Scorecards Sample Clauses

Scorecards. Scorecards for RHSS and third party brokers (provided that such scorecards shall not include personal information of such brokers or vendors and shall be used by NRZ Brokerage solely for the purpose of evaluating RHSS’s (and its third party brokers’, as applicable) performance under the Agreement and not for any other purpose);
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Scorecards. Supplier may be measured periodically with Scorecards. The selection of these Suppliers is determined by Purchasing and/or Quality. The purpose of the Scorecards is for TTM to be readily able to review the Supplier’s Performance. Scorecards can have a significant influence on Procurement decisions that do not have ‘Performance Metric’ meetings, as described in section 3.3 of this procedure.
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Scorecards. Data-rich scorecards provide an at-a-glance view of district metrics, including attendance, enrollment, benchmark and summative test scores, and levels of discipline incidents.
Sample 1
Scorecards. Testing officers may want to make photocopies of the drill scorecards found in this booklet. Evaluate the commands as they are performed, marking an “X” in the “S” column if it was performed satisfactorily, or the “U” column if it was performed unsatisfactorily. Tests 7 and 8 use special scorecards that are included in this booklet but are unlike those used for tests 1-6.
Sample 1
Scorecards. The supplier will receive every month a scorecard from MLNA/MLMX. On the Scorecard , MLNA/MLMX is evaluating the following points ( Delivery performance, Quality PPM, RMA, Technical Support, PNR 8D response & Quality System). Supplier will receive the Supplier Score/Rank by MLNA/MLMX. If needed, the Supplier needs to share action plan to get inside target within the first 3 days after notice of scorecards by MLNA/MLMX. Supplier needs to follow up the action plan and achieve target score within the following month. Supplier is responsible of chargeback costs generated by Quality / Delivery issues. These chargebacks include: -Line down costs. -Expedited material costs. -Admin fees -Containment activities at MLNA/MLMX and at our customers facilities. -Reworks /Sorting activities due to Quality issues. -PNR generate a cost , that need to be paid by the supplier.
Sample 1
Scorecards. Any player (member or guest) registering to play in Club Competitions must return a scorecard be it valid or not, to enable the scorer to complete their duties in a timely manner. All scorecards in all competitions must be submitted in a timely manner with two signatures ie a marker and a player. This must be strictly adhered to otherwise the player or players will be disqualified. Failure to comply may result in the member being sanctioned by the committee. Scorecards will only be used for handicap purposes in official NAGC events where a competition fee has been paid. These apply to all players and non-players, including caddies and visitors. Neat casual dress must be worn both on the Course and in the Clubrooms. • Smart denim may be worn • Both men and women may wear leather thongs or sandals in the Clubrooms. • Socks may range from long walk socks, short predominately white sports socks and sockettes. • Shorts are to be knee length for men. Women may wear shorts, ¾ pants or skirts • Collared shirts are the preferred option for men but designer T shirts may be worn by men and women • Any shirts with bold advertising/slogans/cartoons. • Track suits, tank tops, sports shorts and ¾ cargo pants • Rubber thongs/sandals • Brief shorts and strapless tops do not constitute appropriate dress for ladies. Golf Shoes, Hats or Caps are not to be worn in the clubrooms. All draws are subject to change at the closing off times. Please check your starting times on the web site, the evening before play, in all competitions. When inclement weather conditions prevail eg extreme heat or wet weather, it is recommended players arrive at the course early; ready to play as player numbers usually decline and your tee off time could change. It will be the responsibility of the match committee or the daily match co-ordinator to determine if a major competition is to be postponed or cancelled due to inclement weather. In the event of a lightning storm in the vicinity of the golf course a prolonged note of a siren from the clubhouse will sound and all players should mark the position of their ball (in the event there is a resumption of play) and leave the course to seek refuge immediately. The penalty for failing to adhere to this procedure is disqualification. In the event the golf course becomes unplayable due to rain and flooding three short notes of a siren, repeated will be sounded. Players have two options, mark the position of their ball (in the event of a resumption of play)...
Sample 1
Scorecards. Some suppliers are measured periodically with scorecards. The selection of these suppliers is determined by Purchasing and Quality. The purpose of the scorecards is for Viasystems to access the supplier’s performance. Scorecards can have a significant influence on procurement decisions. Periodically is defined when Purchasing and Quality decide that a certain supplier performance metric is a “RISK” to our business performance. Suppliers being asked to complete scorecards do not have ‘Performance Metric’ meetings described in section 3.3 of this procedure. (a) Performance Categories - Viasystems supplier scorecards are broken into 4 main categories with subgroups: Quality Cost Delivery Technology
Sample 1
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Related to Scorecards

  • Metrics Institutional Metrics System-Wide Metrics

  • Performance Reporting The State of California is required to submit the following financial reports to FEMA:

