Approach. All investments are to be made using the value approach by investing in companies at prices below their underlying long term values to protect capital from loss and earn income over time and provide operating income as needed. With regard to equities, no attempt is made to forecast the economy or the stock market. The manager will attempt to identify financially sound companies with good potential profitability which are selling at large discounts to their intrinsic value. Appropriate measures of low prices may consist of some or all of the following characteristics: low price earnings ratios, high dividend yields, significant discounts to book value, and free cash flow. Downside protection is obtained by seeking a margin of safety in terms of a sound financial position and a low price in relation to intrinsic value. Appropriate measures of financial integrity which are regularly monitored, include debt/equity ratios, financial leverage, asset turnover, profit margin, return on equity, and interest coverage. As a result of this bargain hunting approach, it is anticipated that purchases will be made when economic and issue-specific conditions are less than ideal and sentiment is uncertain or negative. Conversely, it is expected that gains will be realized when issue-specific factors are positive and sentiment is buoyant. The investment time horizon is one business cycle (approximately 3-5 years). As regards bonds, the approach is similar. No attempt is made to forecast the economy or interest rates. The manager will attempt to purchase attractively priced bonds offering yields better than Treasury bonds with maturities of 10 years or less that are of sound quality i.e. whose obligations are expected to be fully met as they come due. We do not regard rating services as being an unimpeachable source for assessing credit quality any more than we would regard a broker's recommendation on a stock as being necessarily correct. In any form of investment research and evaluation, there is no substitute for the reasoned judgement of the investment committee and its managers.
Approach. The Authority requires that SCHs deliver the full range of services described in the specification and the Authority will collect a range of data over the life of the contract to assist in measuring performance against the specification. SCHs are required to report regular performance data such as the Authority consider necessary and this performance data will be used to look for areas of concern to help shape and improve performance. In addition, the Authority requires that providers develop their own tools for measuring and managing their performance and driving continuous improvement. Not all of the data that the Authority will choose to collect will provide a straightforward measure of non-compliance with contractual requirements. Instead it may be used to prompt further discussion and investigation. However, there are a number of areas of the service specified which can be clearly expressed as performance targets. Six such targets and measures have been identified and are detailed at Appendix A. The Authority requires SCHs to measure themselves against these targets in a robust and auditable fashion and report their performance against these targets on a monthly basis. These are not the most important areas of the service being provided nor are they the only areas to be measured. However, they do form a set of clearly measurable targets which can give an indication of basic performance. In addition, poor performance against these six targets will result in performance remedies being applied to ensure contract compliance. Throughout the contract period Authority, through its contract managers and service assurance monitors, will be evaluating the performance of an SCH through visits, meetings and analysis of performance data collected both as part of the contract performance measures and other generic data. Because the evaluation of performance will be on a continual basis, poor performance should come to light at an early stage and not be an issue that is discovered at the end of each performance quarter. Where poor performance is discovered Authority will work closely with the SCH to improve performance on an urgent basis.
Approach. All investments are to be made using the long-term value investing approach by investing in the securities of companies and other entities at prices below their underlying long-term values to protect capital from loss and earn income over time and provide operating income as needed. With regard to equity securities, the investment manager will attempt to identify financially sound companies and other entities with good potential profitability which are selling at large discounts to their intrinsic value. Appropriate measures of low prices may consist of some or all of the following characteristics: low price earnings ratios, high dividend yields, significant discounts to book value and free cash flow. Downside protection is obtained by seeking a margin of safety in terms of a sound financial position and a low price in relation to intrinsic value. Appropriate measures of financial integrity which are regularly monitored, include debt/equity ratios, financial leverage, asset turnover, profit margin, return on equity, and interest coverage. As a result of this long-term value investing approach, it is anticipated that purchases will be made when economic and issue-specific conditions are less than ideal and sentiment is uncertain or negative. Conversely, it is expected that gains will be realized when issue-specific factors are positive and sentiment is buoyant. The investment time horizon is one business cycle (approximately 3-5 years). With respect to fixed income securities, the long-term value investing approach is similar. The investment manager will attempt to purchase attractively priced bonds offering yields better than treasury bonds with maturities of 30 years or less that are of sound quality, i.e. whose obligations are expected to be fully met as they come due. Rating services are not regarded as an unimpeachable source for assessing credit quality any more than a broker’s recommendation on a stock is necessarily correct. With any form of investment research and evaluation, there is no substitute for the reasoned judgment of the investment committee and the investment manager.
