Outcomes Framework Clause Samples

Outcomes Framework. The outcomes framework for each of the blocks contains a list of mandatory outcomes, optional outcomes and indicators identified by partners as local priorities, some of which are proposed as stretch targets. Partners have worked and will continue to work through the thematic partnerships and the HSP itself to find innovative and cross-cutting approaches to delivering the outcomes agreed in the Haringey LAA. Existing delivery plans and mechanisms and nationally pooled funding and NRF programmes will be reviewed and re-aligned in light of the outcomes agreed in the LAA. There will be a delivery framework which will sit under the LAA to inform how the partners will work together to deliver the outcomes of the LAA. Many of the perception indicators, particularly in the Safer and Stronger Communities block, will be base lined in December when results of the MORI survey will be available. This is the first time that these specific perception questions (see Safer and Stronger Communities Block) will have been included in the survey.
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Outcomes Framework. Service Providers will adopt the “outcomes star – the star for people with housing and other needs” as an outcomes framework to measure and monitor young people’s outcomes whilst in supported housing. The outcomes star will cover the following outcome areas: 1. Motivation and taking responsibility. 2. Self-care and independent living skills. 3. Managing money and personal administration. 4. Social networks and relationships. 5. Drug and alcohol misuse. 6. Physical health. 7. Emotional and mental health. 8. Meaningful use of time. 9. Managing tenancy and accommodation.
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Outcomes Framework. 3.1 Our MAA proposal has updated the understanding within our CRDP of the key barriers to city region competitiveness and the specific areas of delegation that we consider would be helpful in order to promote faster economic growth. This section provides an overview of some of the relevant considerations in establishing a robust high level outcomes framework. 3.2 Our CRDP provides the horizontal agreement between partners to growth the economy of the city region. Our MAA provides the necessary vertical alignment with regional and national agencies and government. The establishment of our MAA would therefore help enable the necessary ‘policy on’ conditions to deliver our CRDP “growth scenario” which is to secure a total of £21bn additional GVA p.a. by 2016, 150k additional jobs, and 4% growth p.a., with this in turn driving the REP PSA agreement to making sustainable improvements in the economic performance of all English city regions, and over this period, reducing the persistent gap in growth rates between the city regions. Delivery of our MAA will also support PSA 2 (world class skills) and PSA 5 (reliable transport), along with associated DSOs. 3.3 In addition, significant Strategic Added Value (SAV) deriving from implementation of our MAA with respect to embedding our governance structures, including the following: • co-ordination - alignment of national and regional strategies with CRDP, joint planning and delivery, and partnership working); • strategic catalyst – Leeds city region influence over funding/resources, shared vision and leadership, including private sector input via Business Leadership Group; and • innovator/advocator – Providing city region intelligence and contextual understanding (via CRDP/economic assessment), highlighting city region spatial priorities, and enabling specific project successes. 3.4 The following diagram provides an overview of government’s performance framework as these relate to our MAA ambitions and the themes of high level skills and transport. As part of agreement with CLG we would propose to agree delivery of elements of this overall framework within our city region through our MAA. NI 177 – bus patronage NI 178 – reliable bus services NI 174 – closing skills gaps NI 176 – access to employment NI 167- Journey times on main roads DfT DSO – enhanced access to jobs DfT DSO – economic growth National skills and transport performance framework 3.5 Although the above diagram illustrates the overall framework for the de...
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Outcomes Framework. The outcomes framework follows in order for each block of the LAA, together with the agreed pooled funding and freedoms and flexibilities. Where data is available for indicators, the baseline information, trajectory and 3 year targets are built in. If new data is required we have specified when this will be available and when we can establish a baseline and targets. The LAA brings a welcome focus onto measuring outcomes and in a number of cases this requires new indicators. Often, the best measure of an outcome is the perception of service users and residents. We have commissioned a survey by ▇▇▇▇ to gather this information and will repeat it annually to provide performance information for the annual end of year monitoring.
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Related to Outcomes Framework

