Measurement of Success. (i) The present P & L statements of Emro and SuperAmerica are not consistent since Emro’s P & L is based on rack prices and SuperAmerica’s is based on adjusted rack prices. A common transfer price will be adopted by MAP executive management after the closing of the Joint Venture, with appropriate input from the SSA executive management. Depending upon the transfer price methodology used, various adjustments will be made to permit accurate analysis of Emro and SuperAmerica performance, e.g., if rack price is used, adjustments will be made to reflect the synergy added to MAP by Emro and SuperAmerica.
Measurement of Success. The success of the HBP’s efforts to collaborate with other initiatives will be measured in terms of: The number of formal collaboration agreements or MoUs in place. The number of collaboration agreements or MoUs that are active. The number of proposals for Partnering Projects and the geographical and disciplinary diversity of the proposals. The number of participants in other initiatives who are active users of the HBP Platforms. The number of other initiatives that are actively sharing data, know-how and tools with the HBP. Presence, number and impact of collaborative joint publications, meetings, workshops, conferences, etc., which result from these collaborations.
Measurement of Success. There is a clear need to incorporate some measure for assessing the success of the ECVision network, both for the network so that it can use it as feedback to adapt and improve its activities, and for the Commission so that it has some indication of the return on investment of public funds. Normally, the success of an RTD project is measured by the manner in which it achieves or produces the deliverables specifed in the workplan. Similarly, the ECVision workplan also identifies many useful tangible and intangible outcomes (i.e. deliverables) which can be used to assess the success of the network. However, there is more to success than the completion of each task; real success would be to have these deliverables taken up and used by the community at large. So, for example, the generation of a model curriculum in Cognitive Vision Systems may well be a very useful deliverable, but real substantive success would involve its widespread use by institutions around Europe and the launch of new courses or programmes on Cognitive Vision Systems. The same is true for many other deliverables. Thus, we can see that there are two sides to the measurement of success: the delivery of deliverables and the take-up of deliverables. Whilst the consortium of network members is clearly responsible for the former (and will be reviewed accordingly on their performance), the latter is ultimately outside the control of the network. It can exert its best influences but if cannot enforce take-up. However, it can measure take-up. We propose to do this by performing annual audits on the incidences of usage or occurrences of cognitive vision systems in the following key indicators: • Number of modules/courses being delivered on cognitive computer vision. • Number of X.Xx. and Ph.D. students working on theses in the area of cognitive computer vision. • Number of industrial applications incorporating some aspect of cognitive computer vision. • Number of conference and journal papers addressing some issue in cognitive computer vision. • Number of RTD projects active in the area of cognitive computer vision systems. • Number of text-books on cognitive computer vision • Number of research books of cognitive computer vision • Number of sessions in conferences devoted to cognitive computer vision Success metrics will be computed as the percentage increase in these indicators, taking the status quo at the launch of the network as the baseline. In summary, the success of the ECVision network w...
Measurement of Success. The success of this initiative will be measured by the participating agencies willingness to share certain information, (i.e. crime statistics) for the purpose of measuring the success of the task force as well as its performance. • Criminal prosecutions (State and Federal) • Overall reduction of violent crime in Pueblo • Firearms seizures • NIBIN investigations cleared • Collaborative investigations between PPD and ATF PHYSICAL LOCATION Officers assigned to this Task Force by their employer shall be referred to as task force officers (TFOs). TFOs will be assigned to the Pueblo Police Department and will be located at 000 X. Xxxx Xx, Xxxxxx, XX 00000. SUPERVISION AND CONTROL The day-to-day supervision and administrative control of TFOs will be the mutual responsibility of the participants and PPD chain of command with the ATF Resident Agent in Charge or his/her designee having operational control over all operations related to this Task Force. Each TFO shall remain subject to their respective agencies' policies, and shall report to their respective agencies regarding matters unrelated to this agreement/task force. With regard to matters related to the Task Force, TFOs will be subject to Federal law and Department of Justice (DOJ) and ATF orders, regulations and policy, including those related to standards of conduct, sexual harassment, equal opportunity issues and Federal disclosure laws. Failure to comply with this paragraph could result in a TFO’s dismissal from the Task Force.
