Measurable objectives. The Board is required to establish measurable objectives for achieving gender diversity and may choose to establish such objectives in relation to other aspects of diversity. On an annual basis, the Board will review these objectives and any progress made towards achieving them. Additionally, the Board, or an appropriate Board committee, will annually review and report on the placement of men and women in the Company's workplace, their relative proportions and the roles in which they are employed. The Board will establish the following measurable objectives:
(a) an internal review mechanism that assesses the effectiveness of the diversity policy; and
(b) appropriate workforce representation targets or other measurement tools that will identify the achievement of gender diversity objectives. In addition, the measurable objectives may include:
(a) developing and implementing a diversity plan;
(b) reviewing recruitment procedures; and
(c) reviewing female participation in leadership development initiatives.
Measurable objectives. The Board is required to establish measurable objectives for achieving gender diversity and may choose to establish such objectives in relation to other aspects of diversity. On an annual basis, the Board will review these objectives and any progress made towards achieving them. Additionally, the Board, or an appropriate Board committee, should annually review and report on the placement of men and women in the workplace, their relative proportions and the roles in which they are employed. The Board, and/ or relevant Board Committee will establish the following measurable objectives: » an internal review mechanism that assesses the effectiveness of the diversity policy; and » appropriate workforce representation targets or other measurement tools that will identify the achievement of gender diversity objectives. In addition, the measurable objectives may include: » developing and implementing a diversity plan; » reviewing recruitment procedures; and » reviewing female participation in leadership development initiatives. Achievement of the measurable objectives, including outcomes of the internal review, will be linked to key performance indicators for the Board and senior management team.
Measurable objectives. All Parties will work collaboratively to: Offer multiple intern opportunities to a minimum of 10-13 student participants with developmental or other disabilities for each school year beginning August 2012. Provide employment opportunities when available to all people with disabilities while collaborating in the City of Palm Bay-Project SEARCH. Provide support necessary to maximize success of the program participants. Develop up to 13 intern work sites (rotations) within the City of Palm Bay and continue to develop work sites as the program progresses. Publicize the collaboration and program activities with a minimum of two written materials and two public presentations.
Measurable objectives. State in measurable terms (by %) the intended effect of the program on gang-related issues and the performance measures to show how each objective will be accomplished. At a minimum and if applicable, programs must add the objectives listed below for specific program types in addition to objectives established by the program. Counseling - Group, Individual, Family, Crisis, and Substance Abuse % of participants demonstrating a reduction in the specific behaviors for which they were referred, accompanied by improvement in replacement behaviors targeted in the individual service plan. Juvenile Structured Day % of participants maintained in a structured environment that facilitates one or more services designed to address specified risk and needs. Mediation % of participants who successfully fulfill and implement all provisions of the mediation agreement. Restitution % of juveniles whose obligation to the court order or diversion contract is fulfilled in a timely manner. Teen Court % of participants who successfully fulfill and implement all provisions of the structured sentence. Skill Building - Tutoring/Academic Enhancement, Interpersonal Skills, Experiential Skills, Parent/Family Skills, and Vocational Development % of participants demonstrating improvement in targeted skills as specified in the service plan (designated by program type).
Measurable objectives. State in measurable terms (by %) the intended effect of the program on gang related issues.
