Performance Monitoring Arrangements Clause Samples

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Performance Monitoring Arrangements. 2.7.1 The Operational Group will ensure that a joint commissioning assurance framework is in place which will enable routine monitoring and the escalation of indicators of increasing risk or poor performance. Please see Section 5. 2.7.2 The Operational Group will ensure that a comprehensive Integrated Performance Report is in place. This must satisfy both national, agency and joint requirements for reporting in terms of content and timing. It must include finance, activity and efficiency; access; quality and safety; and user experience. The Operational Group will also monitor delayed transfer of care within a “whole system” approach. (Please see Section 5 for further detail)
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Performance Monitoring Arrangements. The Council is required to report to the Welsh Government a range of monitoring information which includes:
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Performance Monitoring Arrangements. 8.1 Marketing Leeds shall provide the Council with regular reports and financial statements which shall detail areas of activity and progress against objectives and specify how the funding received from the Council has been used. Such documents shall include, but shall not be limited to, Marketing Leeds’ annual Business Plan and Activity and Events Summary and the company’s audited annual accounts. It is acknowledged by the Council that the Business Plan and Activity and Events Summary may, from time to time, be updated by Marketing Leeds. Marketing Leeds is, therefore, required to let the Council have updated copies of both the Business Plan and the Activity and Events Summary as and when such documents are substantively updated. 8.2 The performance of Marketing Leeds will be monitored by its appointed Directors to the Board of Marketing Leeds; by formal reports to the Council via the Chief Executive, and through other reporting mechanisms as the Council may, from time to time, specify. Specifically, funding is subject to the receipt of regular and satisfactory updates reporting progress against Marketing Leeds agreed Business Plan objectives both to the Board of Marketing Leeds on a regular basis and, at least once a year, to the Council via the Chief Executive. 8.3 In accordance with the Council’s arrangements for managing performance against the Leeds Strategic Plan 2008-2011, once the baseline has been established in early 2009 and future years targets set, Marketing Leeds will be required to provide such information as may be required to ascertain progress against relevant indicators, most notably: (a) Percentage of UK residents surveyed who regard Leeds as a great place to live, and; (b) Improve Leeds’ image as a major centre for business. 8.4 Marketing Leeds shall provide all relevant information and related materials, at such times as the Council shall reasonably request such items, in order for the Council to monitor, evaluate and review Marketing Leeds’ performance with regard to the Council’s requirements in respect of this Agreement. 8.5 In accordance with the Council’s political governance arrangements, officials of Marketing Leeds may be expected, from time to time, to attend meetings of the Council’s Executive Board or relevant Scrutiny Committee to consider performance matters as identified within this Agreement.
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Related to Performance Monitoring Arrangements

  • Performance Monitoring ‌ A. Performance Monitoring of Subrecipient by County, State of California and/or HUD shall consist of requested and/or required written reporting, as well as onsite monitoring by County, State of California or HUD representatives. B. County shall periodically evaluate Subrecipient’s progress in complying with the terms of this Contract. Subrecipient shall cooperate fully during such monitoring. County shall report the findings of each monitoring to Subrecipient. C. County shall monitor the performance of Subrecipient against the goals, outcomes, milestones and performance standards required herein. Substandard performance, as determined by County, will constitute non-compliance with this Contract for which County may immediately terminate the Contract. If action to correct such substandard performance is not taken by Subrecipient within the time period specified by County, payment(s) will be denied in accordance with the provisions contained in this Paragraph 47 of this Contract. D. HUD in accordance with 24 CFR Part 570 Subpart O, 570.902, will annually review the performance of County to determine whether County has carried out its Community Development Block Grant (CDBG) assisted activities in a timely manner and has significantly disbursed CDBG funds and met the mandated “1.5 ratio” threshold. Subrecipient is responsible to ensure timely drawdown of funds.

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

  • 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 Contractor's representative to review the performance of the Framework Agreement against the agreed service levels as measured through Key Performance Indicators. A summary of the quarterly reports will be provided by the Contractor at least 14 days prior to these meetings. 17.6 The Authority will gather the outputs from contract management to review under the areas detailed in the table below. Provision of management reports 90% to be submitted within 10 working days of the month end Report any incident affecting the delivery of the Service(s) to the Framework Public Body 100% to be reported in writing to FPB within 24 hours of the incident being reported by telephone/email Prompt payment of sub-contractors and/or consortia members (if applicable). Maximum of 30 from receipt of payment from Framework Public Bodies, 10 days target 100% within 30 days

  • PERFORMANCE MONITORING AND REPORTING Performance indicators

  • Performance Orders A Performance Order: (a) is an order made under clause 13.3.3(b), relating to a Relevant Dispute, whether by way of interim or final relief; and (b) may be applied for by Network Rail or the Train Operator in the circumstances set out in clause 8.1, subject to the qualifications in clause 17.8, and an application for a Performance Order shall be without prejudice to any other remedy available to the claimant under this contract (whether final or interim and whether by way of appeal under the Network Code or otherwise).