Measuring Success. The City will actively track the performance of the drop-in after-school and summer youth programs through submittal of monthly participation reports to the City liaison. Community partners are expected to collect and report the following data (at a minimum): • Participation information: Daily attendance/participation will be submitted to the City each month for the following programs: out of school programs and health and fitness classes offered at O’Neil Recreation Center. • Each program’s previous month’s daily attendance/participation will be submitted to the city by the 5th of each month. Partnership Model City of Glendale Responsibilities: • Provide the use of the facilities free of charge. • Cover the costs of utilities, landscape services, outdoor refuse, and building maintenance & repairs (plumbing, electrical, and HVAC). • Provide additional resources according to provider’s needs including assistance in curriculum development, grant writing, and developing relationships with other community partners. Community Partner Responsibilities: • Provide free and/or low-cost after-school and summer programs aligned with the identified program objectives targeted to children/youth in grades K-8. Services targeted to other group ages are welcome as an additional complement to the after-school/summer programming if there is a demonstrated community benefit. • Provide a drop-in program with regular core programming hours of 2:00-6:00 p.m. during the school year and 10:00 am – 3:00 p.m. during breaks Monday through Thursday (based on needs of the community). Partner may provide programming during non-core hours with prior approval if there is a demonstrated community benefit. Approved non-core programs are group health and fitness classes Monday – Thursdays between 6:30 – 8 p.m. • Provide a meal and/or snack to out of school program participants and/or participates in a free meal program. • Cover all other operational costs including staffing, supplies, program decorations, and interior aesthetics. • Follow reporting requirements as outlined in Measuring Success. • While not required to be registered as a non-profit organization, must have a revenue neutral business model to qualify for free use of the facilities or offer a revenue sharing agreement with the City. • Provide a Certificate of Insurance that meets the minimum requirements as referenced in the Exhibit Package. • Follow the minimum operations requirements: o Wholly responsible for opening/closing/...
Measuring Success. It is important to measure the success of any engagement, particularly for those that utilize public funds for the benefit of society. Metrics that will be used to determine project success for the adoption and usage of a telemedicine system prototype with the recommended software, TruClinic™ are as follows:
Measuring Success. Each joint project will establish its own set of metrics, however the overarching success of the partnership will be measured via the following KPIs: • Reduced potentially preventable hospitalisations • Partner Satisfaction • Patient Experience • General Practice Satisfaction in joint projects • Increased access to after-hours care • Increased GP and Specialist collaboration through jointly delivered education and service development activities. • Increased rates of immunisation for vaccines within the National Schedule • Increased proportion of people with Care Plans (Mental Health / GP Mgt) within general practice • Reduction in long wait specialist outpatients • Increased percent of patients who attended an emergency department/ service who depart within four hours of arrival • Reduction in avoidable Emergency Department presentations • Reduction in length of stay for targeted patient cohorts • Improved referral quality received from general practice • Hospital avoidance economic assessment of value (to be reported once framework established) On confirmation of the PHN Performance Framework, parties agree to review and amend, reduce or include additional KPIs as relevant to this agreement Schedule 1 – Project Dashboard Template Schedule 2 – Steering Group Terms of Reference
Measuring Success. The City will actively track the performance of the drop-in after-school and summer youth programs through submittal of monthly participation reports to the City liaison. Community partners are expected to collect and report the following data (at a minimum): • Participation Information: Daily attendance/participation will be submitted to the City each month for the following programs and services: BMX and skateboard tips and tricks classes/clinics, earn-a-bike program, free bike and skate repair services, lending tool/equipment and learn to repair program, pay it forward program, and offer two bike and/or skate events open to the public each year. • Each program’s previous month’s daily attendance/participation will be submitted to the city by the 5th of each month.
