10-01

    Job Analyses Personnel Reliability Program Junior Officers Physical Security Morale Motivation 20. ABSTRACT (Continue an reverese ode It neceearly and...internal motivation factors. Assignment of some auxiliary duties to enlisted personnel is possibly conducive to lowered efficiency in physical...subordinates; scheduling pressures; operational alerts and emergencies; relative lack of extrinsic rewards; constant necessity to prove credibility and

  4. The Collaborative Information Portal and NASA's Mars Exploration Rover Mission

    NASA Technical Reports Server (NTRS)

    Mak, Ronald; Walton, Joan

    2005-01-01

    The Collaborative Information Portal was enterprise software developed jointly by the NASA Ames Research Center and the Jet Propulsion Laboratory for NASA's Mars Exploration Rover mission. Mission managers, engineers, scientists, and researchers used this Internet application to view current staffing and event schedules, download data and image files generated by the rovers, receive broadcast messages, and get accurate times in various Mars and Earth time zones. This article describes the features, architecture, and implementation of this software, and concludes with lessons we learned from its deployment and a look towards future missions.

  5. KSC-06pd1456

    NASA Image and Video Library

    2006-06-30

    KENNEDY SPACE CENTER, FLA. - Inside Space Shuttle Discovery, these lockers store food containers for use on mission STS-121. Astronauts are supplied with three balanced meals, plus snacks. Foods flown on space missions are researched and developed at the Space Food Systems Laboratory at the Johnson Space Center (JSC) in Houston, which is staffed by food scientists, dietitians and engineers. Each astronaut’s food stored aboard the space shuttle is identified by a colored dot affixed to each package. Launch of Space Shuttle Discovery on mission STS-121 is scheduled for July 1. Photo credit: NASA/Kim Shiflett

  6. Biocontaining: Purification, Restoration, and Meaning-Making.

    PubMed

    Chapple, Helen; Schenck, David

    2017-01-01

    Biocontaining during the recent Ebola outbreak served to affirm the social significance of biomedicine, even though it had little measurable effect on the pandemic itself. Taking up key insights of Mary Douglas and Victor Turner concerning the essential meaning-making tasks of culture, this article discusses how biocontaining as an activity contributed to the work of social reassurance and meaning-making in U.S. and global society during the crisis. The analysis is based in significant part on fieldwork done at the Nebraska Biocontainment Unit (NBU), study of NBU educational materials, and follow-up conversations with personnel staffing that unit.

  7. Effects of Napping During Shift Work on Sleepiness and Performance in Emergency Medical Services Personnel and Similar Shift Workers: A Systematic Review and Meta-Analysis

    DOT National Transportation Integrated Search

    2018-01-11

    Background: Scheduled napping during work shifts may be an effective way to mitigate fatigue-related risk. This study aimed to critically review and synthesize existing literature on the impact of scheduled naps on fatigue-related outcomes for EMS pe...

  8. Effects of outsourced nursing on quality outcomes in long-term acute-care hospitals.

    PubMed

    Alvarez, M Raymond; Kerr, Bernard J; Burtner, Joan; Ledlow, Gerald; Fulton, Larry V

    2011-03-01

    Use of outsourced nurses is often a stop-gap measure for unplanned vacancies in smaller healthcare facilities such as long-term acute-care hospitals (LTACHs). However, the relationship of utilization levels (low, medium, or high percentages) of nonemployees covering staff schedules often is perceived to have negative relationships with quality outcomes. To assess this issue, the authors discuss the outcomes of their national study of LTACH hospitals that indicated no relationship existed between variations in percentage of staffing by contracted nurses and selected outcomes in this post-acute-care setting.

  9. A case study of cost-efficient staffing under annualized hours.

    PubMed

    van der Veen, Egbert; Hans, Erwin W; Veltman, Bart; Berrevoets, Leo M; Berden, Hubert J J M

    2015-09-01

    We propose a mathematical programming formulation that incorporates annualized hours and shows to be very flexible with regard to modeling various contract types. The objective of our model is to minimize salary cost, thereby covering workforce demand, and using annualized hours. Our model is able to address various business questions regarding tactical workforce planning problems, e.g., with regard to annualized hours, subcontracting, and vacation planning. In a case study for a Dutch hospital two of these business questions are addressed, and we demonstrate that applying annualized hours potentially saves up to 5.2% in personnel wages annually.

  10. 5 CFR 630.1205 - Intermittent leave or reduced leave schedule.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... REGULATIONS ABSENCE AND LEAVE Family and Medical Leave § 630.1205 Intermittent leave or reduced leave schedule. (a) Leave under § 630.1203(a) (1) or (2) of this part shall not be taken intermittently or on a... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Intermittent leave or reduced leave...

  11. 5 CFR 630.1205 - Intermittent leave or reduced leave schedule.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... REGULATIONS ABSENCE AND LEAVE Family and Medical Leave § 630.1205 Intermittent leave or reduced leave schedule. (a) Leave under § 630.1203(a) (1) or (2) of this part shall not be taken intermittently or on a... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Intermittent leave or reduced leave...

  12. 5 CFR 630.1204 - Intermittent leave or reduced leave schedule.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... REGULATIONS ABSENCE AND LEAVE Family and Medical Leave § 630.1204 Intermittent leave or reduced leave schedule. (a) Leave under § 630.1203(a) (1) or (2) of this part shall not be taken intermittently or on a... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Intermittent leave or reduced leave...

  13. 5 CFR 630.1205 - Intermittent leave or reduced leave schedule.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... REGULATIONS ABSENCE AND LEAVE Family and Medical Leave § 630.1205 Intermittent leave or reduced leave schedule. (a) Leave under § 630.1203(a) (1) or (2) of this part shall not be taken intermittently or on a... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Intermittent leave or reduced leave...

