Scorecards Sample Clauses

Scorecards. Scorecards for RHSS and third party brokers (provided that such scorecards shall not include personal information of such brokers or vendors and shall be used by NRZ Brokerage solely for the purpose of evaluating RHSS’s (and its third party brokers’, as applicable) performance under the Agreement and not for any other purpose);
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Scorecards. Supplier may be measured periodically with Scorecards. The selection of these Suppliers is determined by Purchasing and/or Quality. The purpose of the Scorecards is for TTM to be readily able to review the Supplier’s Performance. Scorecards can have a significant influence on Procurement decisions that do not have ‘Performance Metric’ meetings, as described in section 3.3 of this procedure.
Scorecards. Data-rich scorecards provide an at-a-glance view of district metrics, including attendance, enrollment, benchmark and summative test scores, and levels of discipline incidents. CHARTS: Videri’s charts enable administrators and educators to gain important insights when assessment scores are brought together with student data such as special program enrollment and English language proficiency. TREND CHARTS: Trend charts allow educators and administrators to track progress over time across a multitude of measures, including formative, interim and summative assessments; and can be filtered by grade, student gender, sub-population and special programs, as well as other groupings. WATCHLISTS: Dynamic watchlists bring together important student data, like attendance and discipline, as well as assessment scores, credit achievement and grades – so teachers and counselors can act quickly, apply interventions, and monitor at-risk students. KEY PERFORMANCE INDICATORS: KPIs provide visual feedback on how the district is performing against district-specific goals. FLEXIBLE DATA EXPLORER: Data Explorer allows any user to drill down, categorize, disaggregate, and filter data directly from a chart or ad-hoc. From the data explorer, users can save a chart, export to an image or a spreadsheet, or share with a colleague. This feature is both user-friendly and powerful enough to provide real-time analysis of thousands of data points within seconds. Additional feature only available with the Videri Professional Edition:
Scorecards. Testing officers may want to make photocopies of the drill scorecards found in this booklet. Evaluate the commands as they are performed, marking an “X” in the “S” column if it was performed satisfactorily, or the “U” column if it was performed unsatisfactorily. Tests 7 and 8 use special scorecards that are included in this booklet but are unlike those used for tests 1-6.
Scorecards. Some suppliers are measured periodically with scorecards. The selection of these suppliers is determined by Purchasing and Quality. The purpose of the scorecards is for Viasystems to access the supplier’s performance. Scorecards can have a significant influence on procurement decisions. Periodically is defined when Purchasing and Quality decide that a certain supplier performance metric is a “RISK” to our business performance. Suppliers being asked to complete scorecards do not have ‘Performance Metric’ meetings described in section 3.3 of this procedure.
Scorecards. Any player (member or guest) registering to play in Club Competitions must return a scorecard be it valid or not, to enable the scorer to complete their duties in a timely manner. All scorecards in all competitions must be submitted in a timely manner with two signatures ie a marker and a player. This must be strictly adhered to otherwise the player or players will be disqualified. Failure to comply may result in the member being sanctioned by the committee. Scorecards will only be used for handicap purposes in official NAGC events where a competition fee has been paid. DRESS REGULATIONS AND REQUIREMENTS These apply to all players and non-players, including caddies and visitors. A player inviting a guest must ensure his/her guest is made aware of these dress rules. ALL MEMBERS Neat casual dress must be worn both on the Course and in the Clubrooms. • Smart denim may be worn • Both men and women may wear leather thongs or sandals in the Clubrooms. • Socks may range from long walk socks, short predominately white sports socks and sockettes. • Shorts are to be knee length for men. Women may wear shorts, ¾ pants or skirts • Collared shirts are the preferred option for men but designer T shirts may be worn by men and women NOT PERMITTED • Any shirts with bold advertising/slogans/cartoons. • Track suits, tank tops, sports shorts and ¾ cargo pants • Rubber thongs/sandals • Brief shorts and strapless tops do not constitute appropriate dress for ladies. Golf Shoes, Hats or Caps are not to be worn in the clubrooms. TEE TIMES All draws are subject to change at the closing off times. Please check your starting times on the web site, the evening before play, in all competitions. INCLEMENT WEATHER When inclement weather conditions prevail eg extreme heat or wet weather, it is recommended players arrive at the course early; ready to play as player numbers usually decline and your tee off time could change. It will be the responsibility of the match committee or the daily match co-ordinator to determine if a major competition is to be postponed or cancelled due to inclement weather. LIGHTNING POLICY In the event of a lightning storm in the vicinity of the golf course a prolonged note of a siren from the clubhouse will sound and all players should mark the position of their ball (in the event there is a resumption of play) and leave the course to seek refuge immediately. The penalty for failing to adhere to this procedure is disqualification. In the event the golf course be...

