Benchmarking and Best Practices Clause Samples

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Benchmarking and Best Practices. Benchmarking is a powerful management technique that can be used to improve an organization’s performance by searching for a partner organization that is the best at a given process and constantly adapting or adopting the partner’s practices to increase performance (▇▇▇▇▇▇▇, 1994). The process to be benchmarked is usually determined by analyzing performance figures and other data. A process that has relatively low performance figures and could be improved is often chosen to be benchmarked. Demand for benchmarking comes from several sources, such as increasing enforcement activity, regulations, investor and liability concerns, customer perceptions, and competition with other organizations. The results of effective benchmarking include increased productivity, efficiency, employee morale, and a competitive advantage. The benchmarking process can be divided into five stages: Planning, analysis, integration, action, and maturity. During the planning stage, the organization identifies the process that needs to be benchmarked. This selection is usually done to fulfill a predetermined need, such as boosting performance figures in an area that needs improvement. Measurable performance variables are also identified. Benchmarking partners are selected based on their best-in-class performance in the targeted process. The partner does not necessarily have to be in the same industry. The organization concludes the planning stage by determining the data collection method and collecting the data. It is important for the organization to be able to distinguish between ethical and unethical means of data collections, especially if it involves handling sensitive information from the partner company. During analysis, the organization determines the current performance gap for the process that will be benchmarked. The team then predicts future performance levels. The integration stage involves the organization communicating their benchmark findings. Communication is crucial during this phase of benchmarking, especially when seeking approval from those with more organizational authority. Operational goals and plans are established from the benchmarking findings. The action stage is characterized by implementing practices, monitoring progress and results, comparing results to stakeholder needs, and adjusting the benchmark goals as necessary. Since benchmarking is a continuous process, the last step will certainly be repeated as industry standards and the needs of stakeholders cha...
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Benchmarking and Best Practices. Performance goals and benchmarks for MTA service have been established through the MTA’s Municipal Railway Short Range Transit Plan and Proposition E processes. The MTA reports regularly on the performance indicators required by Proposition E and will be concurrently completing an audit of Proposition E data that evaluates the performance benchmarks required in the legislation. For this task, peer systems and systems demonstrating best practices in specific areas shall be identified by the Contractor. Using these systems, case studies shall be developed by the Contractor highlighting how adaptation of best practices can help MTA in achieving its short- and long-range goals. Task 2 shall be completed concurrently by the Contractor with Task 1, with the goals of understanding how MTA’s performance compares with peer systems and how using proven industry policies and practices will assist MTA in improving transit effectiveness.
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Benchmarking and Best Practices. We recommend a PowerPoint presentation of best practices to stakeholders as an important step in the education process of how parking operates well and how it integrates with various planning studies already in place in the downtown. We will review best practices that we have developed based on work with other communities and our own experience managing municipal parking systems.
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Related to Benchmarking and Best Practices

  • Best Practices The Recipient acknowledges they may or may not have access to the Owner’s Confidential Information and agrees that it shall not directly or indirectly divulge, disclose, or communicate any of the Confidential Information to any third party, except as may be required during any formal business association or dealings on behalf of the Owner for any event, with the prior written approval of the Owner. The Recipient acknowledges that no license of the Confidential Information, by implication or otherwise, is granted to the Recipient by reason of this Agreement. Additionally, the Recipient acknowledges that it may only use the Confidential Information in connection with its business dealings with the Owner and for no other purpose without the prior written consent of the Owner.

  • Best Practice NB strives to ensure that inter-country adoptions are in children's best interests and seeks to prevent the sale, exploitation, abduction, or trafficking of children. Payment for a child or an inducement to release a child for adoption is strictly forbidden. NB does not compensate any individual providing adoption services with an incentive fee or fee contingent on each child located for adoption. NB's employees, coordinators, and prospective adoptive parents are prohibited from giving money, gifts, bribes, or other consideration directly or indirectly to any person or entity, including any biological relative or caregiver of a child, as payment for a child or as an inducement to release a child for purposes of adoption.

  • Money Market Fund Compliance Testing and Reporting Services Subject to the authorization and direction of the Trust and, in each case where appropriate, the review and comment by the Trust’s independent accountants and legal counsel, and in accordance with procedures that may be established from time to time between the Trust and the Administrator, the Administrator will:

  • Working and Labor Synergies The Contractor shall be responsible for maintaining a tranquil working relationship between the Contractor work force, the Contractor Parties and their work force, State employees, and any other contractors present at the work site. The Contractor shall quickly resolve all labor disputes which result from the Contractor's or Contractor Parties’ presence at the work site, or other action under their control. Labor disputes shall not be deemed to be sufficient cause to allow the Contractor to make any claim for additional compensation for cost, expenses or any other loss or damage, nor shall those disputes be deemed to be sufficient reason to relieve the Contractor from any of its obligations under the Contract.

  • Data Practices Supplier and Sourcewell acknowledge Sourcewell is subject to the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13. As it applies to all data created and maintained in performance of this Agreement, Supplier may be subject to the requirements of this chapter.