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. 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. 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
3.1.1 iPlans shall have the Client’s authority before proceeding with the scope of work or part thereof and having received that authority, shall be deemed to have express permission to provide as agent for the client, all service deliverables necessary for the proper performance of that scope. Authority and agreement will have been deemed to be given by the client and acceptance of the Client Proposal, terms of contract and agreement of the Client Proposal by making payment of the Survey Fee payment to iPlans.
3.2 Responsibility of the Client
3.2.1 Payment of the Survey Fee shall confirm that the customer has accepted the full Terms of Contract of iPlans.
3.2.2 Appropriate safe access will be provided to the surveyor at the agreed time of visit. If the surveyor is unable to access the property, the client will be liable for all costs reasonably committed and incurred by iPlans.
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). 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. 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. Autumn 2013, an action plan was developed with respect to CleanTech ranking by 2030. Clean-Tech capital value chain by 2020 compared to 2010 levels.
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. 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.
Approach. The first three objectives were met using opportunity maps as illustrated in Figure 2, Opportunity Map Concept. These maps use a simple X-Y grid system to plot the mean importance and satisfaction values for each want and need. The importance value is represented by the vertical axis, the satisfaction value is represented by the horizontal axis. Highest Leverage Incremental Improvement Least Satisfied Most Satisfied Lowest Leverage Figure 2. Opportunity Map Concept File:ANFINAL6.WPD 24 May 1996 Given this arrangement, the four quadrants represent areas of opportunity as follows: . Bottom left quadrant: Low Importance + Low Satisfaction = Moderate Leverage Opportunity ⚫ Top right quadrant: High Importance + High Satisfaction = Opportunity for Incremental Improvement . Bottom right quadrant: Low Importance + High Satisfaction = Lowest Leverage Opportunity Opportunity maps representing the traveler groups were plotted using the survey data in Appendix C. The center point for the axis was placed near the center point of the data (it was shifted slightly to keep apparent clusters together, and to ensure that no point fell directly on an axis line). For reference, the axis center point for the following maps is approximately X=7.8, Y=7.6). Each data point is labeled with the letter designation of the associated want and need as defined on the Overall graph and in Appendix A: Wants and Needs Definitions. Maps for the specific traveler groups use trend arrows to provide a visual comparison with respect to the overall group. The source of each arrow is the location of a want/need data point on the overall map. The destination of the arrow is the new location for the same want/need on the specific group map. These arrows can indicate trends based on the followinginterpretations: . Horizontal trends indicate that the specific traveler group and overall group have similar importance values ⚫ Vertical trends indicate that the specific traveler group and overall group have similar satisfaction values . The length of the arrow represents the relative difference between the specific traveler group and the overall group i.e., long arrows indicate that the values are further apart . The direction of the arrow indicates shifts in opportunity between the specific traveler group and the overall group ⚫ An upward/left trend is a key trend as it indicates greater importance and less satisfaction.