  14. Explanation of Change Cost and Schedule Growth Study Interim Status Briefing

    NASA Technical Reports Server (NTRS)

    Croonce, Thomas; Bitten, Bob; Emmons, Debra

    2010-01-01

    This slide presentation reviews the study to understand the changes in cost and schedule growth for NASA projects. A second goal was to determine the percentage of growth that was outside the control of the project. The study examined project documentation, conducted interviews with key project personnel, and allocated growth events to an Explanation of Change (EoC) tree to quantify the reasons for growth in the scheduled time. This briefing reviews the results of the study of the first 20 missions.

  15. Contrast in low-cost operational concepts for orbiting satellites

    NASA Astrophysics Data System (ADS)

    Walyus, Keith D.; Reis, James; Bradley, Arthur J.

    2002-12-01

    Older spacecraft missions, especially those in low Earth orbit with telemetry intensive requirements, required round-the-clock control center staffing. The state of technology relied on control center personnel to continually examine data, make decisions, resolve anomalies, and file reports. Hubble Space Telescope (HST) is a prime example of this description. Technological advancements in hardware and software over the last decade have yielded increases in productivity and operational efficiency, which result in lower cost. The re-engineering effort of HST, which has recently concluded, utilized emerging technology to reduce cost and increase productivity. New missions, of which NASA's Transition Region and Coronal Explorer Satellite (TRACE) is an example, have benefited from recent technological advancements and are more cost-effective than when HST was first launched. During its launch (1998) and early orbit phase, the TRACE Flight Operations Team (FOT) employed continually staffed operations. Yet once the mission entered its nominal phase, the FOT reduced their staffing to standard weekday business hours. Operations were still conducted at night and during the weekends, but these operations occurred autonomously without compromising their high standards for data collections. For the HST, which launched in 1990, reduced cost operations will employ a different operational concept, when the spacecraft enters its low-cost phase after its final servicing mission in 2004. Primarily due to the spacecraft"s design, the HST Project has determined that single-shift operations will introduce unacceptable risks for the amount of dollars saved. More importantly, significant cost-savings can still be achieved by changing the operational concept for the FOT, while still maintaining round-the-clock staffing. It"s important to note that the low-cost solutions obtained for one satellite may not be applicable for other satellites. This paper will contrast the differences between low-cost operational concepts for a satellite launched in 1998 versus a satellite launched in 1990.

  16. 5 CFR 550.143 - Bases for determining positions for which premium pay under § 550.141 is authorized.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... premium pay under § 550.141 is authorized. 550.143 Section 550.143 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Premium Pay Regularly Scheduled Standby Duty Pay § 550.143 Bases for determining positions for which premium pay under § 550.141 is...

  17. 5 CFR 550.143 - Bases for determining positions for which premium pay under § 550.141 is authorized.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... premium pay under § 550.141 is authorized. 550.143 Section 550.143 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Premium Pay Regularly Scheduled Standby Duty Pay § 550.143 Bases for determining positions for which premium pay under § 550.141 is...

  18. 5 CFR 550.143 - Bases for determining positions for which premium pay under § 550.141 is authorized.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... premium pay under § 550.141 is authorized. 550.143 Section 550.143 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PAY ADMINISTRATION (GENERAL) Premium Pay Regularly Scheduled Standby Duty Pay § 550.143 Bases for determining positions for which premium pay under § 550.141 is...

  19. 5 CFR 532.269 - Special wage schedules for Corps of Engineers, U.S. Army navigation lock and dam employees.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Engineers, U.S. Army navigation lock and dam employees. 532.269 Section 532.269 Administrative Personnel... Determinations § 532.269 Special wage schedules for Corps of Engineers, U.S. Army navigation lock and dam... and dam equipment or who repair and maintain navigation lock and dam operating machinery and equipment...

  20. 28 CFR 65.70 - Definitions.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... enforcement of laws associated with scheduled public events, including political convention and sports events... Act to mean funds, equipment, training, intelligence information, and personnel. (c) Federal law...

  1. 77 FR 22329 - Recruitment of Sites for Assignment of Corps Personnel Obligated Under the National Health...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-13

    ... include clinics that focus on one disease or disorder or offer limited services, such as a clinic that...) specified in the NHSC's Customer Service Portal, during normally scheduled office hours. The remaining 24... care setting(s) specified in the Customer Service Portal, during normally scheduled office hours. The...

  2. International Space Station (ISS)

    NASA Image and Video Library

    2001-02-01

    The Payload Operations Center (POC) is the science command post for the International Space Station (ISS). Located at NASA's Marshall Space Flight Center in Huntsville, Alabama, it is the focal point for American and international science activities aboard the ISS. The POC's unique capabilities allow science experts and researchers around the world to perform cutting-edge science in the unique microgravity environment of space. The POC is staffed around the clock by shifts of payload flight controllers. At any given time, 8 to 10 flight controllers are on consoles operating, plarning for, and controlling various systems and payloads. This photograph shows the Timeline Change Officer (TCO) at a work station. The TCO maintains the daily schedule of science activities and work assignments, and works with planners at Mission Control at Johnson Space Center in Houston, Texas, to ensure payload activities are accommodated in overall ISS plans and schedules.

  3. Estimating Manpower, Personnel, and Training Requirements Early in the Weapon System Acquisition Process: An Application of the HARDMAN Methodology to the Army’s Division Support Weapon System

    DTIC Science & Technology

    1984-02-01

    identifies the supply of personnel and training resources that can be expected at critical dates in the conceptual weapon system’s acquisition schedule...impact analysis matches demand to supply and identifies shortfalls in skills, new skill requirements, and high resource drivers. The tradeoff analysis...system. Step 5 - Conduct Impact Analysis The Impact Analysis determines the Army’s supply of those personnel and training resources required by the

  4. Determining the structure of an optimal personnel profile for a transformed commission

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Graniere, R.J.

