Performance Targets and Indicators Sample Clauses

Performance Targets and Indicators. The following are the principal targets that will be referenced in 2023 to assess FSI’s efficiency and productivity in using the resources allocated to it.
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Performance Targets and Indicators. 2.1 Key targets and indicators for 2020 The following are the key output targets/performance indicators which will be used in 2020 to assess the extent to which the Bureau is performing efficiently and effectively. Each target/indicator is aligned with a specific strategic goal under the Bureau’s Strategic Plan 2020-23. Output area or initiative Target/ Performance Indicator Associated strategic goal Corresponding outputs (where applicable) in previous years Proceeds of Crime 30 new Proceeds of Crime Orders to be submitted to and granted by the High Court Identifying assets derived from criminal conduct Depriving and denying persons the benefits of criminal conduct 2019: 31 2018: 30 2017: 28 Tax Complete tax assessments on 42 targets Collect €2m in tax Identifying assets derived from criminal conduct Depriving and denying persons the benefits of criminal conduct 2019: 49 2018: 41 2017: 37 2019: €1.862m 2018: €3.097m 2017: €2.374m Social Welfare Recover €325,000 in social Identifying assets derived 2019: €322,400 welfare payments from criminal conduct 2018: €323,094 2017: €319,720 Identify €1.6m in overpayments Depriving and denying persons the benefits of criminal conduct 2019: €1,570,861 2018: €1,554,081 2017: €1,585,474 Training and Development Have the accredited Post- Graduate Diploma in Proceeds of Crime Investigation, Asset Identification, Seizure, Confiscation and Recovery commenced at University of Limerick by September with 15 participants Complete two Asset Profiler training courses by Q2 and Q4 respectively, with 100 trainees overall Developing our human, legislative and other resources 2019: 110 trainees 2018: 106 trainees 2017: 113 trainees Exchanging information, cooperating and conducting joint investigations with international law enforcement partners Participate in the two Joint Investigation Teams established in 2019 and participate in any new Joint Investigation Teams established in 2020, where appropriate Participate in the three organised and cross jurisdictional financial crime investigations already established and participate in new organised and cross- Working with our national and international stakeholders jurisdictional financial crime investigations under the Joint Agency Task Force established as part of ‘A Fresh Start’, the Stormont Agreement and Implementation Plan (2015)
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Performance Targets and Indicators. 2.1 Key targets and indicators for 2020 The following are the principal performance targets and indicators which will be used in 2020 to assess the extent to which FSI is fulfilling its key mandate and core functions: Output area or initiative 2019 baseline figure(s) (where applicable) Associated strategic objective
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Performance Targets and Indicators. 2.1 Key targets and indicators for 2020 The following are the principal output targets and performance indicators which will be used in 2020 to assess the extent to which the PSA is performing efficiently and effectively: Output area or initiative Target/ Performance Indicator Associated strategic priority Baseline figures for previous years (where applicable) Service Delivery Process 15,000 licence applications Supporting our staff and enhancing our organisation 2019: 14,775 2018: 8,240* 2017: 14,574 Service Delivery Reduce the average processing time for first time employee application to less than 33 days Supporting our staff and enhancing our organisation 2019: 33 days 2018: 35 days 2017: 36 days Employee Licensing Licensing of Event Security in Q3 2020 Completing the regulation of the Private Security Industry N/A Employee Licensing Licensing of Private Investigators in Q4 2020 Completing the regulation of the Private Security Industry N/A Qualifications & Standards Issue tender for certification services in Q3 2020 Raising the level of standards and qualifications in our industry N/A Service Delivery Launch new website in Q2 2020. Supporting our staff and enhancing our organisation * The reduction in applications in 2018 reflects the introduction of the 3-year licence for employees in 2016.
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Performance Targets and Indicators. 2.1 Key targets and indicators for 2020 Consistent with the Revised Estimates, the following are the principal output targets and performance indicators which will be used in 2020 to assess the extent to which the Authority is performing efficiently and effectively: Relevant strategic goal/ objective Output area or initiative Target/ Performance Indicator Baseline figs for previous years (where applicable) Provision of Meetings of the Policing Independent Authority with the Garda Oversight of Commissioner: the Policing  in private 11 13 (2019); 12 (2018) Functions ofin public 5 6 (2019); 5 (2018) the Garda Síochána Authority Committee meetings 20 25 (2019); 29 (2018) Engagement with Joint 1 1 (2019); 1 (2018) Policing Committee Chairs Selection Competitions for 3 2 (2019); 2 (2018) senior ranks in the Garda Síochána Public events live streamed 2 2 (2019); 1 (2018) Publication of 6.monthly 2 2 (2019); 2 (2018) Policing Performance reports Publication of Research 3 n/a
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Performance Targets and Indicators 
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Related to Performance Targets and Indicators

  • Performance Targets Threshold, target and maximum performance levels for each performance measure of the performance period are contained in Appendix B.

