Success Measures Sample Clauses
The Success Measures clause defines the specific criteria or benchmarks that must be met for a project, service, or deliverable to be considered successfully completed. Typically, this clause outlines measurable outcomes, performance standards, or key performance indicators (KPIs) that both parties agree upon at the outset of the agreement. For example, it may specify that a software implementation is successful if it meets certain uptime percentages or user adoption rates. The core function of this clause is to provide objective standards for evaluating performance, thereby reducing ambiguity and potential disputes over whether contractual obligations have been fulfilled.
Success Measures. Each coaching engagement will have individual and programmatic success measures. Client success measures will be determined during the contracting phase of the engagement. The coach, client, and sponsor will provide input on whether the measures have been met. All coaching engagements will include a beginning, midpoint and end pulse survey and an ROI evaluation will be conducted by the L&TD team.
Success Measures. The following shall be the success measures (each a “Success Measure” and, collectively, the “Success Measures”) upon which the Success Payments shall be based:
Success Measures. Commercial Services’ success in performing the services will be measured by a number of success criteria, using national performance indicators and a comparison of other performance indicators, obtained through benchmarking with other authorities. Suggested Indicators and comparison data are include in Appendices 4 and 5.
Success Measures. Evaluation criteria will include: How far objectives for the intervention have been met Quality and appropriateness of planning and activity design as perceived by the participant and HMPS staff The range and quality of delivery staff provided The standard of delivery , including sensitivity to different learning styles, professionalism and effectiveness of individual deliverers and appropriateness of style The explicit referencing and reinforcement of the diversity and ethical management and leadership agendas The quality of evaluation and review information produced Administrative processes and their level of efficiency. and effectiveness
Success Measures. Installation of modular unit by January 1, 2025. • Provide services by December 1, 2025.
Success Measures. The following shall be the success measures (each a “Success Measure” and, collectively, the “Success Measures”) that the Service Provider shall focus upon in providing the Services hereunder:
i. “Therapist Adherence Measures (“TAM”) Score” shall have the meaning set forth in the Evaluation Plan. Service Provider understands that average TAM Scores for the Teams shall be measured at 0.61 or more (the “TAM Score Minimum Threshold”), pursuant to the Primary Contract. If, any Team falls below the TAM Score Minimum Threshold, based on six (6) months of TAM Scores, any voting member of the Governance Committee may request that the Lead Provider submit a corrective action plan to address the deficiency within sixty (60) days of such request. If such plan fails to improve the TAM scores during a span of six (6) months, the Governance Committee will review the performance of the Service Provider and may vote to terminate the Contract and the Primary Contract. Therefore, if the average TAM Scores for any Team falls below 0.61, based on six (6) months of TAM Scores, Service Prover shall engage in a corrective action plan if determined by the Lead Provider.
Success Measures. A successful pilot for the course must be run by 10th April 2012 at the latest or as agreed with the OFT Project Manager. The success of the pilot shall be measured by the following: • quality of the delivery of the course: course content and delivery meets the needs of the different grades of delegate • quality and pace of the practical sessions: effective practical application of course content to encompass a variety of learning styles • the quality of the facilitation by the tutors • understanding and credible execution of case study/role play • the impact of the course i.e. the transferability of the learning into every day work • 95% of delegate feedback scores 3 or above (5=excellent,4=good, 3=satisfactory) After evaluation of the pilot and any necessary re-design work by the OFT and/or supplier, the course will be ready to roll out from June 2012. This may involve a variation in some material, tutors or role players/actors following the pilot.
Success Measures. Outcomes will be measured through a review and evaluation process, to which the coach, the coachee and the line manager will contribute (with usual confidentiality and ethical safeguards), Evaluation criteria will include: How far objectives have been met Quality and appropriateness of coaching as perceived by the coachee The range and quality of coaches offered The standard of delivery of the coaching sessions delivered, including professionalism, effectiveness, appropriateness of style and timeliness The explicit referencing and reinforcement of the diversity and ethical management and leadership agendas Administrative processes and their level of efficiency. and effectiveness
Success Measures. In addition to the bursary identified in 3.2.2, we plan to spend 25% of the Access and Participation Fund to reduce Success gaps for ▇▇▇▇ students and part time Mature students against their peers. Clearly it is not desirable to overtly target all activities at particular target groups with the small cohorts at the College, so an approach has been taken to bolster interventions that support Success more generally. However, monitoring of impact is focused on the target groups. The College’s recent move in 2018/19 to partnering with University of Chichester has led to a more codified approach to formative assessment, and more self-reflective work in summative assessment. Planned activities: • All applicants meeting the minimum entry criteria are interviewed to provide an opportunity to discuss the course and any individual support needs • Dedicated HE Additional Learner Support (ALS) to be available from interview stage (if requested) to Induction and ‘on programme’ • Study Skills Sessions at Induction • Additional Study Skills sessions as part of the tutorial timetable and specialist HE Study Support from LRC staff • Close monitoring of attendance patterns and follow up of unexplained absences by tutors and managers • Semester 1 individual tutorials in Year 1 to explore any challenges students are facing • Availability of student mentors / Health and wellbeing advisors • Transitional summer activities • Student Counselling Service • Internal 1-1 support for students wishing to withdraw by the College careers function • Further development of the College VLE to support learning • Exploration of the feasibility of peer mentoring in a small college
Success Measures. 5.1 The success of the LAA will be measured against the achievement of the outcomes and targets contained within it. The Leicestershire Together Conference also identified the following more general success measures for the Leicestershire LAA: • Members of the public are clear about what local public service providers are doing, what they have achieved and what they are aiming to do going forward, e.g. in relation to crime and anti-social behaviour • They, the public, also understand what the opportunities are for them as groups and as individuals and what roles they can play, within this bigger picture e.g. in relation to health eating and community activities • Public service organisations themselves have tried and tested ways of working together effectively, underpinned by effective, transparent communication, e.g. between different organisation with an interest in economic development • Members of the public play an active role in supporting each other, particularly in relation to more vulnerable members of the community e.g. visiting otherwise isolated elderly people; young people in particular being involved in such volunteering and community activity • As a result of all this, a very wide range of improved public service outcomes will be addressed leading to continuously improving quality of life for the Leicestershire public.