    1998-06-01

    In the classic sociological sense, an organization such as a public utility commission is a social unit consisting of specific groupings constructed and reconstructed deliberately and with forethought to achieve specific goals. These organizational groupings determined on the basis of rational divisions of labor, power, and communication are designed with the objective of placing individuals into positions where they are expected to make the largest contribution towards achieving the organization`s goals. It is reasonable then to conclude that proponents of the classical view had in mind a readily identifiable common ground among the organization`s members that the organization exploits asmore » it selects its goals. Recently, it has been argued that metaphors are an acceptable shorthand for this common ground that provides an insight into the types of personnel an organization would find most suitable for assisting its efforts to reach its goals. This report is one of a series of reports on the transformation of public utility commissions. Previous reports in the series have focused on the transformation of a commission`s culture, roles, and activities. This report focuses on the staffing dimension of the personnel mix needed to support these changes.« less

  5. 77 FR 27527 - Self-Regulatory Organizations; Financial Industry Regulatory Authority, Inc.; Notice of Filing of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-05-10

    ... Schedule A to the FINRA By-Laws to adjust the rate of FINRA's Trading Activity Fee (``TAF'') for... following fees: the Personnel Assessment; the Gross Income Assessment; and the TAF. These fees are used to... FINRA By-Laws, Schedule A, Sec. 1(a). \\4\\ Id. FINRA initially adopted the TAF in 2002 as a replacement...

  6. A Modernized Approach to Meet Diversified Earth Observing System (EOS) AM-1 Mission Requirements

    NASA Technical Reports Server (NTRS)

    Newman, Lauri Kraft; Hametz, Mark E.; Conway, Darrel J.

    1998-01-01

    From a flight dynamics perspective, the EOS AM-1 mission design and maneuver operations present a number of interesting challenges. The mission design itself is relatively complex for a low Earth mission, requiring a frozen, Sun-synchronous, polar orbit with a repeating ground track. Beyond the need to design an orbit that meets these requirements, the recent focus on low-cost, "lights out" operations has encouraged a shift to more automated ground support. Flight dynamics activities previously performed in special facilities created solely for that purpose and staffed by personnel with years of design experience are now being shifted to the mission operations centers (MOCs) staffed by flight operations team (FOT) operators. These operators' responsibilities include flight dynamics as a small subset of their work; therefore, FOT personnel often do not have the experience to make critical maneuver design decisions. Thus, streamlining the analysis and planning work required for such a complicated orbit design and preparing FOT personnel to take on the routine operation of such a spacecraft both necessitated increasing the automation level of the flight dynamics functionality. The FreeFlyer(trademark) software developed by AI Solutions provides a means to achieve both of these goals. The graphic interface enables users to interactively perform analyses that previously required many parametric studies and much data reduction to achieve the same result. In addition, the fuzzy logic engine .enables the simultaneous evaluation of multiple conflicting constraints, removing the analyst from the loop and allowing the FOT to perform more of the operations without much background in orbit design. Modernized techniques were implemented for EOS AM-1 flight dynamics support in several areas, including launch window determination, orbit maintenance maneuver control strategies, and maneuver design and calibration automation. The benefits of implementing these techniques include increased fuel available for on-orbit maneuvering, a simplified orbit maintenance process to minimize science data downtime, and an automated routine maneuver planning process. This paper provides an examination of the modernized techniques implemented for EOS AM-1 to achieve these benefits.

  7. A modernized approach to meet diversified earth observing system (EOS) AM-1 mission requirements

    NASA Technical Reports Server (NTRS)

    Newman, Lauri Kraft; Hametz, Mark E.; Conway, Darrel J.

    1998-01-01

    From a flight dynamics perspective, the EOS AM-1 mission design and maneuver operations present a number of interesting challenges. The mission design itself is relatively complex for a low Earth mission, requiring a frozen, Sun-synchronous, polar orbit with a repeating ground track. Beyond the need to design an orbit that meets these requirements, the recent focus on low-cost, 'lights out' operations has encouraged a shift to more automated ground support. Flight dynamics activities previously performed in special facilities created solely for that purpose and staffed by personnel with years of design experience are now being shifted to the mission operations centers (MOCs) staffed by flight operations team (FOT) operators. These operators' responsibilities include flight dynamics as a small subset of their work; therefore, FOT personnel often do not have the experience to make critical maneuver design decisions. Thus, streamlining the analysis and planning work required for such a complicated orbit design and preparing FOT personnel to take on the routine operation of such a spacecraft both necessitated increasing the automation level of the flight dynamics functionality. The FreeFlyer(TM) software developed by AI Solutions provides a means to achieve both of these goals. The graphic interface enables users to interactively perform analyses that previously required many parametric studies and much data reduction to achieve the same result In addition, the fuzzy logic engine enables the simultaneous evaluation of multiple conflicting constraints, removing the analyst from the loop and allowing the FOT to perform more of the operations without much background in orbit design. Modernized techniques were implemented for EOS AM-1 flight dynamics support in several areas, including launch window determination, orbit maintenance maneuver control strategies, and maneuver design and calibration automation. The benefits of implementing these techniques include increased fuel available for on-orbit maneuvering, a simplified orbit maintenance process to minimize science data downtime, and an automated routine maneuver planning process. This paper provides an examination of the modernized techniques implemented for EOS AM-1 to achieve these benefits.