Measurement of Success. Normally, the success of an RTD project is measured by the manner in which it achieves or produces the deliverables specifed in the workplan. However, there is more to success than the completion of each task; real success would be to have these deliverables taken up and used by the community at large. So, for example, the generation of a model curriculum in Cognitive Vision Systems may well be a very useful deliverable, but real substantive success would involve its widespread use by institutions around Europe and the launch of new courses or programmes on Cognitive Vision Systems. The same is true for many other deliverables. Thus, we can see that there are two sides to the measurement of success: the delivery of deliverables and the take-up of deliverables. Whilst the consortium of network members is clearly responsible for the former (and will be reviewed accordingly on their performance), the latter is ultimately outside the control of the network. It can exert its best influences but if cannot enforce take-up. However, it can measure take-up. We propose to do this by performing annual audits on the incidences of usage or occurrences of cognitive vision systems in a number of key indicators (see Section 9.5.8, for details). In summary, the success of the ECVision network will be subject to quantitative assessment on two complimentary bases:
Measurement of Success. TIMELINE (SMART) Implement the SPA Improve opportunities for student representation and participation in all appropriate committees across the university. Create a recognition system whereby we can record representation, partnership activity and engagement in support of employability. Each School will have at least one student led academic society by end 2015/16, with appropriate support being provided. SAUWS Improved student engagement Student representatives to have appropriate training to undertake role Student representation on all appropriate institutional, School, programme forums and committees. Opportunity for recognition for all representation work within the HEAR. Produce metrics of engagement in representation for 2015/16 based on SPARQS matrix. All appropriate forums and committees to include trained reps as members – March 2016 Effective practice report – June 2016 Production of the HEAR - July 2016 Establish institutional working group to: Review engagement with Global Reach and international activity within the institution. Co-create an Award in Citizenship, with students working in partnership with staff to create an Award that features on the student HEAR and in staff PDR. Develop a culture where students and staff are supported to be collaborative & co-creative. Presentation of collaborative and co-created work in shared spaces and online. Provision of an international curriculum and development of an international culture across UWS. Demonstrate improved integration between home and international students through the production of shared work, improvements in outward mobility and greater uptake of languages provision. Student satisfaction improved (NSS & EVASYS, PTES and UKES). Evidence of collaboration available from module descriptors, with examples of best practice in collaboration showcased in presentations of student work. Benchmark established for International students through introduction of International Student Barometer. Annual increases in numbers of students and staff involved in collaborative and co-created work. Appropriate activities recorded on the HEAR (June 2016) Initially, inclusion of Citizenship activities on HEAR and ultimately increasing numbers of students engaging with additional employability enhancing awards. Assessment & Feedback: To improve engagement with assessment and feedback ACTION PARTNERSHIP RESPONSIBILITY
Measurement of Success. TIMELINE (SMART) All staff will meet the deadlines for providing feedback to students. Where, for a valid reason it is not possible to provide feedback within 4 weeks an explanation will be provided with details of when and how feedback will be provided to you. Set up Action Research Groups to explore assessment and feedback organised around the SPA for each School. Map the Assessment and Feedback journey across all programmes of study. AD(E)s Exploration of new approaches to assessment and feedback such as an assessment partnership model, co- creation, peer and self-evaluation. Students able to access assessments in a variety of formats dependent on needs. Setting up of assessment, feedback and research awareness group in each School (November 2015) AAPC to monitor provision of timely and useful feedback. Increased NSS scores (2016/17) Production of an activity and intervention report by each group (January 2016) Wellbeing ACTION PARTNERSHIP RESPONSIBILITY
Measurement of Success. TIMELINE (SMART) Deliver financial awareness campaign involving Student Services, SAUWS and external partners during 2015/16. Deliver a campaign focusing on mental health awareness, during 2015/16. Student Services Increased capacity to better manage their finances. Build on the work of SAUWS mental health ambassadors and take a partnership approach to promoting wider student engagement with themes. Increase confidence and improved resilience. A collaborative approach taken delivering to Student Money Week 2016. Development of a collaborative approach to a series of financial capability activities to be used in classroom settings. Emergence of Nightline Service Improved student representation at Student Services Team Meetings. Achieving the Student Partnership Agreement In keeping with our values of this Partnership Agreement, aspects of equality and diversity will be considered at all times. The utilisation of expertise and perspectives from the whole learning and professional community will determine the success of this agreement and outcomes derived from it. In addition, this Partnership Agreement allows scope for innovation and creativity, the use of technology given our geographical spread and intentions to expand our global reach, will become enhanced and capable of delivering a 21st century experience. Reviewing the Student Partnership Agreement A SPA review group will be set up during Trimester 2 of each year, this group will include members from SAUWS, UWS and the student body, to ensure that an annual review takes place at an appropriate time which all members of the community can contribute to and benefit from. This will include mandates from the Student Voice, Manifesto pledges from elected officers and results derived from Quality Assurance and Enhancement Processes.
Measurement of Success. Success of the CGIC will involve increased multiple NIBIN matches, higher clearance rates for violent crimes, increased crime gun interdiction, reduced violent gun crime rates, increased effective deployment of law enforcement resources, and increased prosecution of violent gun crime. The success of the CGIC will be dependent, in part, upon the participating agencies’ willingness to share certain information, such as crime statistics and NIBIN results. PHYSICAL LOCATION Personnel assigned to the CGIC by their employers will be located at the ATF Colorado Springs Field Office or Pueblo Police Department.
Measurement of Success. The success of this initiative will be measured by the participating agencies willingness to share certain information, (i.e. crime statistics) for the purpose of measuring the success of the task force as well as its performance.
