Sentences with phrase «individual model performance»

Simply averaging all the models together may not provide an accurate picture of variations in individual model performance.

Not exact matches

Each case is unique, he argues, and success is mediated by the performance of individual franchisees, not by the strength of the franchising model.

Drawing upon an extensive background in both business and performance coaching, Jag uses his unique Inspired Movement performance model to help talented individuals and progressive organisations to achieve greater success.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Wang said his model builds upon an adaptive learning framework and is capable of achieving more and more accurate prediction performance for each individual patient by collecting more and more personalized medical data.

Supplementary Fig. 36a shows the performance of the model based on the TIN measure at the tissue level, while Supplementary Fig. 36b compares the predictions based on TIN with the predictions based on gene expression at the individual level.

Important topics include design and task specification, planned group comparisons, behavioral performance metrics, imaging details, data pre-processing, intersubject registration, statistical modeling details for both the individual and group level, and statistical inference including approach to multiple comparisons correction.

To determine whether cardiovascular fitness was differentially correlated with one domain of cognitive performance more than others, we repeated the adjusted models with the exact same set of individuals who had complete records in all domains (n = 883,740).

The rationale for the market model is usually based on the performance of individual schools and the application of whatever rewards and sanctions that performance evokes.

Relevant research: Researchers assigned participants to two groups based on their individual performance in a computational model.

Growth models allow schools to receive credit for improving the performance of individual students, even if those students fall short of the target set for them.

The piece focuses on Teach To One, a math curriculum used to power the Individual Rotation blended - learning model whereby students receive an individualized schedule and instructional plan each day based on their performance the day prior.

Section 1 Experience and performance as a senior leader Section 2 Self - awareness and self - management Section 3 Delivering continuous improvement Section 4 Modelling excellence in teaching Section 5 Learning focus Section 6 Efficient and effective Section 7 Personal Drive and Accountability Of course, every form will be unique to the individual, however knowing how much it would have helped me has led me to offer it on here.

Without assessing these programs per se, Johnson explains, the book examines how these systems are set up, including whether they use student performance on standardized tests, professional evaluations, a hybrid model, and whether they used individual or group assessments.

Teacher modeling is one effective method (i.e. the teacher shows how collaboration is done), while avoiding homogeneous groups and grouping by ability, fostering individual accountability by assigning different roles, and evaluating both the student and the group performance also support collaborative learning.

Principals, as school leaders, need classroom performance information to fulfill their role as manager and determine how individual staff members are performing and who needs help and who might take on a model role for others.

These techniques have been synthesized into a compact model with three pillars: (a) electronic assessment system (e-portfolios for individual assessment and program evaluation), (b) teacher candidates» technology - based course assignments and performances, and (c) Web - based instruction and communication.

· Teacher compensation should be restructured to provide more incentives tied to performance, first by significantly reducing the number of steps on the salary scale, and then by phasing in a performance based system as the value - added assessment model evolves to the individual classroom level.

● Oversee the implementation of the educational vision across all campuses, and ensure schools are producing amazing outcomes for students ● Ensure all schools meet their academic and cultural goals ● Build a strong, collaborative team of principals ● Ensure schools are operationally strong, aesthetically beautiful and clean, within budget, and well - organized ● Oversee performance management systems and the hiring process across the schools ● Manage the college teams in supporting students as they prepare for college ● Provide individual development and management to school principals through one - on - one meetings, coaching, modeling, planning, and feedback ● Lead regular professional learning for school leaders (topics such as instructional leadership, personnel management, school operations, data analysis, school culture, and family investment) ● Study and analyze data on an ongoing basis ● Work with school principals to develop and implement action plans based on academic results

Specifically, the Student Progress Rating looks at how much progress individual students have made on reading and math assessments during the past year or more, how this performance aligns with expected progress based on a student growth model established by the state Department of Education, and how this school's growth data compares to other schools in the state.

But while Goldstein assumes that the purpose of a value - added model is to assess individual teachers, it's worth noting that value - added methods can be much more useful if we focus on larger units of analysis, such as the performance of a whole school or mathematics achievement across a whole district.

Buddin used a relatively simple value - added model to assess individual teacher performance for the period from 2003 to 2009.

