Impact direct impact on people does not necessarily require direct contact, for example, environmental health, trading standards and similar officers may have a direct impact on people, through the implementation or enforcement of regulations, without necessarily having direct contact with those who benefit.
Impact. Factors associated with the potential impact of a Subrecipient’s non-compliance to the overall success of the program objectives.
Impact. The impacts of the program will become clearer in future years. The implementation of research findings often lags project selection and completion. However, certain impacts are emerging. The benefits of the program are already being felt in many respects.
Impact. Please provide your project’s intended wider impacts and benefits (both direct and indirect) Challenge Evaluation What is your opinion of the Water Breakthrough Challenge? Is there any feedback you wish to share with Ofwat or the delivery partners regarding the Water Breakthrough Challenge? Quarterly Report Has your project changed in relation to scope, approach or outcomes? Significant change (change in focus/outcomes or significant change in approach/method of project or significant change to programme/timeline) Other changes (x.xx skills sets/technology etc.) - narrative to explain Inputs Please report on project progress: Which project milestone are you current in? What date will this project milestone be completed? What is the cost of this milestone? Percentage total project completion to date Forecast percentage total project completion to date Projected percentage completion over the next quarter Are you meeting all of the tasks set out for this quarter? If no, please provide further information Have there been any changes to the project programme or milestones not set out in your original entry or in the previous quarterly report? (for example, change in dates or scope of milestones, change in project partners, changes to funding or additional sources of funding) (y/n- if yes please provide narrative). Are there any critical risks which may impact the project in the next 2 quarters? If yes, please provide further information such as likelihood, impact, mitigation and residual risk after mitigation (using the same methodology as the entries risk register). Is the project exposed to any new, significant risks not already identified in your project risk register? If yes, please provide a narrative, including likelihood, impact, mitigation and residual risk after mitigation (using the same methodology as the entries risk register) alternatively please provide an updated risk register highlighting any new risks. Please report on the project expenditure and costs: Budget actual spend to date Percentage of total budget spent Budget forecast to date Budget forecast for next quarter Total budget remaining Please detail any deviations and provide supporting information Outputs What stage of innovation project stage is the project at? Stage of innovation project stage now Projected innovation project stage over the next quarter For each of the below, is the project able to meet the original objectives and benefits set out in your baseline report. If no or if ...
Impact. How performance can affect achieving organizational objectives. Both the breadth and intensity of impact and special responsibility and accountability are considered. Using these factors, each position is compared to at least three other college positions in order to determine the jobs value relative to other jobs in the college. Of the three jobs used for comparisons, one position should be a benchmark job. (The benchmark job is typical in a class of position titles in terms of job duties and responsibilities.
Impact. Termination of a Statement of Work shall not act as a termination of any other Statement of Work or as a termination of this Agreement as a whole. Termination of this Agreement, however, shall act as a termination of all Statements of Work then pending, unless the parties agree otherwise in writing.
Impact. The Borrower to report [biannually] on progress towards mutually agreed social and environmental goals.
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ her motivation as well as his/her capability to build commitment amongst the other employees. Level 1: • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: dist...
Impact. Impact is the measure of the extent of the incident and of the potential damage caused by the incident before it can be resolved.
Impact. In addition to the per-hour wage rate, the Employer shall contribute three- quarters of one percent (¾ of 1%) of the applicable hourly journeyman wage rate for each hour worked to Ironworkers Management Progressive Action Cooperative Trust (IMPACT), a jointly-trusted cooperative trust with federal tax-exempt status under Section 501(a) of the Internal Revenue Code as an exempt organization under Section 501(c)(5) of the Internal Revenue Code. Tax-exempt status determination was rendered under the initial name of the trust, which was the Employers Responsive Educational Cooperation Trust of North America. The general purposes of the trust include the improvement and development of the union ironworking industry through education, training, communication, cooperation, and governmental lobbying and legislative initiatives. The reporting, payment, frequency of payment, and administration of such contributions shall be governed by the terms of the IMPACT trust agreement, policies, and resolutions.
