Improving Performance. A. Improving the deficient performance of employees is in the best interests of the individual employee and promotes the efficiency and effectiveness of the Agency. The objective of the improvement process is to eliminate deficiencies in an employee’s performance. This process is intended to be corrective in nature, not punitive.
Improving Performance. Faculty members whose evaluations contain specific recommendations for improving performance shall consult with the Program Director to discuss a plan to accomplish the specified improvements. The Program Director shall finalize a plan for improvement.
Improving Performance. CNC and WNI shall work together to define --------------------- programs to continually improve the performance of the Virtual Private Network Services for Subscribers, and CNC shall, upon mutual, prior written agreement, implement such programs. The parties shall share the expense for such programs in a manner to be mutually determined.
Improving Performance. At the 2-digit level, Macquarie was rated as achieving below world standard in three areas: Mathematical Sciences, Medical and Health Sciences, and Commerce, Management, Tourism and Services. In each of these three areas Macquarie has commenced activities aimed at increasing the quality of the research undertaken in these areas. In February 2012, Xxxxxxxxx Xxxxx Xxxxx, an internationally renowned research leader in the study of genes involved in susceptibility to disease, commenced at Macquarie in the role of Xxxx of the Australian School of Advanced Medicine (ASAM). Under Xxxxxxxxx Xxxxx’x strategic oversight, ASAM is building areas of research excellence in the areas of neuroscience, oncology, and genetics and infection. The University is also exploring means by which it can xxxxxx closer collaboration and translational research with researchers and clinicians in the Macquarie University Hospital. Major changes to the staff profile have been made within the Department of Statistics and high level research appointments have recently been made in the Department Marketing and Management as an investment in raising the quality and profile of the University’s research in these areas. Macquarie is also looking to increase its performance in the area of Engineering for which it achieved a rating of 3 at the 2-digit level under ERA 2012. In mid-2012 Xxxxxxxxx Xxxxxxx Xxxx was appointed as the Head of Mechanical Engineering and she is currently building an area of research in Novel engineering materials (metal alloys and ceramics), particularly those with novel structures that lead to enhanced engineering performance. Future areas of research excellence will be identified by the presence of strongly performing individual staff in allied areas of research, or small groupings of collaborating staff undertaking high quality research at the project level. These staff will be encouraged to establish formal groupings, first through Faculty Research Centres and ultimately through centrally funded Macquarie University Research Centres (MQRC). All MQRCs are strongly encouraged to seek major external research funding or national research centre standing within five years of establishment. Areas identified as established or emerging areas of research excellence are supported to succeed by the University’s policy of aligning external research fellowship applications (Discovery Early Career Research Awards, ARC Laureate and Future Fellowships, NHMRC Fellowships), and major re...
Improving Performance. SECTION 1
Improving Performance. Depends on the terms of the specific agreement and can be a matter of differing expectations which can be overcome by having an open dialogue with the strata managing agent. Contract terms could be sought to be modified to include KPIs, although they are difficult to measure and set due to the fact that KPIs are often monetary targets. Termination of Agreements Before seeking to terminate an agreement advice should be sought in regards to the balance of the agreement, repudiation, etc. An owners corporation may terminate the appointment of a strata managing agent in accordance with the instrument of appointment if authorised by resolution at a general meeting of the owners corporation - Section 27(2) of the Act. Termination of a contract may occur where there is poor performance by a managing agent. The usual obstacles a scheme may face in the process of terminating an agreement may include difficulty in convening a meeting, invalid requisitions, obtaining strata roll and documents from the managing agent, liens and refusal to hand over scheme’s records. T: (00) 0000 0000 E: xxxxxxxxxx@xxxxxxxxxx.xxx.xx M:0403 738 996 W: xxx.xxxxxxxxxx.xxx.xx ABN: 00 000 000 437 P: PO Box 514 NORTH SYDNEY NSW 2059 AUSTRALIA Liability limited by a scheme approved under Professional Standards Legislation Agency Agreements – Section 162 and 183B of the Act The Consumer, Trader and Tenancy Tribunal can appoint a managing agent to exercise all or specified functions of the owners corporation, where orders are usually made only if: the management structure of the scheme is not functioning or is a not functioning unsatisfactorily; or owners corporation failed to perform one or more of its duties or to comply with an order made under the act. Prepared by Xxxxx Xxxxxxxxx 7 March 2011
Improving Performance. C1 : Strategies for Improving Performance Strategies for improving performance include: • implementing a new performance management and reward system in 2001 (see Section E) • implementing a ‘traffic light’ filter system for prioritising and planning policy (see Section G) • ensuring consistent application of project management techniques (see Section G) • re-locating all staff to a single building, with open-plan working to facilitate communication and cross-team working • comprehensive internal audit C2 : Value for Money Targets Ofgem has a number of measures in place to secure value for money. These include applying a value for money ‘filter’ to all policy proposals (see Section G) and initiating new flexible arrangements for allocating resources within the organisation (see Section E1). In some cases, it is relatively straightforward to demonstrate value for money. For instance, in the forthcoming review of BG Transco’s price control, Ofgem will be reviewing five years’ revenues for BG Transco, whose present annual revenues are about £3 billion. The cost of this review to Ofgem is expected to be less than £2 million (including consultancy expenditure). Other areas of Ofgem’s work are harder to evaluate in this way. Specific targets are to • achieve a reduction in administration costs as a proportion of total costs between 2000-01 and 2001-02; • review and implement, as appropriate, recommendations of the external efficiency review and agree with Treasury by end March 2001 a timetable for implementation.∗ ∗The external efficiency review of utility regulators (which compares the performance of all four utility regulators) which will be completed in late 2000, will make recommendations for bringing all the regulators up to the standard of the best. C3 : Variations in Performance Within Ofgem, we are working to standardise the policy development process, the consultation process, project management and planning (see Section G). Best practice is shared among regulators through regular meetings and working groups. C4 : Procurement Ofgem will work with the Office of Government Commerce (OGC) to take advantage of economies of scale across government. It will continue to improve its processes for employing consultants and develop key procurement targets in consultation with the OGC from March 2001.