  • Framework This Agreement establishes a framework that will enable Red Hat to provide Software and Services to Client. “Software” means Red Hat Enterprise Linux, JBoss Enterprise Middleware and other software programs branded by Red Hat, its Affiliates and/or third parties including all modifications, additions or further enhancements delivered by Red Hat. The specific services (the “Services”) and/or Software that Red Hat will provide to Client will be described in an Order Form, signed by the parties or otherwise accepted by Red Hat, which may consist of (a) one or more mutually agreed order forms, statements of work, work orders or similar transaction documents, or (b) an order placed by Client through Red Hat's online store accessible from a Red Hat website. The parties agree that the terms of this Agreement will govern all purchases and use by Client of Software and Services unless otherwise agreed by the parties in writing.

  • Outcomes Secondary: Career pathway students will: have career goals designated on SEOP, earn concurrent college credit while in high school, achieve a state competency certificate and while completing high school graduation requirements.

  • Legal Framework 1. This programme agreement shall be read in conjunction with the following documents which, together with this programme agreement, constitute the legal framework of the EEA Financial Mechanism 2014-2021: (a) Protocol 38c to the EEA Agreement on the EEA Financial Mechanism 2014-2021; (b) the Regulation on the implementation of the EEA Financial Mechanism 2014-2021 (hereinafter referred to as the “Regulation”) issued by the Donor States in accordance with Article 10(5) of Protocol 38c; (c) the Memorandum of Understanding on the Implementation of the EEA Financial Mechanism 2014-2021 (hereinafter referred to as the “MoU”), entered into between the Donor States and the Beneficiary State; and (d) any guidelines adopted by the FMC in accordance with the Regulation. 2. In case of an inconsistency between this programme agreement and the Regulation, the Regulation shall prevail. 3. The legal framework is binding for the Parties. An act or omission by a Party to this programme agreement that is incompatible with the legal framework constitutes a breach of this programme agreement by that Party.

  • STRATEGIC PLAN (1) Within one hundred and twenty (120) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include: (a) a mission statement that forms the framework for the establishment of strategic goals and objectives; (b) an assessment of the Bank's present and future operating environment; (c) the development of strategic goals and objectives to be accomplished over the short and long term; (d) an identification of the Bank’s present and future product lines (assets and liabilities) that will be utilized to accomplish the strategic goals and objectives established in (1)(c) of this Article; (e) an evaluation of the Bank's internal operations, staffing requirements, board and management information systems and policies and procedures for their adequacy and contribution to the accomplishment of the goals and objectives developed under (1)(c) of this Article; (f) a management employment succession program to promote the retention and continuity of capable management; (g) product line development and market segments that the Bank intends to promote or develop; (h) an action plan to improve bank earnings and accomplish identified strategic goals and objectives, including individual responsibilities, accountability and specific time frames; (i) a financial forecast to include projections for major balance sheet and income statement accounts and desired financial ratios over the period covered by the strategic plan; (j) control systems to mitigate risks associated with planned new products, growth, or any proposed changes in the Bank’s operating environment; specific plans to establish responsibilities and accountability for the strategic planning process, new products, growth goals, or proposed changes in the Bank’s operating environment; and (k) systems to monitor the Bank’s progress in meeting the plan’s goals and objectives. (2) Upon adoption, a copy of the plan shall be forwarded to the Assistant Deputy Comptroller for review and prior written determination of no supervisory objection. Upon receiving a determination of no supervisory objection from the Assistant Deputy Comptroller, the Bank shall implement and adhere to the strategic plan. (3) The Board shall ensure that the Bank has processes, personnel, and control systems to ensure implementation of and adherence to the plan developed pursuant to this Article.

  • Performance Framework Service Agreements are a central component of the NSW Health Performance Framework which documents how the Ministry of Health monitors and assesses the performance of public sector health services to achieve expected service levels, financial performance, governance and other requirements.