Performance Outcome Clause Samples

Performance Outcome. If an Extensions Lecturer’s evaluations show a significant 20 decrease in performance in their two-year rolling average, the Senior Director may undertake a 21 documented performance review to help the Extension Lecturer improve that performance. The 22 review will be for a specified time, not to be more than one (1) year, and will include clear 23 measurable goals and recommended training where applicable. Unsatisfactory completion of a 24 performance review can result in removal from the annual contract Hiring List as indicated in 25 Article 9.3.4 or the Extension Lecturer may become subject to the provisions of Article 14. 26 4.1. The contents of performance evaluations are not subject to grievance and arbitration.
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Performance Outcome. Based upon the items listed above in Article 19.2.1, Extension 18 Lecturers shall be evaluated in three categories: (1) Instructor and Course Evaluations; (2)
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Performance Outcome. ‌ Cybersecurity operations will deliver standardized and improved protection to mission services and investments across the enterprise.
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Performance Outcome. ‌ User-centric analyses and business partnerships enable service improvements, from service strategy through continuous improvement, so enhancements and future investment decisions align with priority business needs.
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Performance Outcome. Based upon the items listed above in Article 19.2.1, Extension Lecturers shall be evaluated in three categories: (1) Instructor and Course Evaluations; (2) Professional Development; (3) Department Contributions. Areas Exceeds Expectations Meets Expectations Needs Improvement L-form Instructor and Course Evaluations (two-year rolling average) 3.6 or below Professional Development Examples include but are not limited to: relevant regional, national, international conferences, webinars, workshops, seminars, symposia, self-study and classroom or online courses; relevant certifications Attends in-service sessions and conduct two peer observations. Does not meet minimum expectations, including attending in-service requirements Department Contributions Examples include but are not limited to: committee work, in- service presentations or organization; teacher training support for MATESOL students; course mentor; course development; curriculum development Meets expectations of Core Job Responsibilities in Article 16. Does not meet expectations of Core Job responsibilities in Article 16, excluding attending in-service requirements If an Extension Lecturer is not performing to standard, a performance improvement plan can be developed. The purpose of an improvement plan is to be corrective, not punitive, and is to help the Extension Lecturer improve their performance. When needed, a performance improvement plan will be developed by the Supervising Director with input from the Employee by the end of Spring Quarter. The plan will be for a specified time, not to be more than one (1) year, and will include clear measurable goals and recommended training where applicable. Unsatisfactory completion of a performance review may result in disciplinary action up to and including dismissal. The contents of performance appraisals are not subject to grievance and arbitration.
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Performance Outcome. ‌ Upon completion, OCIO, Bureaus and Offices will use institutionalized governance and architecture processes to prioritize and synchronize IT investments to meet mission requirements more effectively, save money, and better serve the public. 2 Refers to policy promulgated by DOI Memorandum on Changes in Information Technology Governance, Performance Management, and Acquisition issued June 12, 2019.
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Performance Outcome. ‌ IRM financial management policies and practices use cross-functional enterprise data to manage portfolio resources efficiently and effectively to fulfill strategic priorities and mission needs. OBJECTIVE OUTCOME KPI Objective 4.1: A Mature IT Portfolio that Informs Decision Making Portfolio structure and processes enable lifecycle monitoring of business services/ projects per established objectives % of IT investments associated with a portfolio service (Business or IT) Objective 4.2: Capital Planning, Budget, and Procurement Transparency IRM leadership has data and input from multiple management functions (e.g., HR, budget) necessary to support good IT investment decisions Evaluation of IRM resources and assets to determine priority and feasibility of current/future IT solutions involves a data-driven decision support model Number of management functions represented per IT portfolio review and investment decision % of Bureau and Office IT acquisitions that exhibit adherence to DOI technology standards/governance decision model Objective 4.3: Alignment of All IT Expenditures with Business Needs Portfolio view of services driven IT investments based on business needs and effective communications with Bureau and Office programs IT expenditures directly aligned to business objectives % of Bureau and Office IT internal budget reviews focused on IT services and projects GOAL 5: Data as a Strategic Asset for Public and Organizational Use‌ Performance Outcome:‌ DOI manages data as valued assets used to support evidence-based policy decisions and are open by default to the American people. OBJECTIVE OUTCOME KPI Objective 5.1: Data Governance Enables a Robust Data Ecosystem Data Governance Board sets appropriate policies and procedures that align with mission objectives. Data management policies support a high level of transparency and accountability of DOI data assets. % of DOI Strategic Plan KPIs linked to the data assets supporting them. Objective 5.2: Data Is Findable, Accessible, Interoperable, and Reusable Users can find relevant datasets necessary to support DOI’s learning agenda and evaluation needs through the DOI Data Inventory. 100% of DOI’s data assets associated within the DOI application inventory registered in the DOI Data Inventory. Data Assets in the DOI Data Inventory are FAIR, as necessary. Objective 5.3: Data Literate DOI Workforce Efficiently Leverages Data to Support Evidence-based Decisions DOI’s workforce has the data skills needed to effect...
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Performance Outcome. 10. The Parties agree that the outcome to be achieved by the Australian Taxation Office in GST administration is to collect GST revenue effectively, including through optimising voluntary compliance by effectively and efficiently managing the administrative and compliance risks to the GST system. 11. The Australian Taxation Office is accountable to the Council for achieving the above stated performance outcome, the achievement of which will be measured by the agreed measures outlined in Schedule A (Performance Outcome Measures).
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Performance Outcome. ‌ In the end, IRM financial management policies and practices improve visibility of the enterprise portfolio with data-driven decision-making and oversight of IRM resources so they align with the highest priority mission needs. 5 The Federal Information Technology Acquisition Reform Act (FITARA), 2014, OMB Circular A-11, 2019 and OMB Circular A-130, Managing Information as a Strategic Resource, 2016, and the ▇▇▇▇▇▇▇-▇▇▇▇▇ Act, 1996, informs this Goal. DOI data drives the evidence required to answer mission questions and support evidence-based policy. DOI must ▇▇▇▇▇▇▇ data, which is a critical asset for research, commercial and government decisions. DOI’s data assets are essential for increasing transparency in our decisions and maintaining the public’s trust. A more data literate workforce will have the knowledge and skills necessary to best use data to improve mission outcomes, increase automation and reap the rewards of artificial intelligence‌
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Related to Performance Outcome