Measuring Success. Success will be measured by the increase in traffic on the Portal, as well as, where possible, monitoring of number of visits to the online advertisements. Ongoing measures of evaluation are in place to track the usage of the site. The London Cross Cultural Learner Centre, which has been contracted to serve as administrator, provides regular reports to the Steering Committee through the Project Manager on the requests for linking to the site, enquiries received through the Ask a Question feature and the number and nature of visits to the site (collected through Webtrends). These same measures will be applied to this project. Anticipated Outcomes Methodology Increased use of Portal Number of organizations that link to Portal Target stakeholders have increased information about London and Middlesex as a destination site Tracking web hits, search queries, site visits, and other indicators SCHEDULE “D” BUDGET Task Details Budget Ads within Canada • Purchase of print, online advertising $ 5,000 Ads outside Canada • Purchase of social media and online advertising $ 4,000 Design and Translation • Design work for all ads, print and online within and outside Canada • Translation as required $ 2,000 Administration 10% • 3 staff working on the project $1,100 Total $ 12,100 MIIO Funds Carried over from 2010-11 to 2011-12 ($201) Total Funding 2011-12 $11,899
Measuring Success. 7.1 This protocol is intended to be a live document and will be used to check working practice against the protocol at meetings between CSSIW and CCSR.
Measuring Success. It is expressly acknowledged by the parties that most of the Students assigned to a CEP School are functioning below grade level in reading and math, are frequently enrolled in a grade level significantly higher than their level of achievement, and are not likely to pass their state test. Accordingly, all accountability standards will be based on comparing CEP students to a mutually agreed upon control group. Students who are functioning two or more years below grade level will benefit from an Assignment in the Partnership Program that allows them to improve their reading and math skills so that they can improve their performance on tests and so that they can achieve course credit or grade promotion. The parties further acknowledge that it is reasonable that one of the goals of the Partnership Program is that Students make progress toward improving their reading or math skills and that the Partnership Program is designed so that (i) the Student who is functioning two (2) or more years below grade level makes progress toward achieving grade level in reading and math, (ii) the Student makes progress toward achieving grade level through courses passed or credits earned, and (iii) the Student does not drop out of school.
Measuring Success. Stakeholders want clear, smart objectives and outcome-orientated KPIs that can be tracked and managed to deliver real change. They also want a public report and /or seminar that is easy to understand and digest and which regularly promotes successes. However, metrics for success were seen as less important than the development of genuine civic partnerships, which in itself will be built on a genuine desire to work together better for the City of Exeter, facilitated and enabled by the University.
Measuring Success. It is anticipated that the work on immigration trends and cost of living will also be of benefit to the municipality and its inhabitants as a whole. The evaluation work will be of benefit to the Steering Committee as it seeks to continuously improve the Immigration Portal in a bid to attract immigrants to London and Middlesex County and retain them once they are here. We also expect that the data will be of interest to the Ministry of Citizenship and Immigration and possibly to other municipalities with immigration portals. The results of the work will be shared with the Province. Success of the project will be measured in three ways:
Measuring Success. Space is among the most precious assets at the University. It is a critical component of our in-person instruction as well as many of our research endeavors. Space Management tracks and records services performed daily/weekly/monthly and reports on a biweekly basis to operation leadership. Measurements of success vary on the services performed and include customer service satisfaction, percent completed, project deadline met, qualifying space is recorded accurately through space audits, determine space allocations and suggested allocations meet the priorities of the university. COMPLAINT RESOLUTION Concerns should be shared with the Director of Space Management. If resolution is not satisfactory, please contact Xxxxxxxxxx@xx.xxx. It is important to complete surveys tied to work orders within Maximo, our work order system, so we can improve our processes and response times. RECORD OF AMMENDMENTS REVISION HISTORY Revisions to the Operations Service Level Agreement will be made on an as-needed basis, upon approval from the Operations Experience Council. All revisions are detailed below. Date Revision Detail Page # WEBSITE LOCATIONS REVISION HISTORY The following is a record of all locations on the Operations department websites of information within this document.
