Target Setting Clause Samples
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Target Setting. Targets in IPD perform two functions. First, the targets set the goal to which the parties design and construct the project.31 Second, the targets are the metric used to measure the team’s performance. Although 31 Target Cost Design or Target Value Design are key techniques in IPD. In a traditional project, the client’s programming needs are used to develop the design. As the design progresses, cost is addressed through an iterative design/estimate/redesign loop until the estimate meets the budget. This is a feedback process. Target Cost Design uses a continuous evaluation of alternatives and cost implications to influence developing a design to the budget. This is a feed-forward process and avoids the waste, delay, and lost opportunities that are associated with design/estimate/redesign. the most common target is the project cost, targets can include perfor- ▇▇▇▇▇, quality, schedule, or any other reasonably evaluated metric. Moreover, targets can be expressed in alternatives as well as quantitative spectra. For example, the level of profit enhancement can be tied to which “desirable” elements can be achieved for the target price, as well as those that are required by the program. In these projects, the question is how much value the owner can get for a set budget rather than how little can be spent to achieve a set program. Setting targets correctly is of paramount importance and raises significant issues for the negotiation team. The key issues can be divided into three basic questions.
Target Setting. Targets will be assigned by Circle to SSAs and thereafter SSA will assign franchisee- territory wise Qty/Monthly target. Quarterly/monthly target will be communicated in last week of previous qtr/month or in the first week of the qtr./month.
Target Setting. Further work is being progressed to develop a comprehensive set of targets directly related to the additional and innovative activities proposed as part of this MAA. This will be complete by April 2009.
Target Setting. In addition to trying to ensure that as many pupils make expected progress, pressure is on schools to help as many as possible to meet their externally set GCSE targets. There are a few different mechanisms available to schools in terms of establishing these targets, but one of the most often used systems is to have them set by an outside agency, such as the ▇▇▇▇▇▇▇ Family Trust who use the National Pupil Database to provide GCSE targets for individual pupils based on their prior attainment, i.e. what they achieved in their Key Stage Two Standard Assessment Tests (SATS) in Primary School. Through this process every pupil is given an individual target grade in each of the subjects she/he is studying. No consultation is carried out either with the pupil, the parents or the teachers, but some schools, such as Kite Hill, offer the subject departments the possibility of changing some of the targets with the proviso that if one pupil’s target is moved up, another must be moved down. The reason for this is that when later calculations are carried out (i.e. after the GCSE results have been published) in order to establish the effectiveness of each department in terms of the percentage of pupils meeting their target, the basis on which the targets were adjusted must be the same across the school. The ideal is that all subject areas should add an equal amount of ‘value’ to the pupil in terms of how much progress each individual has made from their starting points; between subject differences are a possible cause for challenges during an OFSTED inspection as they may indicate that the leadership of the school has not been successful at eradicating what could be viewed as an inequality of curriculum offer.
Target Setting. Targets in IPD perform two functions. First, the targets set the goal to which the parties design and construct the project.26 Second, the targets are the metric used to measure the team’s performance. Although the most common target is the project cost, targets can include performance, quality, schedule or any other reasonably evaluated metric. Moreover, targets can be expressed in alternatives as well as quantitative spectra. For example, the level of profit enhancement can be tied to which “desirable” elements can be achieved for the target price, as well as those that are required by the program. In these projects, the question is how much value the owner can get for a set budget rather than how little can be spent to achieve a set program. Setting targets correctly is of paramount importance and raises significant issues for the negotiation team. The key issues can be divided into three basic questions.
(a) What are the targets?
(b) When are the targets set?
(c) How should the targets be set?
Target Setting. Targets and benchmarks for Practitioners will be established at the beginning of each year as required for Performance Templates and Remuneration, and to facilitate the achievement of NAB Financial Planning’s financial expectations. NAB Financial Planning will set targets and benchmarks each year taking into consideration matters such as, but not limited to: ▪ Role ▪ Past performance ▪ Segment ▪ Number of Clients ▪ Geographic location ▪ Number of referral partners ▪ Overall system growth ▪ Reasonable expectations for growth and client acquisition ▪ The inflationary impact on Funds under Advice and ongoing revenue.
Target Setting. In Sandwell there is a determination to set challenging and appropriate performance targets that will increase the pace of change. The corporate performance management framework includes processes to ensure accountability and challenge is engendered at every opportunity. There is a detailed target setting proforma which is completed each year by each indicator owner. For the Local Area Agreement, a similar target setting proforma will be developed for each LAA performance indicator and challenge meetings between the Lead Officer for each LAA Block, the Performance Business Manager and each Indicator Owner will be undertaken, to ensure that the target setting follows a robust process that produces realistic and sufficiently ambitious targets for all selected performance indicators in each Block.