Monitoring Framework. The first consideration in areas where there is expenditure on a range of support activities is to have an overview of the number of projects supported and the corresponding expenditure. These are the initial outputs of the Programme in this area. Following on from the basic project management data, other information is expected on the outputs, results and longer term outcomes of the Programme. This information is formalised in monitoring and indicator systems. It has been seen that these are relatively well developed with respect to the Financial Instruments and the Enterprise Europe Network. However, in parallel to the less precise specification of anticipated outcomes in the innovation area in the initial Decision and Impact Assessment, monitoring data have also been developed less consistently and in a more diffuse manner. Nonetheless there has been progress in these areas. Monitoring tools for the Europe Innova and PRO INNO initiatives were partially developed during the first period of the initiatives (2006-2009) when they were supported under FP6. The Calls for Proposals for some activities stipulated that bidders had to propose an appropriate set of performance indicators for monitoring progress and assessing the overall impact of the activity. However, from the Commission side, there was no systematic structure to monitor and assess the performance and impact of the projects. Ex-post, the assessment of the two initiatives distinguished between the direct or indirect impacts of the projects and activities35. Direct results were primarily the outcomes achieved by the projects and activities supported, while indirect results were the “spill over effects” beyond the scope of the projects. According to the interviews with the Commission, this approach was systematised during the new phase of the two initiatives and a third category of impacts was added referring to potential impacts beyond the project. Requirements on the project co-ordinators to deliver the relevant data have been included in the respective contracts, although not from the very beginning36. The feedback from the evaluation of the EIP indicators and the Panel discussions on measuring the impact of European innovation policy co- operation initiatives (focusing on PRO INNO) that took place on 19th January 2010 served to further systematise this process. In the case of Europe-Innova initiative37, project co-ordinators have been asked to identify indicators for the direct and indirect impa...
Monitoring Framework. The Ho-Chunk Nation monitoring program includes program activities in the areas of baseline water quality monitoring and inventory and assessment of wetland resources. In addition, synoptic studies are incorporated into monitoring when needed and as budget and staffing allow. Baseline Water Quality Monitoring Monitoring includes field measurement and laboratory analysis of chemical water quality parameters, stream habitat assessments and biological monitoring. Funding was used to monitor nine fixed stations on a quarterly basis during the 2022-2023 monitoring period. In addition, (2) Rotating Year 2 stations and (5) Rotating Year 3 stations were monitored in 2022 and 2023 respectively.
Monitoring Framework. Project Benefits KPIs
Monitoring Framework. The Concessionaire must submit the following reports to the Authority at such frequency as provided. Report Details (The report shall definitely include the below mentioned data and additional data as decided from time to time) Frequency Hospital Statistics a) OP and IP statistics by specialty b) No. of surgeries performed by specialties c) Bed utilization d) OT utilization e) Utilisation of diagnostics f) Laboratory tests statistics g) Quality Indicators h) ALOS (APL/BPL/Aggregate) Daily, Monthly, Quarterly, Annually Manpower Deploymen t a) Manpower deployment vis-à-vis the planned positions across all categories Monthly
Monitoring Framework. The SUPER MoRRI project designed a monitoring framework in which a variety of different forms of information were gathered. Different types of data were generated at varying levels of analysis. These data and information resources are assembled at the PROMISE portal (xxxxxxx0xxx.xx) with the aim of supporting transformation in R&I toward enhanced openness, citizen participation, and more responsible practices and cultures. Attention was paid to the policies and actions of different types of organisations and the practices and motivations of researchers toward transforming R&I for the benefit of society.
Monitoring Framework. The full set of documents, which may be updated from time to time, can be found at: xxxx://xxx.xxxxxxx.xxx.xx/index/social_care_and_health/social_care_and_health_commissioning/social_care_and_health_information_for_providers.htm Schedule 3 Electronic Monitoring The Authority is committed to continually improving the quality and cost effectiveness of all Social Care Services and expects all partners, contractors and suppliers to work together with the Authority to achieve this aim. This calls for a degree of flexibility and creativity in all supplier relationships and a high degree of joint working. In the area of Domiciliary Care this is particularly important as we seek to improve the Service we offer to some of the most vulnerable members of our communities. We have a long running project aimed at improving the Domiciliary Care Service, and the long term aims and ambitions of this project are included here for the information of potential contractors and your thoughts, observations and input are welcomed. This improvement project, combined with the wider modernisation of the whole Adult Social Care Service, is still at a relatively early stage and as such does not form a compulsory section of this tender. However potential contractors will have a key part to play in this work and your thoughts and input even at this stage are invited. In summary we are visioning a future whereby our key processes are streamlined, have less handover points and are much quicker for our customers and clients to use. The journey from first contact to receiving a Service will be greatly reduced. In order to make this happen we anticipate a range of stakeholders being able to directly and electronically book domiciliary care Services with our in-house and external Service Providers. This will require staff from Adult Social Care, including social workers and other staff grades, having access to both internal and external staff schedules to book and finalise Services for our customers. This could be done via mobile devices in the case of social workers or over the internet from a social care call centre type of operation. This will dramatically improve the Service we offer the clients, and reduce the Authority’s administration overheads. It should also have the effect of reducing operating costs for domiciliary care Service Providers. Whilst the redesigning of our processes and the seamless integration of IT systems required to make this vision a reality are still some way off,...
Monitoring Framework. ▪ To improve operational efficiency rosters to be pre-approved by an appropriate manager; ▪ In cases where employees are called upon to work on their rest days, that the reasons therefore must be fully explained, and signed off in advance by the relevant GM; ▪ In cases where employees exceed a 12 hour shift length, that the reasons must be fully explained, and signed off and condoned by the relevant APM.; ▪ At month end managers need to confirm that overtime claimed on timesheets submitted to payroll were actually worked and sign off as such. ▪ Managers are accountable for the implementation and compliance of the changes in shift patterns. xxx.xxxxxxxx.xxx 15 RACI matrix to monitor compliance ... ▪ The RACI Matrix or Responsibility Assignment Matrix is a powerful yet simple tool for identifying and clarifying the way cross-functional teams collaborate and work together. ▪ R(esponsible) – Who is responsible for actually doing it? A(ccountable) – Who has authority to approve or disapprove it? C(onsulted) – Who has needed input about the task? I(Informed, kept) – Who needs to be kept informed about the task? Rostering BU CE COO GM: Area Man Depot Man Shed man Activities Master Train-plan I A R A R A R R Area production requirements I A R A R A R R Depot train plan I A R A R A R R Crew plan I A R A R A R R xxx.xxxxxxxx.xxx 16 Consultation: Change in Shift Patterns Demonstrate the need for change Management to communicate the business reasons informing the changes: • Improved productivity • Improve efficiency Labour should be given an opportunity to : • Ask questions • Request information • Propose options and alternatives • Compliance with the law and regulatory framework Explore options Management needs to agree on a follow up meeting to respond to questions and / or provide information requested • Problem-solving approach • Generate options Labour can raise further questions and propose further options and solutions • Criteria to assess option and most appropriate options Take decisions Management will need to answer outstanding questions and provide outstanding information • Preferably reach consensus on a preferred option Labour can engage on timelines for implementation and raise issues of communication etc. • If no consensus– decision remains managerial prerogative Give notice of implementation Management to consider the impact of the change when deciding the timeline for implementation • Reasonable notice period for implementation Labour can engage on t...