  • Contract Goals A. For purposes of this procurement, OGS conducted a comprehensive search and determined that the Contract does not offer sufficient opportunities to set goals for participation by MWBEs as subcontractors, service providers, or suppliers to Contractor. Contractor is, however, encouraged to make every good faith effort to promote and assist the participation of MWBEs on this Contract for the provision of services and materials. The directory of New York State Certified MWBEs can be viewed at: xxxxx://xx.xxxxxxxxxxxxxx.xxx/FrontEnd/VendorSearchPublic.asp?TN=ny&XID=2528. Additionally, following Contract execution, Contractor is encouraged to contact the Division of Minority and Women’s Business Development ((000) 000-0000; (000) 000-0000; or (000) 000-0000) to discuss additional methods of maximizing participation by MWBEs on the Contract. B. Good Faith Efforts Pursuant to 5 NYCRR § 142.8, evidence of good faith efforts shall include, but not be limited to, the following: 1. A list of the general circulation, trade, and MWBE-oriented publications and dates of publications in which the Contractor solicited the participation of certified MWBEs as subcontractors/suppliers, copies of such solicitations, and any responses thereto. 2. A list of the certified MWBEs appearing in the Empire State Development (“ESD”) MWBE directory that were solicited for this Contract. Provide proof of dates or copies of the solicitations and copies of the responses made by the certified MWBEs. Describe specific reasons that responding certified MWBEs were not selected. 3. Descriptions of the Contract documents/plans/specifications made available to certified MWBEs by the Contractor when soliciting their participation and steps taken to structure the scope of work for the purpose of subcontracting with, or obtaining supplies from, certified MWBEs. 4. A description of the negotiations between the Contractor and certified MWBEs for the purposes of complying with the MWBE goals of this Contract. 5. Dates of any pre-bid, pre-award, or other meetings attended by Contractor, if any, scheduled by OGS with certified MWBEs whom OGS determined were capable of fulfilling the MWBE goals set in the Contract. 6. Other information deemed relevant to the request.

  • Service Level Expectations Without limiting any other requirements of the Agreement, the Service Provider shall meet or exceed the following standards, policies, and guidelines:

  • Performance Expectations The Charter School’s performance in relation to the indicators, measures, metrics and targets set forth in the CPF shall provide the basis upon which the SCSC will decide whether to renew the Charter School’s Charter Contract at the end of the charter term. This section shall not preclude the SCSC from considering other relevant factors in making renewal decisions.

  • Annual Performance Review The Employee’s performance of his duties under this Agreement shall be reviewed by the Board of Directors or a committee of the Board of Directors at least annually and finalized within thirty (30) days of the receipt of the annual audited financial statements. The Board of Directors or a committee of the Board of Directors shall additionally review the base salary, bonus and benefits provided to the Employee under this Agreement and may, in their discretion, adjust the same, as outlined in Addendum B of this Agreement, provided, however, that Employee’s annual base salary shall not be less than the base salary set forth in Section 4(A) hereof.

  • Annual Performance Evaluation On either a fiscal year or calendar year basis, (consistently applied from year to year), the Bank shall conduct an annual evaluation of Executive’s performance. The annual performance evaluation proceedings shall be included in the minutes of the Board meeting that next follows such annual performance review.

  • Historical Performance Information To the extent agreed upon by the parties, the Sub-Advisor will provide the Trust with historical performance information on similarly managed investment companies or for other accounts to be included in the Prospectus or for any other uses permitted by applicable law.

  • Performance Evaluations Employee performance shall be evaluated and communicated on a yearly basis as required under County policy. Performance evaluations are used to demonstrate to employees that they are valued; record how an employee’s performance meet the requirements of the job; create a job history record; identify employee strengths and areas for enhancement; assist the employee and supervisor in an effort to attain the highest level of performance; and reinforce performance standards. Every effort will be made to include substantiated information within an employee’s performance evaluation. Non-recurring discipline history which is more than two (2) years old will not be referenced in performance evaluations. The County shall ensure employee performance evaluations are conducted in accordance with County and departmental policy. Performance evaluations and disciplinary matters shall only be conducted by County employees. When an employee who does not agree with the overall rating he/she receives on his/her written performance evaluation, he/she shall discuss and attempt to resolve the differences with his/her immediate supervisor. If discussion with his/her immediate supervisor does not result in resolution of the differences, the employee may file a written request to meet with the next level of management. Said request shall state the unresolved issues and the specific changes in the written performance evaluation the employee is seeking. The appropriate manager shall meet with the employee to discuss the unresolved issues. If the issues are not resolved to the employee’s satisfaction following discussion with the appropriate manager, the employee may within thirty (30) working days file a written request for a meeting with the department head. Within fourteen (14) working days of receipt of a written request stating the unresolved issues and the desired changes in the written performance evaluation, the department head shall meet with the employee to discuss the issues. Within ten (10) working days of said meeting, the department head shall respond in writing to the employee. The decision of the Department Head shall be final and not subject to the grievance procedure. An employee may submit a written response to his/her evaluation that shall be placed in his/her personnel file.

  • 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.

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