Common use of Evaluation and Review of Performance Results Clause in Contracts

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇PathWest, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ PathWest’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇QC, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ QC’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇PathWest, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ PathWest’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇HSS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ HSS’ performance are specified in the PMP.

Evaluation and Review of Performance Results. ‌ The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇HSS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ HSS performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇HSS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ HSS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇CAHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ CAHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇SMHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ SMHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇SMHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ SMHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇EMHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ EMHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇EMHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ EMHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇NMHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ NMHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and • regular performance review meetings held between the Department CEO and ▇▇▇▇▇the QC, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ QC’s performance are specified in the PMP.

Evaluation and Review of Performance Results. ‌ The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇WACHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ performance are specified in the PMP.

Evaluation and Review of Performance Results. ‌ The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇CAHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ CAHS’s performance are specified in the PMP.

Evaluation and Review of Performance Results. The PMP is based on a responsive regulation intervention model. The model is a collaborative approach that enables accountability through agreed mechanisms when performance issues have been identified. The performance management components of the PMP comprise: • on-going review of HSP performance; • identifying a performance concern and determining the appropriate response and agreed timeframe to address the concern; • deciding when a performance recovery plan is required and the relevant timeframe; • determining levels of intervention and when the performance intervention needs to be escalated or de-escalated; and and, • regular performance review meetings held between the Department CEO and ▇▇▇▇▇CAHS, or representatives of either Party. The frequency of the meetings is determined by the Department CEO and may be increased if performance issues occur. Performance reporting arrangements that enable the Department CEO to monitor and evaluate ▇▇▇▇▇’▇ CAHS’s performance are specified in the PMP.