Future development of Performance Management Framework Sample Clauses

Future development of Performance Management Framework. We believe a key local outcome of the LAA will be a rationalisation and streamlining of existing performance monitoring arrangements and requirements stipulated by Government departments. The City Council is developing the capacity to manage performance both within individual organisations and across organisational boundaries. We are proposing to rationalise our performance monitoring arrangements to ensure that LAA and our partnerships can be assessed more effectively as part of the next CPA corporate assessment. To this end, the City Council will seek to widen LAA monitoring to encompass all relevant public sector bodies in order that all partners can also benefit from the potential of a streamlined and rationalised framework. This will involve the creation of a unified performance management system, which is transparent and user friendly, with secure content and where access is provided to the City Council and LAA governance structures/WCP only. The City Council will enter into a dialogue with GoL through the course of the pilot to seek opportunities to reduce the overall burden upon public service providers of monitoring indicators where these have become part of the LAA. Alongside this, we will upgrade the software and architecture with the City Council’s stand-alone performance management systems. We propose to take this forward in 2006/07, including discussions on the best IT/software package to support this. Annex 1 Development and implementation of the LAA – A Partnership Approach (incorporating Statement of VCS Involvement) WCC is fully committed to ensuring that the LAA is taken forward with the full ownership and involvement of our excellent LSP – the Westminster City Partnership, its associated networks, and other stakeholders including the wider community. The full list of partners engaged in the development of the LAA is included at Annex 9. This section of the report demonstrates how we have worked with partners to date, and how we will build on this approach throughout the implementation of our LAA. It has been jointly drafted by all partners. Strong community and voluntary sector representation on the WCP and associated networks has ensured that a wide range of stakeholders has influenced the content of the LAA, despite tight timescales for its development. At regional and national voluntary and community sector conferences on LAAs, Westminster has been cited as an example of strong partnership working; a borough where the LAA may lead to...
Sample 1
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Future development of Performance Management Framework. We believe a key local outcome of the LAA will be a rationalisation and streamlining of existing performance monitoring arrangements and requirements stipulated by Government departments. The City Council is developing the capacity to manage performance both within individual organisations and across organisational boundaries. We are proposing to rationalise our performance monitoring arrangements to ensure that LAA and our partnerships can be assessed more effectively as part of the next CPA corporate assessment. To this end, the City Council will seek to widen LAA monitoring to encompass all relevant public sector bodies in order that all partners can also benefit from the potential of a streamlined and rationalised framework.
Sample 1

Related to Future development of Performance Management Framework

  • Commencement of Performance This Agreement is of no force and effect until signed by both parties and all JBE-required approvals are secured. Any commencement of performance prior to Agreement approval shall be at Contractor's own risk.

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative.

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopts or introduces for the Employer, management and municipal staff of the Employer.

  • Assessment of Performance The assignment of a teacher to a TLS position will be subject to review by the school district’s administration at least annually. The first review must be completed no later than five (5) work days before the beginning of the transfer process. The review shall include peer feedback on the effectiveness of the teacher’s performance of duty specific to the teacher’s TLS position. A teacher who completes an assignment in a TLS position may apply for assignment to a new TLS position.

  • TASK ORDER PERIOD OF PERFORMANCE ‌ The period of performance for each Order placed under the Master Contract shall be specified in the individual Order. All the following conditions apply:

  • Evaluation of Performance School, in conjunction with Company personnel, is responsible for and shall make arrangements for evaluating Student’s performance during the clinical program.

  • Continuity of Performance In the event of a dispute between the Party and the State, each party will continue to perform its obligations under this Agreement during the resolution of the dispute until this Agreement is terminated in accordance with its terms.

  • Monitoring of Performance Vendor shall continuously monitor and record its performance to ensure that all of Vendor's responsibilities and obligations hereunder are being met and fulfilled. Citizens may conduct programmatic and other administrative contract monitoring during the term of this Agreement. The purpose of this monitoring is to ensure that all of Vendor's responsibilities and obligations are being met and fulfilled. Such monitoring may include on-site visits, report reviews, invoice reviews, compliance reviews, and a review of any other areas reasonably necessary. Vendor acknowledges and agrees that Citizens may also monitor and record Vendor Staff communications to the extent they occur within or are connected to any Citizens’ resource, such as electronic or telecommunications systems.

  • Timeliness of Performance Contractor must provide the Services and Deliverables within the term and within the time limits required under this Contract, pursuant to Detailed Specifications or as specified in the applicable Task Order or Purchase Order. Further, Contractor acknowledges that TIME IS OF THE ESSENCE and that the failure of Contractor to comply with the time limits may result in economic or other losses to the City. Neither Contractor nor its agents, employees or Subcontractors are entitled to any damages from the City, nor is any party entitled to be reimbursed by the City, for damages, charges or other losses or expenses incurred by Contractor by reason of delays or hindrances in the performance of the Services, whether or not caused by the City.

  • Standards of Performance A. The standard of care for all professional and related services performed or furnished by Contractor under this Agreement will be the care and skill ordinarily used by members of Contractor’s profession practicing under similar conditions and circumstances and in a similar locality.

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