  8. Indigenous Acoustic Detection.

    DTIC Science & Technology

    1982-01-26

    RESEARCH Contract #NO0014-80-C--0829 Task No. NR 139-004 FINAL REPORT Indigenous Acoustic Detection by James J. Whitesefl Secondary Education/Biology...methodology. DTIC. CD-58-PL. Lloyd, J. E. 1981. Personnel communication . Nevo, E. and S. A. Blondheim. 1972. Acoustic isolation in the speciation of...6. Walker, T. J. 1981. Personnel communication . *Walker, T. J. and J. J. Whitesell. 1981. Singing schedules and sites for a tropical burrowing

  9. [Guideline-oriented inpatient psychiatric psychotherapeutic/psychosomatic treatment of anxiety disorders : How many personnel are need?].

    PubMed

    Bandelow, B; Lueken, U; Wolff, J; Godemann, F; Menzler, C W; Deckert, J; Ströhle, A; Beutel, M; Wiltink, J; Domschke, K; Berger, M

    2016-03-01

    The reimbursement of inpatient psychiatric psychotherapeutic/psychosomatic hospital treatment in Germany is regulated by the German personnel ordinance for psychiatric hospitals (Psych-PV), which has remained unchanged since 1991. The aim of this article was to estimate the personnel requirements for guideline-adherent psychiatric psychotherapeutic hospital treatment. A normative concept for the required psychotherapeutic "dose" for anxiety disorders was determined based on a literature review. The required staffing contingent was compared to the resources provided by the Psych-PV based on category A1. According to the German policy guidelines for outpatient psychotherapy, a quota of 25 sessions of 50 min each (as a rule plus 5 probatory sessions) is reimbursed. This approach is supported by studies on dose-response relationships. As patients undergoing inpatient treatment for anxiety disorders are usually more severely ill than outpatients, a contingent of 30 sessions for the average treatment duration of 5 weeks seems appropriate in order to fully exploit the costly inpatient treatment time (300 min per patient and week). In contrast, only 70 min are reimbursed according to the Psych-PV. The total personnel requirement for the normative concept is 624 min per patient and week. The Psych-PV only covers 488 min (78 %). Currently, the time contingents for evidence-based psychiatric psychotherapeutic/psychosomatic hospital care are nowhere near sufficient. In the development of future reimbursement systems this needs to be corrected.

  10. Synthesis of power plant outage schedules. Final technical report, April 1995-January 1996

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Smith, D.R.

    This document provides a report on the creation of domain theories in the power plant outage domain. These were developed in conjunction with the creation of a demonstration system of advanced scheduling technology for the outage problem. In 1994 personnel from Rome Laboratory (RL), Kaman Science (KS), Kestrel Institute, and the Electric Power Research Institute (EPRI) began a joint project to develop scheduling tools for power plant outage activities. This report describes our support for this joint effort. The project uses KIDS (Kestrel Interactive Development System) to generate schedulers from formal specifications of the power plant domain outage activities.

  11. Nonentrained circadian rhythms of melatonin in submariners scheduled to an 18-hour day.

    PubMed

    Kelly, T L; Neri, D F; Grill, J T; Ryman, D; Hunt, P D; Dijk, D J; Shanahan, T L; Czeisler, C A

    1999-06-01

    The human circadian timing system has previously been shown to free run with a period slightly longer than 24 h in subjects living in the laboratory under conditions of forced desynchrony. In forced desynchrony, subjects are shielded from bright light and periodic time cues and are required to live on a day length outside the range of circadian entrainment. The work schedule used for most personnel aboard American submarines is 6 h on duty alternating with 12 h off duty. This imposed 18-h cycle is too short for human circadian synchronization, especially given that there is no bright-light exposure aboard submarines. However, crew members are exposed to 24-h stimuli that could mediate synchronization, such as clocks and social contacts with personnel who are living on a 24-h schedule. The authors investigated circadian rhythms of salivary melatonin in 20 crew members during a prolonged voyage on a Trident nuclear submarine. The authors found that in crew members living on the 18-h duty cycle, the endogenous rhythm of melatonin showed an average period of 24.35 h (n = 12, SD = 0.18 h). These data indicate that social contacts and knowledge of clock time are insufficient for entrainment to a 24-h period in personnel living by an 18-h rest-activity cycle aboard a submarine.

  12. Refocusing reference services outside the library building: one library's experience.

    PubMed

    Lubker, Irene M; Henderson, Margaret E; Canevari, Catharine S; Wright, Barbara A

    2010-07-01

    In response to changing user needs, the library sought ways to meet new challenges and engage users outside of the building. Librarians were removed from the service desk in order to offer support at locations around campus. The service desk in the library was staffed primarily by paraprofessionals with librarians providing support as needed. Targeted staff training was offered, and different scheduling models were used over a period of time. Restructuring the service desk was a complicated endeavor but provided a number of benefits including expansion of services. Along the way, challenges were met and recognized as learning opportunities.

  13. 5 CFR 9901.363 - Premium pay for health care personnel.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... to be on-call outside his or her regular duty hours or during hours on a holiday when the employee is excused from regular duty. (3) An employee may not be scheduled to be on-call unless it is essential for... status. (6) An employee may not be charged leave during periods of regularly scheduled on-call duty; nor...

  14. 5 CFR 610.405 - Holiday for part-time employees on flexible work schedules.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Holiday for part-time employees on... part-time employees on flexible work schedules. If a part-time employee is relieved or prevented from... falls on a nonworkday of a part-time employee, he or she is not entitled to an in-lieu-of day for that...

