Outcomes-based Planning and Funding Sample Clauses

Outcomes-based Planning and Funding. A key activity for the year will be the timely input of accurate data to PLSS and XXXX and the use of these resources for internal monitoring, review, reflection and planning. This will require significant resources and training. The introduction of the PLSS Learner Database and planning resources for this will be a challenge, but one that will ultimately give better oversight of provision, ensuring there is no duplication or gaps, while delivering enhanced value. Xxxxx ETB also sees the potential value of linking PLSS to CSO administrative datasets via SOLAS which should also provide a platform for more effective outcomes-based funding. Other activities in this area are: ― Assignment of responsibility for Strategic XXXX planning, monitoring and review to a senior FET manager ― Dedicated PLSS/FAR Technical support resource now in place ― Regular FET Management and FET Forum monitoring and review ― Progression Tracking Project involving an annual telephone survey to Xxxxx ETB FET learners to track their post course progression outcomes ― CSO SAP (Small Area Population) data analysis project to give drilled down baseline statistics for the ten main towns in Xxxxx.
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Outcomes-based Planning and Funding. GRETB is committed to the outcomes-based planning and funding model but we also recognise the challenges that it presents. GRETB uses data as a driver of knowledge to plan and respond to demand for new courses. Sources of information used by GRETB on a regular basis include: CSO statistics, Regional Skills Forum data, SLMRU data and employer feedback. Most of our 40 centres operate without dedicated administrative support and this presents difficulties when populating and updating PLSS and XXXX. GRETB is committed to ensuring the quality of all data entered into PLSS and XXXX. GRETB acknowledges that in order to have a fully robust data quality control system in place a realignment of staff resources and CPD for staff members involved in data gathering must take place. It is recognised that extra administrative support is critical to ensuring up to date accurate data informs planning and funding requests. The outcomes–based planning and funding model will allow the senior management team to reflect on provision in a more critical way and observe patterns of engagement by learners in a range of programmes across FET. The model will inform need for change or adaption. GRETB also recognises the opportunity presented by the generation of further evidence of progression and employment outcomes as a result of the linking of PLSS to other national databases via SOLAS and the CSO to facilitate more effective planning.
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Outcomes-based Planning and Funding. CMETB recognises the importance of data as a driver of knowledge in the context of the planning process and the need to ensure the quality of data input around PLSS. The accessing of employment and progression data via the SOLAS/CSO data partnership will be used to assess the impact of provision and will further enhance an outcomes-based approach to the planning of CMETB provision. In addition: ― A new in-house PLSS Committee has been established to share communication, process and procedure amongst CMETB FET Services. This is to ensure all centres are up to date with information/ guidelines relevant to their service and also that the interpretation of the information is the same across the centres ― FET lunch/breakfast briefings held quarterly to brief staff on relevant national and regional reports/strategies/evaluations, including skills needs, socio economic data, etc. These fora provide an opportunity for staff to be informed on relevant developments and discuss how CMETB can respond to these ― FET briefings are held quarterly in order for all staff to be updated in relation to compliance and governance issues, for example GDPR, ESF, Children First, Financial & procurement systems etc. ― Four working groups are in operation to implement the actions set out in FET Strategy ― The FET Management committee provides an overarching strategic focus and collaborates on XXXX and strategic planning actions
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Outcomes-based Planning and Funding. The importance of management information in effective planning was noted in section 4.3, and other developments will include: ― Planning and monitoring of annual plan/ 3 year Strategic Framework will be the responsibility of the FET senior management team under the guidance of the Director of FET, with cascading responsibilities /inputs from FET Co-ordinators Team (middle management) and various programme and service teams. ― Planning & Funding and eCohesion WG established internally (2018) to oversee and monitor financial planning, expenditure and reporting; group members are Directors of FET and OSD; senior administrative finance personnel and senior FET managers. ― Overarching plan to be developed and implemented for the inputting, maintenance, monitoring and analysis of PLSS (learner database and course calendar) and XXXX data, including establishment of oversight WG to be chaired by an AEO and associated PD plan for staff.
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Outcomes-based Planning and Funding. The consultative process in the establishment of targets, including the two-day workshop provided by XXXXX, contributed significantly to a coordinated, integrated approach to the setting of targets and an increased focus on outputs and outcomes. As we continue this teamwork approach, we are confident that the outcomes-based Planning and Funding approach will be welcomed and will serve as a source of direction and a motivator for centre and service management. LOETB also sees the potential value of linking PLSS to CSO administrative datasets via SOLAS which should also provide a platform for more effective outcomes-based funding. The changes to the FET forum and establishment of Programme Advisory Forum will help to ensure that a strategic approach is taken to the planning of provision across the two counties, avoiding duplication and ensuring the skills needs of the area are being met. LOETB has projected the following planned improvements to course outcomes and learner outcomes in relation to the outcomes based approach: ― Retention targets have been identified with each service/programme staff team (e.g. Youthreach retention rate: 75%). These targets are aligned to changes in the recruitment, enrolment and induction process including the use of assessment and interview across all services to ensure that the right person is on the right course at the right level. ― 222% increase in learners progressing to other further or higher education courses from provision which is primarily focused on this purpose. ― BKSB Assessment will be used as part of learner application process in all LOETB FET Centres
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Outcomes-based Planning and Funding. MSLETB FET provision will be planned and funded based on objective analysis of needs and evidence of social and economic impact. Key actions in support of the FET strategy objectives around outcomes-based planning and funding include.
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Outcomes-based Planning and Funding. WWETB continue to be committed to putting systems and structures in place that will facilitate an
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Outcomes-based Planning and Funding. Limerick and Clare Education and Training Board’s outcomes-based planning is co-ordinated by the FET Steering Group. This includes: ― leadership support via professional development provided to managers in 2017 centred on the continued rollout and integration of XXXX and PLSS and in the areas of legislative compliance e.g. Health and Safety, Risk Management and General Data Protection Regulations as well as sessions on using pivot tables for Data Analysis and Reporting; ― planning and operational delivery systems (XXXX and PLSS) have been rolled out and continue to be fully supported. These systems and processes are now an integral part of the provision planning and delivery and they are well embedded in operations. Some legacy systems / functionality is retained and a clearer MIS roadmap will be introduced in this regard: ― training and development sessions around PLSS, FETCH and new enrolment procedures were attended by some 214 staff; ― the new learner database was piloted by Limerick and Clare Education and Training Board; ― the availability of PLSS and XXXX reports have facilitated organisation integration and provision planning, and will be key to the development and delivery of the new Strategic Framework Agreement between the FET Division and SOLAS in 2018. ― a key effort initiated is to ensure that all provision managers/co-ordinators are briefed on strategic planning requirements and that they are fully included and actively participate in the entire planning and delivery processes so that individual and collective ownership of outcomes is established at local/regional level; ― a focus is maintained throughout on monitoring and reviewing progress to ensure that corrective measures/actions are taken in a timely manner to achieve agreed targets; ― a continual improvement process is engaged with informally with regard to improving retention rates and conversion rates which is identified as key to achieving many of the target areas, especially given the known decline in unemployed applicants; ― learners, community and enterprise engagement is to the fore to ensure that hardest to reach and priority groups are targeted for engagement and progression into activation over a realistic timeframe. Limerick and Clare Education and Training Board recognises the importance of data as a driver of knowledge in the context of the planning process and the need to ensure the quality of data input around PLSS. We also recognise the opportunity presented by the gene...
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Related to Outcomes-based Planning and Funding