Measurable objectives. English Language Arts Overview for Grades 9–12 PIHS will use a comprehensive English language arts (ELA) curriculum designed to meet the demands and instructional shifts of Ohio’s New ELA Learning Standards and to support teachers as they build students' skills and knowledge in order to prepare them for college and career. It focuses on text complexity and key instructional shifts; pacing and depth; writing from sources and research; assessed standards versus addressed standards; and facilitating student discussion. The ELA curriculum consists of modules, units, and lessons and is divided into four grade levels (9–12). Each grade level includes four primary modules. Each module consists of up to three units, and each unit consists of a set of lesson plans. Each module grounds students’ application and mastery of the standards within the analysis of complex text. The standards assessed and addressed in each module specifically support the study of the module text(s) and include standards in all four domains: reading, writing, speaking and listening, and language. Modules are arranged in units consisting of one or more texts. The texts in each module share common elements in relation to genre, authors’ craft, text structure, or central ideas. Each unit in a module builds upon the skills and knowledge students develop in the preceding unit(s). The number of lessons in a unit varies based on the length of the text(s). Each lesson is designed to span one class period but may extend beyond that timeframe depending on student needs. Mathematics Overview for Grades 9–12 PIHS has chosen Eureka Math as the curriculum to support its required mathematics courses. It was developed specifically to meet Ohio’s New Learning standards and meet the new levels of rigor and instructional shifts necessary for today’s math classroom. Eureka Math aligns perfectly with data gleaned from the Trends in International Mathematics and Science Study (TIMSS). This study provides data on the mathematics and science achievement of U.S. students compared to that of students in other countries. Eureka Math is unique in that it includes a complete high school mathematics curriculum as well as a professional development platform. It offers a comprehensive suite of curriculum, in-depth professional development, texts, tools, and support materials. These all work together to provide PIHS teachers, parents, and students with a cohesive approach to the ultimate goal: students who are not merely l...
Measurable objectives. The Parties will work collaboratively to follow a Project Schedule as proposed in Exhibit A of this MOU, and to: ● Provide work rotation opportunities for a minimum of four (4) interns with developmental disabilities for the first year and to provide employment opportunities when available to people with disabilities whenever possible, also during that time period. ● Provide support necessary to maximize success of the Program participants. ● Develop a minimum of four (4) intern work sites, as possible, and expand the opportunities in various departments the first year of the Program, and continue to develop work sites rotations as the Program progresses, with the goal of ten (10) work site rotations. ● Publicize the collaboration and Program activities with a minimum of two written materials and two public presentations.
Measurable objectives. Create a sustainable income-generating venue.
Measurable objectives. Develop Measurable Objective criteria for each basin identified in the project description. Establish Measurable Objectives and Interim Milestones, if applicable, through a facilitated public process informed by technical data and analysis based on the basin setting, monitoring results, and other information.
Measurable objectives. Re-design website launch and promotion • 6 sub-regionally themed pieces of content (1 per sub region) • 10 product/KTA themed pieces of content • 10 itinerary themed pieces of content • 2 sustainable practices themed content (promote respect for the landscape) • Benchmark leads to the re-designed Great Canadian Wilderness website (this will be necessary as current YOY comparisons are irrelevant) • Great a substantial hyper local, domestic, and international media database • Deploy minimum one media release per quarter. • Host minimum of 4 product-related “Branded Travel Zooms” • Increase hyper local leads: 500 new entries. • Increase domestic leads: 1000 new entries. • Increase international leads: 100 new entries from targeted Designated Marketing Areas (no spend) • Deploy one e-newsletter per fiscal quarter to each segment (hyper local, domestic, international) • Sell 50 packages (benchmark year – this is an estimate of potential) As always, Explorers’ Edge will consider marketing partnerships with agencies (e.g. Destination Ontario, Xxxxxxxx, DMOs, etc.) and entities (private businesses, etc.) whose strategies and objectives align with our own. (A caveat to partnership availability in 2021-2022 is that the priority of the Partnership Program will be regenerative development programs, including workforce projects.) See BOP Activity Chart Above See BOP Budget Below The Partnership Program will once again be an opportunity for industry and community partners to collaborate with Explorers’ Edge on mutually beneficial and strategic initiatives. As Explorers’ Edge adopts a “Region-Centric Regenerative Tourism Approach,” priority will be to projects that help Explorers’ Edge move towards its newly stated Destination Development ‘goal posts.’ Staff will actively seek out significant, innovative, and strategic partnerships to further develop the organization’s goals, and intake of proposals from the industry or community stakeholders will commence in September 2021 while at the same time continuing supporting regional level communication programs where applicable. While there are no identified barriers or possible risks to successfully delivering on BOP2021-2022, the Board of Directors will wisely defer some decisions until more data are obtained. The Board at times will also, if necessary, restructure a project such that the impact of early decisions on “downstream” execution is minimized. Additionally, projects will also be reviewed for go or no-go decisions a...