  15. Decisions, endings, and new beginnings.

    PubMed

    Dorr, Robert F

    2005-08-01

    The Washington Watch column examines NASA shuttle developments, airline pilot age issues, development of a personnel recovery vehicle, and includes an obituary for retired Air Force General Bernard Schriever, remembered as an air and space pioneer. The discussion of NASA shuttle developments reports on the space shuttle flight schedule and NASA's ability to deliver hardware to the International Space Station, funding levels and equipment development schedules related to President Bush's mandate to visit Mars, a report on the space program by the American Academy of Arts and Sciences, and top-level management changes at NASA. The discussion of airline pilot age issues examines efforts to change mandatory retirement requirements. The discussion of personnel recovery vehicles reports on development of an aircraft designed to rescue survivors during combat search and rescue missions.

  16. Cross-Training Laboratory Animal Care Personnel in Physically Separate Animal Facilities at a Land-Grant Institution.

    PubMed

    Henze, Tonja M; Allison, Sarah O; Criley, Jennifer M; Myers, Sara J; Goodly, Lyndon J

    2016-01-01

    The University of Illinois at Urbana-Champaign maintains physically separated animal care facilities under centralized management by the Division of Animal Resources. As part of a land-grant institution, the animal care and use program operates several animal units in key locations for specific disciplines within the campus, all of which have the core mission to teach, conduct research, and engage in public service. Populations of research animals vary with the levels of research funding, the number of research investigators on staff, research direction, and animal availability. Accordingly, the requirement for animal care staffing in each unit may vary widely also. To best use the existing animal care staff and remain fiscally responsible, cross-training of staff was implemented to allow staff to travel from units with small animal populations to units with larger populations or short-term staffing shortages. Here we detail and describe the system we used to assess the needs for cross-training, identify the staff to train, and implement the training plan. We believe this information will assist other programs, particularly those with large or complex organization (for example, land-grant institutions) that experience similar fluctuations in animal use.

  17. Some Observation on the Strengths and Weaknesses of the British Primary Schools. Project for Workshops--Studying Informal Education in the British Setting--England, Summer 1974.

    ERIC Educational Resources Information Center

    Sorensen, Roselie

    In this paper some comparisons are made between the British Primary School system and the American school system. For example, the role of the British headmaster/mistress is considerably more powerful than the role of the American principal in areas concerning curriculum content, school personnel, use of auxiliary personnel, scheduling of…

  18. 77 FR 14832 - Plumchoice, Inc., Including On-Site Leased Workers From Balance Staffing, Insight Global Staffing...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-03-13

    ...., Including On-Site Leased Workers From Balance Staffing, Insight Global Staffing, and Technisource..., 2012, applicable to workers of PlumChoice, Inc., including on-site leased workers from Balance Staffing... leased workers from Balance Staffing, Insight Global Staffing, and Technisource, Scarborough, Maine, who...

  19. Recommendations for NRC policy on shift scheduling and overtime at nuclear power plants

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Lewis, P.M.

    1985-07-01

    This report contains the Pacific Northwest Laboratory's (PNL's) recommendations to the US Nuclear Regulatory Commission (NRC) for an NRC policy on shift scheduling and hours of work (including overtime) for control room operators and other safety-related personnel in nuclear power plants. First, it is recommended that NRC make three additions to its present policy on overtime: (1) limit personnel to 112 hours of work in a 14-day period, 192 hours in 28 days, and 2260 hours in one year; exceeding these limits would require plant manager approval; (2) add a requirement that licensees obtain approval from NRC if plant personnelmore » are expected to exceed 72 hours of work in a 7-day period, 132 hours in 14 days, 228 hours in 28 days, and 2300 hours in one year; and (3) make the policy a requirement, rather than a nonbinding recommendation. Second, it is recommended that licensees be required to obtain NRC approval to adopt a routine 12-hour/day shift schedule. Third, it is recommended that NRC add several nonbinding recommendations concerning routine 8-hour/day schedules. Finally, because additional data can strengthen the basis for future NRC policy on overtime, five methods are suggested for collecting data on overtime and its effects. 44 refs., 10 tabs.« less

  20. Should I stay or should I go? The influence of individual and organizational factors on pharmacists' future work plans.

    PubMed

    Gaither, Caroline A; Nadkarni, Anagha; Mott, David A; Schommer, Jon C; Doucette, William R; Kreling, David H; Pedersen, Craig A

    2007-01-01

    To examine the association between individual (demographic) and organizational (work environment and workload) factors and pharmacists' future work plans and explore reasons for either leaving or staying with current employers (culture/climate factors). Cross-sectional study. United States in 2004. 1,263 pharmacists. Seven-page mail survey. Future work plans, time spent in practice activities, staffing levels, and actual and perceived workload and demographic variables. Overall, 15% of respondents reported that they planned to leave their current employer within the year subsequent to this survey. More than 50% reported that their workload had significantly increased in the previous year. Multivariate analyses showed that nonwhites were 2.1 times more likely to be planning to leave their current employer, compared with whites, and unmarried respondents were 1.7 times more likely to leave than were married individuals. More negative perceptions regarding the impact of workload on various personal, work, and patient care outcomes predicted leaving. A main factor that prompted their inclinations was described by 72% of leavers (insufficient and/or unqualified staff) and 49% of stayers (flexible scheduling). The most common reasons for staying were good salary and relationships with coworkers, while the most common reasons for leaving were a desire for change and stress/workload issues. Future work plans of pharmacists are influenced by a variety of individual, organizational, and culture/climate factors. While employers have little latitude for influencing demographic characteristics of employees, many organizational and culture/climate factors (scheduling, opportunities for interpersonal interactions, salary/benefits, staffing, and workload) can be addressed with the intent of reducing pharmacist turnover.