  • Performance Targets Threshold, target and maximum performance levels for each performance measure of the performance period are contained in Appendix B.

  • Performance Measure Grantee will adhere to the performance measures requirements documented in

  • PERFORMANCE OBJECTIVES 4.1 The Performance Plan (Annexure A) sets out- 4.1.1 the performance objectives and targets that must be met by the Employee; and 4.1.2 the time frames within which those performance objectives and targets must be met. 4.2 The performance objectives and targets reflected in Annexure A are set by the Employer in consultation with the Employee and based on the Integrated Development Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the Employer, and shall include key objectives; key performance indicators; target dates and weightings. 4.2.1 The key objectives describe the main tasks that need to be done. 4.2.2 The key performance indicators provide the details of the evidence that must be provided to show that a key objective has been achieved. 4.2.3 The target dates describe the timeframe in which the work must be achieved. 4.2.4 The weightings show the relative importance of the key objectives to each other. 4.3 The Employee’s performance will, in addition, be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan.

  • Ongoing Performance Measures The Department intends to use performance-reporting tools in order to measure the performance of Contractor(s). These tools will include the Contractor Performance Survey (Exhibit G), to be completed by Customers on a quarterly basis. Such measures will allow the Department to better track Vendor performance through the term of the Contract(s) and ensure that Contractor(s) consistently provide quality services to the State and its Customers. The Department reserves the right to modify the Contractor Performance Survey document and introduce additional performance-reporting tools as they are developed, including online tools (e.g. tools within MFMP or on the Department's website).

  • Performance Goal (a) Subject to the following sentence, the Performance Goal is set out in Appendix A hereto, which Appendix A is incorporated by reference herein and made a part hereof. Notwithstanding the foregoing, the provisions of Section 13 or any other provision of this Agreement to the contrary, the Committee reserves the right to unilaterally change or otherwise modify the Performance Goal in any manner whatsoever (including substituting a new Performance Goal). If the Committee exercises such discretionary authority to any extent, the Committee shall provide the Grantee with a new Appendix A in substitution for the Appendix A attached hereto, and such new Appendix A and the Performance Goal set out therein (rather than the Appendix A attached hereto and the Performance Goal set out therein) shall in all events apply for all purposes of this Agreement. (b) Depending upon the extent, if any, to which the Performance Goal has been achieved, and subject to compliance with the requirements of Section 4, each PSU shall entitle the Grantee to receive, at such time as is determined in accordance with the provisions of Section 5, between 0 and 2.0 Shares for each PSU. The Committee shall, as soon as practicable following the last day of the Performance Period, certify (i) the extent, if any, to which, in accordance with Appendix A, the Performance Goal has been achieved with respect to the Performance Period and (ii) the number of whole and/or partial Shares, if any, which, subject to compliance with the vesting requirements of Section 4, the Grantee shall be entitled to receive with respect to each PSU (with such number of whole and/or partial Shares being hereafter referred to as the “Share Delivery Factor”). Such certification shall be final, conclusive and binding on the Grantee, and on all other persons, to the maximum extent permitted by law.