  • Performance Indicators The HSP’s delivery of the Services will be measured by the following Indicators, Targets and where applicable Performance Standards. In the following table: n/a meanç ‘not-appIicabIe’, that there iç no defined Performance Standard for the indicator for the applicable year. tbd means a Target, and a Performance Standard, if applicable, will be determined during the applicable year. INDICATOR CATEGORY INDICATOR P = Performance Indicator E = Explanatory Indicator M = Monitoring Indicator 2019/20 PERFORMANCE TARGET STANDARD Organizational Health and Financial Indicators Debt Service Coverage Ratio (P) 1 c1 Total Margin (P) 0 cO Coordination and Access Indicators Percent Resident Days – Long Stay (E) n/a n/a Wait Time from LHIN Determination of Eligibility to LTC Home Response (M) n/a n/a Long-Term Care Home Refusal Rate (E) n/a n/a SCHEDULE D — PERFORMANCE 2/3 INDICATOR CATEGORY Quality and Resident Safety Indicators INDICATOR P = Performance Indicator E = Explanatory Indicator M = Monitoring Indicator Percentage of Residents Who Fell in the Last 30 days (M) 2019/20 PERFORMANCE TARGET STANDARD n/a n/a Percentage of Residents Whose Pressure Ulcer Worsened (M) n/a n/a Percentage of Residents on Antipsychotics Without a Diagnosis of Psychosis (M) n/a n/a Percentage of Residents in Daily Physical Restraints (M) n/a n/a SCHEDULE D — PERFORMANCE 2.0 LHIN-Specific Performance Obligations 3/3

  • Performance indicators and targets The purpose of the innovation performance indicators and targets is to assist the University and the Commonwealth in monitoring the University's progress against the Commonwealth's objectives and the University's strategies for innovation. The University will report principal performance information and aim to meet the innovation performance indicators and targets set out in the following tables.

  • Targets and Milestones You may choose to develop specific additional targets and milestones which assess your performance in ITT over time – particularly if ITT trainees make up a significant proportion of your overall student body. Alternatively, you may have targets and milestones in your existing 2012-13 access agreement which you now also wish to apply to undergraduate and/or postgraduate ITT trainees. These targets may be statistical – based on how representative your entrants are and/or your retention performance – and might include annual or interim milestones to help you monitor whether you are making progress. You may wish to include criteria around the numbers of trainees in receipt of a full or partial maintenance grant, as financial data will need to be collected to determine bursary support and the data will also be accessible through the Student Loans Company for HEBSS subscribers. You may also wish to consider the TDA guidance at Annex C which gives information on specific groups that are Annex A underrepresented in the teaching profession. In this section, please state whether you intend to develop additional targets and milestones, or the extent to which you intend to use targets and milestones in your existing agreement which you now wish to extend to apply to undergraduate and/or postgraduate ITT trainees. Where you have new or amended milestones and targets, you should set these out in your Excel template (Annex B) at Table 6. The University of Cambridge does not intend to adjust its current targets or to develop additional targets and milestones for its ITT provision. The number of students on the PGCE programme amount to less than 4% of the total population of Cambridge students with which the Office for Fair Access is concerned, and all of those students have already experienced a first taste of higher education. It would therefore be disproportionate to set specific aims and objectives for this group.

  • Targets a) Seller’s supplier diversity spending target for Work supporting the construction of the Project prior to the Commercial Operation Date is ____ percent (___%) as measured relative to Seller’s total expenditures on construction of the Project prior to the Commercial Operation Date, and;

  • Performance Measures and Metrics This section outlines the performance measures and metrics upon which service under this SLA will be assessed. Shared Service Centers and Customers will negotiate the performance metric, frequency, customer and provider service responsibilities associated with each performance measure. Measurements of the Port of Seattle activities are critical to improving services and are the basis for cost recovery for services provided. The Port of Seattle and The Northwest Seaport Alliance have identified activities critical to meeting The NWSA’s business requirements and have agreed upon how these activities will be assessed.

  • Ongoing Performance Measures The Department intends to use performance-reporting tools in order to measure the performance of Contractor(s). These tools will include the Contractor Performance Survey (Exhibit H), to be completed by Customers on a quarterly basis. Such measures will allow the Department to better track Vendor performance through the term of the Contract(s) and ensure that Contractor(s) consistently provide quality services to the State and its Customers. The Department reserves the right to modify the Contractor Performance Survey document and introduce additional performance-reporting tools as they are developed, including online tools (e.g. tools within MFMP or on the Department's website).

  • Goals Goals define availability, performance and other objectives of Service provisioning and delivery. Goals do not include remedies and failure to meet any Service Goal does not entitle Customer to a Service credit.

  • Performance Measures The System Agency will monitor the Grantee’s performance of the requirements in Attachment A and compliance with the Contract’s terms and conditions.

  • PERFORMANCE OBJECTIVES 4.1 The Performance Plan (Annexure A) sets out-

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