  1. Scheduling the future NASA Space Network: Experiences with a flexible scheduling prototype

    NASA Technical Reports Server (NTRS)

    Happell, Nadine; Moe, Karen L.; Minnix, Jay

    1993-01-01

    NASA's Space Network (SN) provides telecommunications and tracking services to low earth orbiting spacecraft. One proposal for improving resource allocation and automating conflict resolution for the SN is the concept of flexible scheduling. In this concept, each Payload Operations Control Center (POCC) will possess a Space Network User POCC Interface (SNUPI) to support the development and management of flexible requests. Flexible requests express the flexibility, constraints, and repetitious nature of the user's communications requirements. Flexible scheduling is expected to improve SN resource utilization and user satisfaction, as well as reduce the effort to produce and maintain a schedule. A prototype testbed has been developed to better understand flexible scheduling as it applies to the SN. This testbed consists of a SNUPI workstation, an SN scheduler, and a flexible request language that conveys information between the two systems. All three are being evaluated by operations personnel. Benchmark testing is being conducted on the scheduler to quantify the productivity improvements achieved with flexible requests.

  2. 75 FR 20384 - ABB, Inc., Including On-Site Leased Workers From Spherion Staffing, Dividend Staffing, Mystaff...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-19

    ...-Site Leased Workers From Spherion Staffing, Dividend Staffing, Mystaff, and Zero Chaos, Wichita Falls... from Spherion Staffing, Dividend Staffing, MyStaff, and Zero Chaos were employed on-site by the Wichita..., Dividend Staffing, MyStaff, and Zero Chaos working on-site at the Wichita Falls, Texas location of ABB, Inc...

  3. How Home Health Nurses Plan Their Work Schedules: A Qualitative Descriptive Study.

    PubMed

    Irani, Elliane; Hirschman, Karen B; Cacchione, Pamela Z; Bowles, Kathryn H

    2018-06-12

    To describe how home health nurses plan their daily work schedules and what challenges they face during the planning process. Home health nurses are viewed as independent providers and value the nature of their work because of the flexibility and autonomy they hold in developing their work schedules. However, there is limited empirical evidence about how home health nurses plan their work schedules, including the factors they consider during the process and the challenges they face within the dynamic home health setting. Qualitative descriptive design. Semi-structured interviews were conducted with 20 registered nurses who had greater than 2 years of experience in home health and were employed by one of the three participating home health agencies in the mid-Atlantic region of the United States. Data were analyzed using conventional content analysis. Four themes emerged about planning work schedules and daily itineraries: identifying patient needs to prioritize visits accordingly, partnering with patients to accommodate their preferences, coordinating visit timing with other providers to avoid overwhelming patients, and working within agency standards to meet productivity requirements. Scheduling challenges included readjusting the schedule based on patient needs and staffing availability, anticipating longer visits, and maintaining continuity of care with patients. Home health nurses make autonomous decisions regarding their work schedules while considering specific patient and agency factors, and overcome challenges related to the unpredictable nature of providing care in a home health setting. Future research is needed to further explore nurse productivity in home health and improve home health work environments. Home health nurses plan their work schedules to provide high quality care that is patient-centered and timely. The findings also highlight organizational priorities to facilitate continuity of care and support nurses while alleviating the burnout associated with high productivity requirements. This article is protected by copyright. All rights reserved. This article is protected by copyright. All rights reserved.

  4. The association between higher nurse staffing standards in the fee schedules and the geographic distribution of hospital nurses: A cross-sectional study using nationwide administrative data.

    PubMed

    Morioka, Noriko; Tomio, Jun; Seto, Toshikazu; Kobayashi, Yasuki

    2017-01-01

    In Japan, the revision of the fee schedules in 2006 introduced a new category of general care ward for more advanced care, with a higher staffing standard, a patient-to-nurse ratio of 7:1. Previous studies have suggested that these changes worsened inequalities in the geographic distribution of nurses, but there have been few quantitative studies evaluating this effect. This study aimed to investigate the association between the distribution of 7:1 beds and the geographic distribution of hospital nursing staffs. We conducted a secondary data analysis of hospital reimbursement reports in 2012 in Japan. The study units were secondary medical areas (SMAs) in Japan, which are roughly comparable to hospital service areas in the United States. The outcome variable was the nurse density per 100,000 population in each SMA. The 7:1 bed density per 100,000 population was the main independent variable. To investigate the association between the nurse density and 7:1 bed density, adjusting for other variables, we applied a multiple linear regression model, with nurse density as an outcome variable, and the bed densities by functional category of inpatient ward as independent variables, adding other variables related to socio-economic status and nurse workforce. To investigate whether 7:1 bed density made the largest contribution to the nurse density, compared to other bed densities, we estimated the standardized regression coefficients. There were 344 SMAs in the study period, of which 343 were used because of data availability. There were approximately 553,600 full time equivalent nurses working in inpatient wards in hospitals. The mean (standard deviation) of the full time equivalent nurse density was 426.4 (147.5) and for 7:1 bed density, the figures were 271.9 (185.9). The 7:1 bed density ranged from 0.0 to 1,295.5. After adjusting for the possible confounders, there were more hospital nurses in the areas with higher densities of 7:1 beds (standardized regression coefficient 0.62, 95% confidence interval 0.56-0.68). We found that the 7:1 nurse staffing standard made the largest contribution to the geographic distribution of hospital nurses, adjusted for socio-economic status and nurse workforce-related factors.

  5. Identifying demographic variables related to failed dental appointments in a university hospital-based residency program.

