Performance against Strategies and Objectives Sample Clauses

Performance against Strategies and Objectives. Key Performance Indicators X Not performing Performance outside the tolerance threshold Strategic Deliverables
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Performance against Strategies and Objectives. Key Performance Indicators  Performing Performance at, or better than, target  Underperforming Performance within a tolerance range X Not performing Performance outside the tolerance threshold Detailed specifications for the key performance indicators are provided in the Service
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Performance against Strategies and Objectives. The performance of Districts, Networks, other Health Services and Support Organisations is assessed in terms of whether it is meeting performance targets for individual key performance indicators for each NSW Health Strategic Priority.  Performing Performance at, or better than, target  Underperforming Performance within a tolerance range X Not performing Performance outside the tolerance threshold Detailed specifications for the key performance indicators are provided in the Service Agreement Data Supplement along with the list of improvement measures that will continue to be tracked by the Ministry’s Business Owners - see Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework. The Data Supplement also maps indicators and measures to key strategic programs including  Premier’s and State PrioritiesElection Commitments  Better Value Care  Patient Safety FirstMental Health ReformFinancial Management Transformations Key deliverables under the Ministry’s Strategic Priorities 2107-18 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by each Health Service and Support Service. 6.1 Key Performance Indicators Strategic Priority Domain Measure Target Not Performing X Under Performing  Performing  Strategy 4: Develop and Support our People and Culture 4.1 Safety Staff Engagement - Public Service Commission (PSC) People Matter Survey - Engagement Index: Variation from previous year (%) Increase, or no change from previous Year =>5% decrease from previous Year <5% decrease from previous Year Increase, or no change from previous Year Efficiency Performance Reviews - Staff who have had a performance review within the last 12 months (%) 100 <85 >=85 and <90 >=90
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Performance against Strategies and Objectives. The performance of a Support Organisation is assessed in terms of whether it is meeting performance targets for individual key performance indicators for each NSW Health Strategic Priority.  Performing Performance at, or better than, target  Underperforming Performance within a tolerance range X Not performing Performance outside the tolerance threshold Detailed specifications for the key performance indicators are provided in the Service Agreement Data Supplement along with the list of improvement measures that will continue to be tracked by the Ministry’s Business Owners - see The Data Supplement also maps indicators and measures to key strategic programs including  Premier’s and State PrioritiesElection Commitments  Better Value Care  Patient Safety FirstMental Health ReformFinancial Management Transformations Key deliverables under the NSW Health Strategic Priorities 2018-19 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by each Support Organisation. 6.1 Key Performance Indicators Strategic Priority Measure Target Not Performing X Under Performing  Performing 
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Related to Performance against Strategies and Objectives

  • Goals and Objectives The purpose of this Agreement is to ensure that the proper elements and commitments are in place to provide consistent service support and delivery to the customers by the Service Providers. The goal of this Agreement is to obtain mutual agreement for the provision of information and communication between the Service Provider and customer. The objective of this Agreement is to: • Provide clear reference to service ownership, accountability, roles and responsibilities. • Present clear, concise and measurable description of service provision to the customer. • Match perceptions of the expected service provision with actual service support and delivery.

  • Goals Goals define availability, performance and other objectives of Service provisioning and delivery. Goals do not include remedies and failure to meet any Service Goal does not entitle Customer to a Service credit.

  • Purpose and Objectives The primary purpose of this procedure shall be to obtain, at the lowest administrative level and in the shortest period of time, equitable solutions to grievances which may arise from time to time. Grievance proceedings shall be handled confidentially.

  • BACKGROUND AND OBJECTIVES The partnership proposed by the Cooperator was selected due to merit review evaluations from the 2017 Notice of Funding Opportunity P17AS00037. The Cooperator demonstrated expertise in disciplines and subject areas of relevance to cooperative research and training. The Cooperator met the program interests of NPS with expertise, facilities, experience, diversity of programs, and history of collaborative research projects. The Cooperator helps the NPS-CESU to meet its objectives to:  Provide research, technical assistance and education to NPS for land management, and research;  Develop a program of research, technical assistance and education that involves the biological, physical, social, and cultural sciences needed to address resources issues and interdisciplinary problem-solving at multiple scales and in an ecosystem context at the local, regional, and national level; and  Place special emphasis on the working collaboration among NPS, universities, and their related partner institutions. The CESU network seeks to provide scientifically-based information on the nature and status of selected biological, physical, and cultural resources occurring within the parks in a form that increases its utility for making management decisions, conducting scientific research, educating the public, developing effective monitoring programs, and developing management strategies for resource protection. Studying the resources present in NPS parks benefits the Cooperator’s goal of advancing knowledge through scientific discovery, integration, application, and teaching, which lead toward a holistic understanding of our environmental and natural resources. The Cooperator is a public research university, sharing research, educational, and technological strengths with other institutions. Through inter-institutional collaboration, combined with the unique contributions of each constituent institution, the Cooperator strives to contribute substantially to the cultural, economic, environmental, scientific, social and technological advancement of the nation. The NPS expects there to be substantial involvement between itself and the Cooperator in carrying out the activities contemplated in this Agreement. The primary purpose of this study is not the acquisition of property or services for the direct benefit or use by the Federal Government, but rather to accomplish a public purpose of support or stimulation authorized the Legislative Authorities in ARTICLE II. This agreement fulfills the Public Purpose of support and economic stimulation for the following reasons:  Projects will engage recipients, partners, communities, and/or visitors in shared environmental stewardship.  Projects will promote greater public and private participation in historic preservation programs and activities. The project builds resource stewardship ethics in its participants.  The information, products and/or services identified or developed by projects will be shared through a variety of strategies to increase public awareness, knowledge and support for historic preservation and stewardship of the nation’s cultural and historical heritage.  Projects will support the Government’s objective to provide opportunities for youth to learn about the environment by spending time working on projects in National Parks. The NPS receives the indirect benefit of completing conservation projects.  Projects will motivate youth participants to become involved in the natural, cultural and /or historical resource protection of their communities and beyond.  Students gain “real world” or hands-on experience outside of the classroom of natural, cultural and/or historical resource projects.  The scientific community and/or researchers external to NPS gains by new knowledge provided through research and related results dissemination of natural, cultural and/or historical resource information.  Projects assist in the creation, promotion, facilitation, and/or improvement of the public’s understanding of natural, cultural, historic, recreational and other aspects of areas such as ecological conservation areas, and state and local parks. For performance under this cooperative agreement, the regulations set forth in 2 CFR, Part 200, supersedes OMB Circulars A–21 (2 CFR 220), A–87 (2 CFR 225), A–110, and A–122 (2 CFR 230); Circulars A–89, A–102, and A–133; and the guidance in Circular A–50 on Single Audit Act follow–up apply. The Cooperator shall adhere to 2 CFR, Part 200 in its entirety in addition to any terms and conditions of the master agreement not superseded by 2 CFR 200, as well as the terms and conditions set forth in this agreement. In the event of a conflict between the original terms of the master agreement and 2 CFR, Part 200, relating to this task agreement, 2 CFR, Part 200 shall take precedence.

  • Program Objectives Implement a rigorous constructability program following The University of Texas System, Office of Capital Projects Constructability Manual. Identify and document Project cost and schedule savings (targeted costs are 5% of construction costs). Clarification of Project goals, objectives.