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The ORS focuses on what has happened for the client between sessions and provides an early warning system for clients at risk of a negative outcome. [7] The results are discussed in a transparent manner to promote collaboration between the client and therapist in planning the next step, especially when there has been no progress. [8]
A number of studies and meta-analyses have demonstrated the benefit of routinely monitoring and using client outcome data and feedback to inform care. [4] Studies using the ORS and SRS document: Improved client outcomes (27%) [5] Increased client retention; Reduction of deterioration rates (50%) [5] Shortening the lengths of time spent in care
Performance indicators differ from business drivers and aims (or goals). A school might consider the failure rate of its students as a key performance indicator which might help the school understand its position in the educational community, whereas a business might consider the percentage of income from returning customers as a potential KPI.
A franchise disclosure document (FDD) is a legal document which is presented to prospective buyers of franchises in the pre-sale disclosure process in the United States.It was originally known as the Uniform Franchise Offering Circular (UFOC) (or uniform franchise disclosure document), prior to revisions made by the Federal Trade Commission in July 2007.
The terms performance-based and results-based are mostly used interchangeably. The latter may signal more the achievement of broader social and economic outcomes Performance-based contracting is the term used in Australia, New Zealand and Canada to describe the practice of attaching contract payment to a set of performance metrics.
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The statement of work should be directly linked to deliverables shown in the CDRL form. This is done by having each CDRL entry include reference to the SOW paragraph(s) that produces or uses the item, and the SOW text should be clear where it is discussing a deliverable by using the title or parenthesizing the item number (for example, "[A-001]").
The customer franchise is, to all practical intents, the external alter ego of the brand, and hence can be seen as the mirror image of the brand franchise. The brand is how the producer typically sees the (internal) investment. The customer franchise is the outcome of that internal investment; the counterbalancing entry with the customers.