  • Multi-year Planning Targets Schedule A may reflect an allocation for the first Funding Year of this Agreement as well as planning targets for up to two additional years, consistent with the term of this Agreement. In such an event, the HSP acknowledges that if it is provided with planning targets, these targets:

  • Multi-Year Planning The CAPS will be in a form acceptable to the LHIN and may be required to incorporate (1) prudent multi-year financial forecasts; (2) plans for the achievement of performance targets; and (3) realistic risk management strategies. It will be aligned with the LHIN’s then current Integrated Health Service Plan and will reflect local LHIN priorities and initiatives. If the LHIN has provided multi-year planning targets for the HSP, the CAPS will reflect the planning targets.

  • Evaluation, Testing, and Monitoring 1. The System Agency may review, test, evaluate and monitor Grantee’s Products and services, as well as associated documentation and technical support for compliance with the Accessibility Standards. Review, testing, evaluation and monitoring may be conducted before and after the award of a contract. Testing and monitoring may include user acceptance testing. Neither the review, testing (including acceptance testing), evaluation or monitoring of any Product or service, nor the absence of review, testing, evaluation or monitoring, will result in a waiver of the State’s right to contest the Grantee’s assertion of compliance with the Accessibility Standards.

  • Proposing Integration Activities in the Planning Submission No integration activity described in section 6.3 may be proposed in a CAPS unless the LHIN has consented, in writing, to its inclusion pursuant to the process set out in section 6.3(b).

  • Working and Labor Synergies The Contractor shall be responsible for maintaining a tranquil working relationship between the Contractor work force, the Contractor Parties and their work force, State employees, and any other contractors present at the work site. The Contractor shall quickly resolve all labor disputes which result from the Contractor's or Contractor Parties’ presence at the work site, or other action under their control. Labor disputes shall not be deemed to be sufficient cause to allow the Contractor to make any claim for additional compensation for cost, expenses or any other loss or damage, nor shall those disputes be deemed to be sufficient reason to relieve the Contractor from any of its obligations under the Contract.

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • Implementation of Strategic Plan Goals This Agreement supports the County’s Strategic Plan, Goal 1, Operational Effectiveness/Fiscal Sustainability. This Agreement will provide revenue reimbursement to the Department for services rendered.

  • Requirement for Project Planning No physical work will begin on the construction site until the receipt of a Proceed Order issued by the Owner. The Contract assumes that a Proceed Order will be issued in not more than sixty days from the Effective Date of the Contract. Failure of the Contractor to provide the necessary documentation for the issuance of a Proceed Order shall not entitle the Contractor to any extension of time. If a Proceed Order is not issued within sixty days from the award of the Contract and non-issuance is due to nonperformance by the Contractor, the Contractor may be in default.

  • Health Promotion and Health Education Both parties to this Agreement recognize the value and importance of health promotion and health education programs. Such programs can assist employees and their dependents to maintain and enhance their health, and to make appropriate use of the health care system. To work toward these goals:

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