Results-Based Management Sample Clauses

Results-Based Management is a management strategy that focuses on achieving specified outputs and results, on measuring performance, learning and adapting to changing conditions, as well as on reporting on the achieved results. Project budget – the budget, which forms part of the Project Contract and which classifies the planned expenditures into budget (expenditure) items related to the project activities.
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Results-Based Management. In the drafting of the HEP project proposals, the following guidelines will be followed: Each project is designed and implemented within a project-specific results framework, which is linked to the programme-level results matrix (above). However, the results framework of the project should focus on the selected themes and approaches (within the limits defined at programme level). All projects are required to set relevant result indicators for each outcome to be produced during the project implementation phase. In addition, the projects are expected to monitor the four programme-level indicators. The main tool for results-based management is the results framework. Materials related to the RBM approach in the Higher Education Partnership (HEP) programme are available on the EDUFI website. More information on the RBM approach can be found in the administrative handbook. RBM practices in Finnish development cooperation are available in the publication: Results Based Management. Best practices for designing the results framework In the project preparation, the participating HEIs are advised to consult the programme’s overall results framework, which contains the impact and the outcome statement for the programme, towards which each HEP project is expected to contribute. Results Framework - For an individual HEP project, the results chain should show the internal logic of the intervention from inputs to outputs and outcomes and finally, to the long-term impact. - The results framework presents the above results and forms the basis for the monitoring and reporting of the intervention. In the results development work the following principles apply: - Base project result objectives on the partner countries’ national priorities and development needs - Define results and results targets jointly with your partner. - Specific results targets and related indicators should be defined at the impact, outcome, and output level. - Ensure that the indicators are aligned with the overall programme indicators and that they are Specific, Measurable, Attributable, Relevant and Time-bound (SMART). Consider in advance, how the data can be collected and who are responsible for this work. - Set clear results targets at the outcome level and analyse how the project specific outcome contributes to the overall outcome expected impact of the programme. - Define assumptions i.e., external factors which influence the performance of the project but which the project cannot influence at diff...
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Related to Results-Based Management

  • 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

  • Change Management BellSouth provides a collaborative process for change management of the electronic interfaces through the Change Control Process (CCP). Guidelines for this process are set forth in the CCP document as amended from time to time during this Agreement. The CCP document may be accessed via the Internet at ▇▇▇▇://▇▇▇.▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇.▇▇▇▇▇▇▇▇▇.▇▇▇.

  • Management Plan The Management Plan is the description and definition of the phasing, sequencing and timing of the major Individual Project activities for design, construction procurement, construction and occupancy as described in the IPPA.

  • CONTINUITY OF OPERATIONS Engage in any business activities substantially different than those in which Borrower is presently engaged, (2) cease operations, liquidate, merge, transfer, acquire or consolidate with any other entity, change its name, dissolve or transfer or sell Collateral out of the ordinary course of business, or (3) pay any dividends on Borrower's stock (other than dividends payable in its stock), provided, however that notwithstanding the foregoing, but only so long as no Event of Default has occurred and is continuing or would result from the payment of dividends, if Borrower is a "Subchapter S Corporation" (as defined in the Internal Revenue Code of 1986, as amended), Borrower may pay cash dividends on its stock to its shareholders from time to time in amounts necessary to enable the shareholders to pay income taxes and make estimated income tax payments to satisfy their liabilities under federal and state law which arise solely from their status as Shareholders of a Subchapter S Corporation because of their ownership of shares of Borrower's stock, or purchase or retire any of Borrower's outstanding shares or alter or amend Borrower's capital structure.