    PubMed

    Mathu-Muju, Kavita R; Li, Hsin-Fang; Hicks, James; Nash, David A; Kaplan, Alan; Bush, Heather M

    2014-01-01

    The objective of this study was to identify characteristics of pediatric patients who failed to keep the majority of their scheduled dental appointments in a pediatric dental clinic staffed by pediatric dental residents and faculty members. The electronic records of all patients appointed over a continuous 54 month period were analyzed. Appointment history and demographic variables were collected. The rate of failed appointments was calculated by dividing the number of failed appointments with the total number of appointments scheduled for the patient. There were 7,591 patients in the analyzable dataset scheduled with a total of 48,932 appointments. Factors associated with an increased rate of failed appointments included self-paying for dental care, having a resident versus a faculty member as the provider, rural residence, and adolescent aged patients. Multivariable regression models indicated self-paying patients had higher odds and rates of failed appointments than patients with Medicaid and private insurance. Access to care for children may be improved by increasing the availability of private and public insurance. The establishment of a dental home and its relationship to a child receiving continuous care in an institutional setting depends upon establishing a relationship with a specific dentist.

  6. 76 FR 16002 - Records Schedules; Availability and Request for Comments

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-22

    ... personnel directories, and on duty and promotion date reports. 15. Department of Justice, Office of the... and system documentation of an electronic information system used to monitor staff productivity and...

  7. An evaluation of rural health care research.

    PubMed

    Kane, R; Dean, M; Solomon, M

    1979-05-01

    Reviews the state of the art of rural health research and evaluation in the U.S. with particular emphasis on the questions of access, health personnel, and financing. The current state of knowledge both in the published and unpublished literature in each area is summarized and a series of unresolved issues is proposed. A strategy for further research to include the various types of rural health care programs is described. Major findings suggest that, although rural populations do have somewhat less access to care than do urban populations, our ability to quantify precisely the extent and importance of this discrepancy is underdeveloped. Despite a substantial investment in a variety of rural health care programs there is inadequate information as to their effectiveness. Programs designed to increase the supply of health personnel to rural areas have met with mixed success. Sites staffed by National Health Service Corps personnel show consistently lower productivity than do sites under other sponsorship. Nonphysician personnel (physician assistants and nurse practitioners) offer a promising source of primary care for rural areas: recent legislation that reimburses such care should increase their utilization. A persistent problem is the expectation (often a mandate) incorporated into many rural health care demonstration efforts that the programs become financially self-sufficient in a finite period of time. Self-sufficiency is a function of utilization, productivity, and the ability to recover charges for services. In many instances stringent enforcement of the self-sufficiency requirement may mean those who need services most will be least likely to receive them.

  8. Improving the health care work environment: implications for research, practice, and policy.

    PubMed

    Harrison, Michael I; Henriksen, Kerm; Hughes, Ronda G

    2007-11-01

    Despite the gains to date, we need better understanding of practices for implementing and sustaining improvements in health care work environments and further study of organizational conditions affecting implementation of improvements. Limiting work hours, improving schedules, and providing sleep hygiene training will help combat clinician fatigue. Hospital crowding can be reduced through systemwide improvement of patient flow and capacity management, coupled with management support, measurement, and reporting on crowding. Long-term solutions to nurse staffing shortfalls include process redesign to enhance efficiency. Improvement of organizational climate, human resource management, and interoccupational relations will also contribute to staff retention. Evidence-based enhancements to patient rooms and other physical features in hospitals contribute directly to safety and quality and also affect staff performance. POLICY: Landrigan and his colleagues call for external restrictions on residents' work shifts. Clarke examines prospects for mandated nursing-staff ratios. Public reporting on staffing, crowding, and other risks may incent change. Reporting and pay for performance require standardized measures of targeted conditions. Organizations promoting care quality can help spread safe work practices; they can also support collaborative learning and other strategies that may enhance implementation of improvements in work environments.

  9. The impact of electronic health records on workflow and financial measures in primary care practices.

    PubMed

    Fleming, Neil S; Becker, Edmund R; Culler, Steven D; Cheng, Dunlei; McCorkle, Russell; da Graca, Briget; Ballard, David J

    2014-02-01

    To estimate a commercially available ambulatory electronic health record's (EHR's) impact on workflow and financial measures. Administrative, payroll, and billing data were collected for 26 primary care practices in a fee-for-service network that rolled out an EHR on a staggered schedule from June 2006 through December 2008. An interrupted time series design was used. Staffing, visit intensity, productivity, volume, practice expense, payments received, and net income data were collected monthly for 2004-2009. Changes were evaluated 1-6, 7-12, and >12 months postimplementation. Data were accessed through a SQLserver database, transformed into SAS®, and aggregated by practice. Practice-level data were divided by full-time physician equivalents for comparisons across practices by month. Staffing and practice expenses increased following EHR implementation (3 and 6 percent after 12 months). Productivity, volume, and net income decreased initially but recovered to/close to preimplementation levels after 12 months. Visit intensity did not change significantly, and a secular trend offset the decrease in payments received. Expenses increased and productivity decreased following EHR implementation, but not as much or as persistently as might be expected. Longer term effects still need to be examined. © Health Research and Educational Trust.

  10. Influence of Nurse Aide Absenteeism on Nursing Home Quality.

    PubMed

    Castle, Nicholas G; Ferguson-Rome, Jamie C

    2015-08-01

    In this analysis, the association of nurse aide absenteeism with quality is examined. Absenteeism is the failure of nurse aides to report for work when they are scheduled to work. Data used in this investigation came from survey responses from 3,941 nursing homes; Nursing Home Compare; the Online System for Survey, Certification and Administrative Reporting data; and the Area Resource File. Staffing characteristics, quality indicators, facility, and market information from these data sources were all measured in 2008. The specific quality indicators examined are physical restraint use, catheter use, pain management, and pressure sores using negative binomial regression. An average rate of 9.2% for nurse aide absenteeism was reported in the prior week. We find that high levels of absenteeism are associated with poor performance on all four quality indicators examined. The investigation presented, to our knowledge, is one of the first examining the implications of absenteeism in nursing homes. Absenteeism can be a costly staffing issue, one of the potential costs identified in this analysis is an impact on quality of care. © The Author 2014. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  11. Using simulation to design a central sterilization department.