This workshop will look at best practices regarding performance evaluation and how to infuse those «best practices» into your evaluation system, regardless of the evaluation instrument / model you use, to help those you supervise grow their skills and maximize their individual, unique talents.

In addition to the new look packages and upgraded performance features, the 2018 model year sees buyers given more options for addition of individual equipment items, allowing greater personalization.

The sales - weighted unadjusted Corporate Average Fuel Economy (CAFE) performance was calculated from the monthly sales of individual models of light - duty vehicles and the unadjusted combined city / highway fuel - economy ratings for the respective models.

Assetto Corsa features over ninety high - performance vehicles all rendered to an obsessive level of individual detail, with bespoke handling and performance modeling.

Many have Full Service History, Automatic or Manual and Models like xDrive, Clubsport, ED Plus, Individual, Luxury, M Sport Highline, M3, Modern, Performance, some of our cars will have Satellite Navigation, Sunroof, Leather and Bluetooth.

The Impreza 15S, 20S and S - GT models have been available since June 2007, each offering individual strengths in performance and comfort.

Purposeful design modifications in familiar M style set individual models apart and provide aerodynamic optimisation; exterior mirrors and air intake bars with striking Ferric Grey metallic paintwork; trapezoidal exhaust tailpipes; BMW Individual High - gloss Shadow Line; 19 - inch M light - alloy wheels in double - spoke design standard on the BMW M550d xDrive and BMW M550d xDrive Touring; 19 - inch M light - alloy wheels in V - spoke design standard on the BMW X5 M50d; 20 - inch M light - alloy wheels in double - spoke design standard on the BMW X6 M50d; exclusive 20 - inch M light - alloy wheels in Ferric Grey available as an option for all models; model lettering on the door sills, boot lid and, in the case of the BMW X5 M50d and BMW X6 M50d, also in the instrument cluster; engine cover with «M Performance&raqindividual models apart and provide aerodynamic optimisation; exterior mirrors and air intake bars with striking Ferric Grey metallic paintwork; trapezoidal exhaust tailpipes; BMW Individual High - gloss Shadow Line; 19 - inch M light - alloy wheels in double - spoke design standard on the BMW M550d xDrive and BMW M550d xDrive Touring; 19 - inch M light - alloy wheels in V - spoke design standard on the BMW X5 M50d; 20 - inch M light - alloy wheels in double - spoke design standard on the BMW X6 M50d; exclusive 20 - inch M light - alloy wheels in Ferric Grey available as an option for all models; model lettering on the door sills, boot lid and, in the case of the BMW X5 M50d and BMW X6 M50d, also in the instrument cluster; engine cover with «M Performance&raqIndividual High - gloss Shadow Line; 19 - inch M light - alloy wheels in double - spoke design standard on the BMW M550d xDrive and BMW M550d xDrive Touring; 19 - inch M light - alloy wheels in V - spoke design standard on the BMW X5 M50d; 20 - inch M light - alloy wheels in double - spoke design standard on the BMW X6 M50d; exclusive 20 - inch M light - alloy wheels in Ferric Grey available as an option for all models; model lettering on the door sills, boot lid and, in the case of the BMW X5 M50d and BMW X6 M50d, also in the instrument cluster; engine cover with «M Performance» badge.

BMW Approved Tires provide uncompromising vehicle handling, performance and security — perfectly matched to your individual BMW model.

In 2014, when offered seat time in Nissan's highest performance model, I all but kissed the feet of the individuals responsible.

Heres what the experts have said about the 2015 Audi Q5 Quattro: The 2015 Audi Q5 compact luxury SUV offers up comfort, style and performance, with standard all - wheel drive and five different models suited to individual buyers.

This means that despite a higher level of engine and driving performance, all four models consume significantly less fuel than the previous models; total savings for individual versions are as much as 16 per cent.

Select your preference from up to five modes: Comfort, Auto, Dynamic, Individual and, on R8 V10 plus models, Performance.

New in the performance models: Similar to the new Audi R8 high - performance sports car, the driver can switch between the modes auto, comfort, dynamic and individual without taking his or her eyes off the road using a special button on the RS multifunction sport leather steering wheel.

The two outer seats take the form of individual seats — in keeping with the model line's reputation for sporty performance with maximum passenger comfort — thereby producing a 2 +1 seat configuration.

