Performance Outcome Clause Samples

Performance Outcome. Based upon the items listed above in Article 19.2.1, Extension 18 Lecturers shall be evaluated in three categories: (1) Instructor and Course Evaluations; (2)

Performance Outcome. ‌ Cybersecurity operations will deliver standardized and improved protection to mission services and investments across the enterprise.

Performance Outcome. ‌ User-centric analyses and business partnerships enable service improvements, from service strategy through continuous improvement, so enhancements and future investment decisions align with priority business needs.

Performance Outcome. Based upon the items listed above in Article 19.2.1, Extension Lecturers shall be evaluated in three categories: (1) Instructor and Course Evaluations; (2) Professional Development; (3) Department Contributions. Areas Exceeds Expectations Meets Expectations Needs Improvement L-form Instructor and Course Evaluations (two-year rolling average) 3.6 or below Professional Development Examples include but are not limited to: relevant regional, national, international conferences, webinars, workshops, seminars, symposia, self-study and classroom or online courses; relevant certifications Attends in-service sessions and conduct two peer observations. Does not meet minimum expectations, including attending in-service requirements Department Contributions Examples include but are not limited to: committee work, in- service presentations or organization; teacher training support for MATESOL students; course mentor; course development; curriculum development Meets expectations of Core Job Responsibilities in Article 16. Does not meet expectations of Core Job responsibilities in Article 16, excluding attending in-service requirements If an Extension Lecturer is not performing to standard, a performance improvement plan can be developed. The purpose of an improvement plan is to be corrective, not punitive, and is to help the Extension Lecturer improve their performance. When needed, a performance improvement plan will be developed by the Supervising Director with input from the Employee by the end of Spring Quarter. The plan will be for a specified time, not to be more than one (1) year, and will include clear measurable goals and recommended training where applicable. Unsatisfactory completion of a performance review may result in disciplinary action up to and including dismissal. The contents of performance appraisals are not subject to grievance and arbitration.

Performance Outcome. ‌ Upon completion, OCIO, Bureaus and Offices will use institutionalized governance and architecture processes to prioritize and synchronize IT investments to meet mission requirements more effectively, save money, and better serve the public. 2 Refers to policy promulgated by DOI Memorandum on Changes in Information Technology Governance, Performance Management, and Acquisition issued June 12, 2019.

Performance Outcome. ‌ IRM financial management policies and practices use cross-functional enterprise data to manage portfolio resources efficiently and effectively to fulfill strategic priorities and mission needs. OBJECTIVE OUTCOME KPI Objective 4.1: A Mature IT Portfolio that Informs Decision Making Portfolio structure and processes enable lifecycle monitoring of business services/ projects per established objectives % of IT investments associated with a portfolio service (Business or IT) Objective 4.2: Capital Planning, Budget, and Procurement Transparency IRM leadership has data and input from multiple management functions (e.g., HR, budget) necessary to support good IT investment decisions Evaluation of IRM resources and assets to determine priority and feasibility of current/future IT solutions involves a data-driven decision support model Number of management functions represented per IT portfolio review and investment decision % of Bureau and Office IT acquisitions that exhibit adherence to DOI technology standards/governance decision model Objective 4.3: Alignment of All IT Expenditures with Business Needs Portfolio view of services driven IT investments based on business needs and effective communications with Bureau and Office programs IT expenditures directly aligned to business objectives % of Bureau and Office IT internal budget reviews focused on IT services and projects GOAL 5: Data as a Strategic Asset for Public and Organizational Use‌ Performance Outcome:‌ DOI manages data as valued assets used to support evidence-based policy decisions and are open by default to the American people. OBJECTIVE OUTCOME KPI Objective 5.1: Data Governance Enables a Robust Data Ecosystem Data Governance Board sets appropriate policies and procedures that align with mission objectives. Data management policies support a high level of transparency and accountability of DOI data assets. % of DOI Strategic Plan KPIs linked to the data assets supporting them. Objective 5.2: Data Is Findable, Accessible, Interoperable, and Reusable Users can find relevant datasets necessary to support DOI’s learning agenda and evaluation needs through the DOI Data Inventory. 100% of DOI’s data assets associated within the DOI application inventory registered in the DOI Data Inventory. Data Assets in the DOI Data Inventory are FAIR, as necessary. Objective 5.3: Data Literate DOI Workforce Efficiently Leverages Data to Support Evidence-based Decisions DOI’s workforce has the data skills needed to effect...

Performance Outcome. 10. The Parties agree that the outcome to be achieved by the Australian Taxation Office in GST administration is to collect GST revenue effectively, including through optimising voluntary compliance by effectively and efficiently managing the administrative and compliance risks to the GST system. 11. The Australian Taxation Office is accountable to the Council for achieving the above stated performance outcome, the achievement of which will be measured by the agreed measures outlined in Schedule A (Performance Outcome Measures).

Performance Outcome. ‌ In the end, IRM financial management policies and practices improve visibility of the enterprise portfolio with data-driven decision-making and oversight of IRM resources so they align with the highest priority mission needs. 5 The Federal Information Technology Acquisition Reform Act (FITARA), 2014, OMB Circular A-11, 2019 and OMB Circular A-130, Managing Information as a Strategic Resource, 2016, and the ▇▇▇▇▇▇▇-▇▇▇▇▇ Act, 1996, informs this Goal. DOI data drives the evidence required to answer mission questions and support evidence-based policy. DOI must ▇▇▇▇▇▇▇ data, which is a critical asset for research, commercial and government decisions. DOI’s data assets are essential for increasing transparency in our decisions and maintaining the public’s trust. A more data literate workforce will have the knowledge and skills necessary to best use data to improve mission outcomes, increase automation and reap the rewards of artificial intelligence‌