    PubMed

    Lin, Feng; Lawley, Mark; Spry, Charlie; McCarthy, Kelly; Coyle-Rogers, Patricia G; Yih, Yuehwern

    2008-10-01

    A simulation project was performed to assist with redesign of the surgery department of a large tertiary hospital and to help administrators make the best decisions about relocating, staffing, and equipping the central sterilization department. A simulation model was created to analyze department configurations, staff schedules, equipment capacities, and cart-washing requirements. Performance measures examined include tray turnaround time, surgery-delay rate, and work-in-process levels. The analysis provides significant insight into how the proposed system will perform, allowing planning for expected patient volume increases. This work illustrates how simulation can facilitate the design of a central sterilization department and improve surgical sterilization operations.

  12. Using simulation modeling to improve patient flow at an outpatient orthopedic clinic.

    PubMed

    Rohleder, Thomas R; Lewkonia, Peter; Bischak, Diane P; Duffy, Paul; Hendijani, Rosa

    2011-06-01

    We report on the use of discrete event simulation modeling to support process improvements at an orthopedic outpatient clinic. The clinic was effective in treating patients, but waiting time and congestion in the clinic created patient dissatisfaction and staff morale issues. The modeling helped to identify improvement alternatives including optimized staffing levels, better patient scheduling, and an emphasis on staff arriving promptly. Quantitative results from the modeling provided motivation to implement the improvements. Statistical analysis of data taken before and after the implementation indicate that waiting time measures were significantly improved and overall patient time in the clinic was reduced.

  13. Application Of Artificial Intelligence To Wind Tunnels

    NASA Technical Reports Server (NTRS)

    Lo, Ching F.; Steinle, Frank W., Jr.

    1989-01-01

    Report discusses potential use of artificial-intelligence systems to manage wind-tunnel test facilities at Ames Research Center. One of goals of program to obtain experimental data of better quality and otherwise generally increase productivity of facilities. Another goal to increase efficiency and expertise of current personnel and to retain expertise of former personnel. Third goal to increase effectiveness of management through more efficient use of accumulated data. System used to improve schedules of operation and maintenance of tunnels and other equipment, assignment of personnel, distribution of electrical power, and analysis of costs and productivity. Several commercial artificial-intelligence computer programs discussed as possible candidates for use.

  14. Making the Buses Run.

    ERIC Educational Resources Information Center

    Fickes, Michael

    1998-01-01

    Examines issues concerning outsourcing student transportation services: cost; management needs and capabilities; goals; and politics. Critical areas of transportation management are highlighted such as personnel management, student management and discipline, risk management, fleet analysis, and routing and scheduling. (GR)

  15. 41 CFR 301-73.101 - How must we prepare to implement ETS?

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... to implement ETS as expeditiously as possible by— (a) Developing a migration plan and schedule to... allocate budget and personnel resources to support ETS migration and data exchange. Your agency is...

  16. 41 CFR 301-73.101 - How must we prepare to implement ETS?

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... to implement ETS as expeditiously as possible by— (a) Developing a migration plan and schedule to... allocate budget and personnel resources to support ETS migration and data exchange. Your agency is...

  17. 41 CFR 301-73.101 - How must we prepare to implement ETS?

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... to implement ETS as expeditiously as possible by— (a) Developing a migration plan and schedule to... allocate budget and personnel resources to support ETS migration and data exchange. Your agency is...

  18. Increasing operating room productivity by duration categories and a newsvendor model.

    PubMed

    Lehtonen, Juha-Matti; Torkki, Paulus; Peltokorpi, Antti; Moilanen, Teemu

    2013-01-01

    Previous studies approach surgery scheduling mainly from the mathematical modeling perspective which is often hard to apply in a practical environment. The aim of this study is to develop a practical scheduling system that considers the advantages of both surgery categorization and newsvendor model to surgery scheduling. The research was carried out in a Finnish orthopaedic specialist centre that performs only joint replacement surgery. Four surgery categorization scenarios were defined and their productivity analyzed by simulation and newsvendor model. Detailed analyses of surgery durations and the use of more accurate case categories and their combinations in scheduling improved OR productivity 11.3 percent when compared to the base case. Planning to have one OR team to work longer led to remarkable decrease in scheduling inefficiency. In surgical services, productivity and cost-efficiency can be improved by utilizing historical data in case scheduling and by increasing flexibility in personnel management. The study increases the understanding of practical scheduling methods used to improve efficiency in surgical services.

  19. Rocky Mountain Arsenal, Sanitary Sewer Interim Response Action, Construction Documents for New Sanitary Sewer Construction. Volume 2

    DTIC Science & Technology

    1990-05-01

    curves ; test reports; test cylinders: samples, O&M manuals including parts lists; certifications; warranties and other such required submittals...purpose. 14.4.3. Authority and responsibilities of all quality control personnel. 14.4.4. Schedule of Use of inspection personnel by types and phase of...quality control program shall include four phases of inspection and tests. The Contracting Officer’s representative shall be notified at least 24

  20. Taking care of your feet.

    PubMed

    Sabine, P M

    1999-10-01

    For anyone who finds walking and standing painful, the working day can seem interminable and miserable. This is compounded for nurses who lead busy, active lives, and foot problems can become a major barrier to an effective working day. Chronic foot problems have led nurses to seek alternative employment, often outside the profession, thus leaving health services even less well staffed with experienced personnel. Foot health, then, plays an important role in maintaining the mobility of nurses and foot care is vital for continued comfort during gait. It is equally important to understand which foot problems may be safely dealth with by the sufferer and to identify those that require specialist help and advice from a State Registered Chiropodist/Podiatrist.

Some links on this page may take you to non-federal websites. Their policies may differ from this site.
Top