Approach. 3.1 Role of iPlans
Approach. In 2017, an impromptu workgroup was formed to tackle the issue of small numbers and determine what the general approach for handling data products that contain them would be. This initial effort was led by the agency’s Analytics, Interoperability and Measurement (AIM) team who had an immediate need for guidance in handling and sharing of data products containing small numbers. The result of that work was a set of Interim Small Numbers Guidelines, which required suppression of cells containing values of less than 10. In addition, data products that contain small numbers are considered Category 2 under HCA’s Data Classification Guidelines. In spring 2018, a new cross-divisional and chartered Small Numbers Workgroup was formed to develop a formal agency standard. Representatives from each of the major HCA divisions that produce data and analytic products were selected. The charter, complete with membership, can be found here (available to internal HCA staff only). The Workgroup considered other state agency standards, and national standards and methods when forming this standard. The Workgroup also consulted business users and managers to determine the potential impact of implementing a small numbers suppression standard. All of this information was processed and used to form the HCA Small Numbers Standard.
Approach. Contractor shall provide a project manager to work as the primary point of contact with the State. As a part of its project management duties, the Contractor Project Manager will attend an agreed upon number of informational and status meetings and, when appropriate, call and lead such meetings. Such meetings may include the Project Management Team, the Contract Administrator, other consultants, elected officials, and other stakeholders as designated by the State. The Contractor Project Manager shall work directly with the State GMCB representative to define, manage, and control the project scope, timeline, issue escalation and resolution processes. Contractor shall deliver written status reports on a weekly basis. Status information shall include, at a minimum: all planned tasks accomplished, planned tasks that are incomplete, or behind schedule in the previous week (with reasons given for those behind schedule); all tasks planned for the upcoming two weeks; an updated status of tasks (entered into the project plan and attached to the status report – e.g., percent completed, resources assigned to tasks, etc.); and the status of any corrective actions undertaken. The report will also contain items such as the current status of the project’s technical progress and contractual obligations; achievements to date; risk management activities; unresolved issues; requirements to resolve unresolved issues; action items; problems; installation and maintenance results; and significant changes to Contractor’s organization or method of operation, to the project management team, or to the deliverable schedule, where applicable. In addition, Contractor will create and routinely update the project plan, if any, to reflect changes in the nature and timing of project activities, all changes being subject to the State Project Manager’s approval. Project deliverables and activities will be subject to the State’s quality management process to be defined by the State prior to the project kick-off.
Approach. In order to provide an effective labour cost allocation across all shifts and products, the parties agree to the separation of all allowances from the hourly wage rate. The overall approach is to provide reward and recognition through a competency based wages system.
Approach. In this section, describe the following: (a) How the plan addresses all coastal zone waters of the State, and gives priority to waters most likely affected; (b) How the plan complements plans of adjacent States for shared waters; (c) The strategy for locating and constructing, renovating and maintaining pumpouts and waste reception facilities. Include the general location and priority of projects; (d) How States will ensure that (i) waste will be disposed of properly, and (ii) that municipal waste treatment plants will accept waste; (e) The public/private partnerships that may be developed for siting, constructing and operating pumpout stations and waste reception facilities, and any issues/problems, such as legislative/regulatory barriers; (f) Innovative techniques to increase the availability and use of pumpout stations/waste reception facilities; (g) Approaches to educate and inform the public and the boating industry on the use of, and need for, disposal of vessel waste; and, (h) Total estimated cost of the Statewide plan.
Approach. During negotiations of the Agreement, stakeholders of the transport sector agreed on an agenda with short-term and long-term measures. These measures address topics like technology, mobility behaviour, logistics and infrastructure (charging points for electrical vehicles). PILLAR 9 EMPLOYMENT AND TRAINING Objectives To create on average up to 15.000 extra fulltime jobs between 2014 and 2020 (this means creating 90.000 years of tenure between 2014 and 2020), of which a significant number to be created in the next years. Approach Stakeholders work together on policies and programs to equip young people entering the labour market and workers mid-way through their careers with the ability to learn the skills required for adopting new technologies, meeting new environmental regulations and shifting to renewable sources of energy. PILLAR 10 COMMERCIALISATION OF NEW TECHNOLOGIES FOR ECONOMIC GROWTH AND EXPORT Objectives • The Dutch CleanTech sector aims to be part of the top ten in the global Approach Autumn 2013, an action plan was developed with respect to CleanTech ranking by 2030. • To quadruple the economic value of the • finance • national and • adequate legislation and regulations Clean-Tech capital value chain by 2020 compared to 2010 levels.
Approach. Many of the CMS Parties, which have been involved in drafting the CMS Strategic Plan, are also Contracting Parties to AEWA. During that process, considerable strategic thinking was undertaken, which also fits the AEWA Strategic Plan. It is therefore expected that the Parties will support the development of a Strategic Plan for AEWA along similar lines to the CMS Strategic Plan, in terms of format. In addition, the AEWA Strategic Plan formulates the Agreement’s specific objectives and targets to reflect AEWA’s distinct identity and role.
