Measuring Performance a. Performance shall be measured as per timeline and threshold provided in Schedule 12.
Measuring Performance a. Performance shall be measured as per timeline and threshold provided in Schelue 12.
Measuring Performance. The Census Bureau seeks a complete, accurate, and efficient decennial census in 2020. The Census Bureau wants to optimize self-response and preserve and improve upon the mail participation rates achieved during the 2010 Census. An effective 2020 Census Integrated Communications Contract contributes to the achievement of these objectives, but a direct link may be impossible given the many other contributing factors on which these objectives are based as well as the operational realities of a once-a-decade, nationwide census. The evaluation of the overall communications program will be designed and implemented through a separate contract with an independent contractor. Evaluating the effectiveness of the overall program will involve assessing the extent to which the program moves people toward the goal of responding to the census. This may consist of: • Measuring the effectiveness of specific messages for target audiences. • Measuring increases in awareness of the census and changes in attitudes toward the census. • Measuring changes in intention to respond to the census and actually doing so either online, by telephone, or by paper. These are general measures of effectiveness, and when used together, provide a good indicator of how well a program does in support of the overall objectives. The Contractor shall be responsible for working with the independent evaluation contractor to provide necessary metrics, data analytics, and information necessary for the evaluation contractor to effectively evaluate the components of work under the 2020 Census Integrated Communications Contract. The performance measures for the Contractor will be determined on a task-by-task basis in consultation between the Census Bureau and the Contractor. If performance measures are proposed by the Contractor, they are subject to Census Bureau approval. Progress toward the achievement of small business subcontracting goals will be one measure used in the contract.
Measuring Performance. 16.1 BCI scores for Accreditation are based on objective data that Best Companies obtains from the measurement process. The intention is not to judge by way we think is best but to produce an accurate measure of what employees think. Subscribers will be assessed on eight key workplace factors by measuring employee responses to the Employee Survey.
Measuring Performance. 10.1 Delivery performance will me monitored and registered per supplier and per raw material. Records are kept in the purchasing departments sheet “Rawmaterial_min_max”, the sheet is maintained by the purchasing manager on a regular basis.
Measuring Performance. Oversight of investment performance is a primary function of the BIC, with independent reporting provided by the Investment Risk and Performance team. Investment performance should ultimately be evaluated by looking at the extent to which ACC’s investments have achieved the objectives of enhancing returns and reducing risk, and how performance compares with global investment markets’ performance. The Investment Group measures the performance of each portfolio against a relevant benchmark and measures ACC’s overall investment return against a composite benchmark. Inherently, most investment decisions involve a considerable degree of uncertainty, and the outcomes of a few investment decisions in a short period of time could be regarded as being due more to luck than skill. But with enough time and enough distinct investment decisions to consider, ACC expects that any unpredictable positive or negative results will average out. Therefore, investment performance over a longer timeframe is more likely to reflect mainly the quality of the investment decisions rather than the ‘noise’ of relatively unpredictable fluctuations in investment markets. Standards and procedures The investment strategy and policies are implemented through standards and procedures that sit outside this document. Standards and procedures are monitored and controlled centrally by the ACC Investment Compliance team and are reviewed and reported to the BIC on an ongoing basis. Ngā rārangi kōrero | Glossaries He kuputaka | Glossary of terms ACC Scheme Aotearoa New Zealand’s no-fault accident insurance scheme that provides cover to all New Zealanders and visitors to our country. Accident Compensation Act 2001 The major piece of legislation under which ACC is governed. Business customer A business that pays a levy under the Scheme. Bridging measures Metrics that give visibility to key strategic areas, but that do not yet have performance targets. These relate to new strategic goals. As data accumulates, evidence-based performance targets will be set. Client A person who makes a claim under the Scheme. Consumer price index A measure of the changes in the price of goods and services purchased by private households in Aotearoa New Zealand. Crown Financial Institution Crown financial institutions have specific responsibilities for the management and investment of Crown financial assets in line with the Crown’s fiscal policy and risk appetite. Customer A client, provider, or business customer. Earn...
Measuring Performance. 16.1 The Best Companies Index (BCI) scores and where applicable, positions on the Lists are based on objective data that Best Companies obtains from the measurement process. The intention is not to judge by what we think is best but to produce an accurate measure of what employees think. Clients will be assessed on eight key workplace factors by measuring employee responses to the Employee Survey.
Measuring Performance. Council will review the performance of the Contractor against the agreed Key Performance Indicators and determine the Contractor’s performance against the benchmark. Where applicable, the Fees payable under clause 12.1 may be adjusted in accordance with clause 12.8.
Measuring Performance. Cost and schedule are relatively easy to measure. If there are early profit distributions, however, there must be a method for comparing progress achieved to the progress required at that milestone. This will invariably involve some level of estimating using a modified earned value calculation with claw-back and true-up provisions. Assessing quality can be more subjective. There are at least three approaches that have been used. First, the completed project can be compared to previously identified similar projects using a matrix of characteristics. Second, an independent assessor or assessors can evaluate the project based on the initial program and a characteristics matrix. These approaches generate a score that is used to adjust distributions. The third approach lists project elements as required or desirable. If required elements are present, but do not meet a quality standard, they reduce the quality index. If they are done exceptionally well, they can raise the quality index. Desirable elements raise the quality index if they are achieved and raise the index higher if they are done exceptionally well. A quality index reduces the incentive to “skimp” to achieve target cost. But because it is subjective, it raises concerns regarding the fairness of its application. The subjectivity of the quality index may affect its weight relative to other more objective criteria, such as cost and schedule.
Measuring Performance. 16.1 Final scores and list positions for The Lists are based on objective data that Best Companies obtains from the measurement process. The intention is not to judge by the way we think is best but to produce an accurate measure of what employees think. Subscribers will be assessed on eight key workplace factors by measuring employee response to the Employee Survey.
