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, similar authorities to York. Suggested Indicators, targets and comparison data are included in appendices 2 and 5. Section Five
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. Through activities under component 1, the module is expected to contribute to an agreement and common understanding among ASEAN Member States concerning the implementation of the AFCC. This includes the alignment and harmonization of relevant ASEAN certification standards, fostering supportive framework conditions for forest governance and finance, as well as mutual learning and exchange of experiences among the Member States, notably on XXXX-plus issues. Through activities under component 2, the module is expected to promote coherent and coordinated regional policies and strategies to respond to climate change in ASEAN, with a focus on the agriculture and forestry sectors. This comprises recommendations for adaptation and mitigation in most vulnerable regions and key value chains, as well as the elaboration and implementation of a methodology for climate-proofing.
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.
Success Measures. In coming months, we will introduce measures to test awareness, understanding and intended behaviours around fraud and error
Success Measures. 4.5.4 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. For the success measures the KPI (Key Performance Indicator) method will be applied. Key Performance Indicators define a set of values that are used to measure against. These raw sets of values, when fed to systems to summarize information against, are called indicators. Indicators identified as possible candidates for SmartVortex KPIs can be grouped into the following sub- categories: • Quantitative indicators, which can be presented as a number. • Practical indicators that interface with existing processes. • Directional indicators, specifying whether the project is getting better or not. • Actionable indicators, sufficiently within the project‟s control to effect change. KPIs can be related to a variety of different aspects (technical, commercial, organizational, financial, social etc.). The key performance indicators received from SmartVortex partners will be analyzed, processed and linked to the evaluation criteria whenever appropriate. The key performance indicators are established for each work package and its deliverables. In the research and data modeling oriented work packages are mainly documents or algorithm defined as results that are contributing to the performance of the integrated sub-projects. These results are seen as fundaments for the establishment of the prototypes and demonstrators. For those deliverables mainly time and completion oriented measures or KPIs can be defined. The more important KPIs lay in the features that make the prototype useful, valuable and applicable, and result in expected reactions of the representation layers or the visualization or monitoring equipment. Therefor the KPIs are shown for both, ISPs and work packages in Annex 5.
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.
