Performance Management Clause Samples
The Performance Management clause establishes the standards and procedures for monitoring, evaluating, and improving the performance of parties under an agreement. Typically, it outlines key performance indicators (KPIs), reporting requirements, and mechanisms for addressing underperformance, such as corrective action plans or regular review meetings. This clause ensures that both parties are held accountable to agreed-upon benchmarks, promoting transparency and continuous improvement while providing a structured approach to resolving performance-related issues.
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Performance Management. 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative.
17.2 The Contractor will ensure that there will be dedicated resources to enable the smooth running of the Framework Agreement and a clear plan of contacts at various levels within the Contractor's organisation. Framework Public Bodies may look to migrate to this Framework Agreement as and when their current contractual arrangements expire. The Contractor will where necessary assign additional personnel to this Framework Agreement to ensure agreed service levels are maintained and to ensure a consistent level of service is delivered to all Framework Public Bodies.
17.3 In addition to annual meetings with the Authority's Strategic Contract Manager, the Contractor is expected to develop relationships with nominated individuals within each of the Framework Public Bodies to ensure that the level of service provided on a local basis is satisfactory. Where specific problems are identified locally, the Contractor will attempt to resolve such problems with the nominated individual within that organisation. The Authority's Strategic Contract Manager will liaise (or meet as appropriate) regularly with the Framework Public Bodies' Contract Manager, and where common problems are identified, it will be the responsibility of the Contractor to liaise with the Authority's Strategic Contract Manager to agree a satisfactory course of action. Where the Contractor becomes aware of a trend that would have a negative effect on one or more of the Framework Public Bodies, they should immediately notify the Authority's Strategic Contract Manager to discuss corrective action.
17.4 Regular meetings, frequency to be advised by Framework Public Body, will be held between the Framework Public Bodies' Contract Manager and the Contractor's representative to review the performance of their Call-Off Contract(s) under this Framework Agreement against the agreed service levels as measured through Key Performance Indicators (KPIs). Reports will be provided by the Contractor to the Framework Public Bodies' Contract Manager at least 14 days prior to the these meetings.
17.5 Performance review meetings will also be held annually, between the Authority's Strategic Contract Manager and the Contracto...
Performance Management. The performance measures that relate to the provision of the Services shall be as set out in the Call-Off Contract.
Performance Management. The parties are committed to operating appropriate Performance Management Systems to assist practitioners and hospitals in providing quality services and positively addressing issues. The key component of this system is the regular involvement of all medical staff in performance appraisal.
Performance Management. 14.1. Nominated Representatives from Scottish Government and the Contractor shall attend all meetings relating to performance management.
14.2. The Contractor’s representative at such meetings shall be a nominated director of the Contractor, the Contract Manager, or in their absence a nominated deputy.
14.3. Any issues raised during the course of these meetings will be addressed as a matter of priority unless otherwise agreed.
14.4. Notwithstanding the performance management meetings the Contractor shall attend both ad hoc and regular operational meetings as per the Terms and Conditions and as required.
14.5. The Contractor shall also attend regular progress meetings with each Framework Public Body which may include a requirement for contractor to provide a risk register and key milestone tracker. Timescales for these meetings will be agreed between the Contractor and the Client during the mobilisation period.
Performance Management. Service Level Summary Priority Definition Response Time After Notification Provide Solution Time Target Resolution Time Escalation Path Emergency • The entire organization is affected. • Core business processes cannot be carried out. • Security violation. 1 hour 1 day 1 day Resolution > 2 day Escalation path: tbd Critical • Multiple users or departments are directly affected. • The incident has a serious impact on critical tasks and no workaround is available. • Customer affected. 4 hours 1 day 3 days Resolution > 2 day Escalation path: tbd High • The system cannot function as designed or installed. • A small group of users are directly affected. • The compliance timeline is affected 1 day 3 days Requires resource estimation, City's approval, prioritization, and scheduling Medium • A small number of users are affected. • Isolated incident. • Degraded performance and/or is difficult to use. 5 days 2-3 weeks Requires resource estimation, City's approval, prioritization, and scheduling Low • The user requests general information, • service or consultation. • Cosmetic enhancements 5 days 4-6 weeks To be prioritized based on resource availability and cos • Report enhancements CONSULTANT shall staff the support personnel with the following qualifications. o Must have a minimum of 8 years of experience configuring and developing Esri ArcGIS systems with a thorough understanding of the integration required with other relevant Esri toolsets part of the Esri ecosystem. o Must have experience and proficiency in any programming language and toolset CITY will specify when there is a need to access additional skills and expertise. o Requires excellent communication, analytical, facilitation, and negotiation skills, data/business process modeling, knowledge of competition, and industry happenings o Ability to form, lead, and/or be a participant in a cross-functional team o Superior level of attention to detail, time management, organization, and problem-solving skills with the ability to handle multiple projects and deadlines simultaneously. o Demonstrates excellent requirements gathering and quality assurance testing skills, ensuring business needs are met. o Esri or GIS certifications relevant to the position are preferred. o Utilities Industry Business knowledge.
Performance Management. The parties agree, as needed, how to measure compliance of the track possession process.
Performance Management. In this section the words below have the following meaning:
Performance Management. The Council’s strategic planning framework is set out at Appendix A. The Community Plan is monitored in two ways. Firstly, an annual progress report is produced with regard to the longer-term outcomes and indicators within the plan. Secondly, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets are being met. The Scrutiny Committee examines progress of the Action Plan every 6 months. We publish an Annual Review of the Council Plan, although it is subjected to quarterly monitoring by the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners...
Performance Management. (a) Where the Employer is considering termination of employment for reasons related to the Employee’s performance, the Employer will implement the procedure in this clause.
(b) A formal performance management procedure will commence with the Employer advising the Employee in writing of:
(i) the Employer’s concern(s) with the Employee’s performance;
(ii) the time, date and place of the first formal meeting to discuss the Employee ’s performance;
(iii) the Employee’s right to be accompanied by a nominee of the Employee’s choice at all meetings scheduled to discuss the Employee’s performance;
(iv) the Employer’s right to terminate the employment should the procedure not resolve the Employer’s concern(s).
(c) Formal performance management meetings will
(i) include discussion of the Employer’s concern(s) with the Employee’s performance;
(ii) give the Employee an opportunity to respond to the Employer’s concern(s);
(iii) include discussion of any counselling or assistance, where appropriate, available to the Employee;
(iv) include documentation, where appropriate;
(v) set periods of review, as appropriate.
(d) If, after following the procedure in this clause, the Employer’s decision is to terminate the employment of the Employee, then the Employer will give the required period of notice or payment in lieu of notice.
Performance Management. (a) Nothing in this clause 18 will prevent the Employer from undertaking performance management to support Employees.
(b) In this clause 18, performance management includes reasonable actions to address performance by identifying performance deficits, the Employer's expected outcomes and performance measures, and strategies to meet those measures including the provision of support and education the Employee may reasonably require. Performance management measures may be included in a performance improvement plan that seeks to address the identified deficits within a reasonable time period.
(c) In this clause 18, performance management does not include sanctions in addition to those set out at clause 18.5 above.