Related to Scorecards

  • Metrics The DISTRICT and PARTNER will partake in monthly coordination meetings at mutually agreed upon times and dates to discuss the progress of the program Scope of Work. DISTRICT and PARTNER will also mutually establish criteria and process for ongoing program assessment/evaluation such as, but not limited to the DISTRICT’s assessment metrics and other state metrics [(Measures of Academic Progress – English, SBAC – 11th grade, Redesignation Rates, mutually developed rubric score/s, student attendance, and Social Emotional Learning (SEL) data)]. The DISTRICT and PARTNER will also engage in annual review of program content to ensure standards alignment that comply with DISTRICT approved coursework. The PARTNER will provide their impact data based upon these metrics.

  • Performance Reporting The State of California is required to submit the following financial reports to FEMA:

  • Contract Goals A. For purposes of this procurement, OGS conducted a comprehensive search and determined that the Contract does not offer sufficient opportunities to set goals for participation by MWBEs as subcontractors, service providers, or suppliers to Contractor. Contractor is, however, encouraged to make every good faith effort to promote and assist the participation of MWBEs on this Contract for the provision of services and materials. The directory of New York State Certified MWBEs can be viewed at: xxxxx://xx.xxxxxxxxxxxxxx.xxx/FrontEnd/VendorSearchPublic.asp?TN=ny&XID=2528. Additionally, following Contract execution, Contractor is encouraged to contact the Division of Minority and Women’s Business Development ((000) 000-0000; (000) 000-0000; or (000) 000-0000) to discuss additional methods of maximizing participation by MWBEs on the Contract.

  • Service Level Expectations Without limiting any other requirements of the Agreement, the Service Provider shall meet or exceed the following standards, policies, and guidelines:

  • Performance Expectations The Charter School’s performance in relation to the indicators, measures, metrics and targets set forth in the Comprehensive Performance Framework shall provide the basis upon which the SCSC will decide whether to renew the Charter School’s Charter Contract at the end of the Charter term. This section shall not preclude the SCSC from considering other factors when relevant.

  • Annual Performance Evaluation On either a fiscal year or calendar year basis, (consistently applied from year to year), the Bank shall conduct an annual evaluation of Executive’s performance. The annual performance evaluation proceedings shall be included in the minutes of the Board meeting that next follows such annual performance review.

  • Historical Performance Information To the extent agreed upon by the parties, the Sub-Advisor will provide the Trust with historical performance information on similarly managed investment companies or for other accounts to be included in the Prospectus or for any other uses permitted by applicable law.

  • Performance Evaluations 34.1. The Contractor is subject to an annual performance evaluation to be conducted by NYCDOT pursuant to the PPB Rules.

  • Goals Goals define availability, performance and other objectives of Service provisioning and delivery. Goals do not include remedies and failure to meet any Service Goal does not entitle Customer to a Service credit.

  • Scoring The number of routes each company operates (Route # 0001-2999, 8000-8199) will be multiplied by 2 to determine the daily number of trips. (Only accidents, breakdowns and service reports related to routes falling in this range will be used for the evaluation). The daily number of trips will be multiplied by 175 to arrive at the annual number of trips. The number of accidents, breakdowns and service complaints will be divided by the total number of trips to calculate a percent figure. Each company’s percentage will be compared to the total average. See below for a sample. BUS COMPANY NUMBER OF TOTAL BKDN PERCENT ACCIDENTS PERCENT2 SERVICE PERCENT3 ROUTES TRIPS BKDN ACCIDENTS REPORTS COMPLAINTS TO TRIPS TO TRIPS TO TRIPS A 360 58680 3 0.01% 27 0.05% 46 0.08% B 48 7824 3 0.04% 4 0.05% 39 0.50% C 123 20049 11 0.05% 9 0.04% 27 0.13% D 91 14833 0.00% 10 0.07% 11 0.07% E 124 20212 20 0.10% 19 0.09% 18 0.09% TOTALS 746 121598 37 0.03% 69 0.06% 141 0.12% To score, if a company’s percentage is less than or equal to the total percentage for that category, the company will be awarded 6 points per category. Percentages greater than the total percentage for each distinct category (Accident, Breakdown, Service Complaints) will be scored according to the following scale: Vendor Category Percent Points Less than-Equal to Ave. 6 points 0-3% above average 5 points 4-7% above average 4 points 5-8% above average 3 points 9-12% above average 2 points 13-16% 1 points Greater than 17% 0 points Example: Company A had a lower percent of breakdowns than the average total, and would receive 6 points for breakdowns. If a company has a higher percentage than the average total, 0 point will be added to their score. Company B would not receive 6 points for breakdowns. The same calculation would be performed for accidents and service complaints. Any circumstance whereby a Breakdown or Accident is found by PTS to be ‘Non Reported’ by vendor within the required timeframe (see G-36) will count as (20) ‘Reported’ instances for the purpose of this Contractor Evaluation Scoring.

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