These talented groups and individuals create nearly wholly new models from their standard designs with enhanced engines, performance parts, eye - catching paint jobs, cutting - edge internal features and external flourish.

This is why you should select Original BMW Parts: perfect performance can only be achieved if all parts are precisely matched to the requirements of each individual BMW model.

Standard specification for the M Performance models is representative of their range - topping positioning and includes M tuned servotronic steering, Adaptive Bi-Xenon Headlights, Head - Up Display, Navigation Professional and BMW Individual High Gloss shadow Line.

Clients should be aware that their individual account results may not exactly match the performance of the Model Portfolios.

Clients should be aware that their individual account results may not exactly match the performance of the Model Portfolios or any Motley Fool real money portfolio services.

A comprehensive risk assessment would determine flood hazard for individual structures by modeling watershed and floodplain characteristics at fine spatial scales; it would describe the varying levels of protection offered by all elements of a flood protection system and mitigation measures; and it would account explicitly for uncertainties, including those related to current and future flood hazard, structure value and vulnerability, and the current and future performance of flood protection measures.

The first level of metrics, including the commonly used correlation coefficient, RMS value, and RMSE, measures model performance in terms of individual variables.

Despite substantial differences in performance between individual models, the CMIP3 1 and CMIP5 multi-model mean annual cycles of sea ice extent in both hemispheres agree reasonably well with observations.

PA Reps for staff development and growth opportunities * Plan, assign, and direct work, appraise performance, reward and discipline employees, address complaints and resolve problems within the team * Assist in the hiring process * Assist in the preparation of performance reviews * Deliver performance reviews in conjunction with the Prior Auth Manager * Meet monthly with each staff member to go over performance status * Assist with training as needed * Lead weekly Team meetings with staff to keep them informed of changes to policy and procedures and corporate communications * Meet with the Prior Authorization Management team weekly to report on clinical call center performance and personnel issues Required Qualifications: * High School Diploma or equivalent * Current and unrestricted Pharmacy Technician license * 2 years» experience supervising Pharmacy Technicians in a Call Center environment * Prior Authorization experience * Knowledge of the Pharmacy Benefit Management and / or Health Insurance * Knowledge of Call Center industry through work experience and as obtained through related courses * Proficient in Microsoft Word and Excel Preferred Qualifications: * Bachelors» Degree * PBM experience * National Pharmacy Technician Certification Required Competencies: * Must have strong leadership and problem solving skills * Strong written and verbal communication skills * Strong interpersonal skills * Ability to effectively present information and respond to questions from groups of associates, managers and clients * Ability to comprehend ACD statistical reporting and apply it to the operation of the department * Ability to interpret a variety of instructions furnished in written, oral, diagram or schedule form * Ability to maintain a high level of consistency while working with team members * Ability to recognize the needs of the staff, heighten morale, and decrease stress and burnout * Ability to understand what style of conflict resolution is best suited for a particular situation * Ability to determine the needs of each individual team member and assist them in achieving set goals * Demonstrate a clear understanding of company and client confidentiality * Excellent organizational skills * Exemplary coaching / motivational skills at both an individual and team level * Adaptable and able to move with change while maintaining a positive attitude and strong role model for the Team.

• Well versed in ITIL methodologies and instrumental in developing refined process models for delivery • Identify KPIs and develop and generate corresponding performance reports for systems, processes and individuals.

We set up the regression model with two variable groups at individual and family levels: Model 1 includes only independent variables belonging to personal characteristics of children, specifically including age; self - esteem; educational stages / level of school; self - assessment of academic performance; self - assessment of life sucmodel with two variable groups at individual and family levels: Model 1 includes only independent variables belonging to personal characteristics of children, specifically including age; self - esteem; educational stages / level of school; self - assessment of academic performance; self - assessment of life sucModel 1 includes only independent variables belonging to personal characteristics of children, specifically including age; self - esteem; educational stages / level of school; self - assessment of academic performance; self - assessment of life success.

The current CECE program proposes a means by which members can document their professional learning using a self assessment and reflective model that reviews a member's «recent professional learning activities, performance reviews, changes in relevant legislation, policy and procedures or other information relevant to... (an individual's) continuous professional learning» (College of Early Childhood Educators, 2013, p. 6).

According to some models, intentions sometimes can only be expected to find performance on behavior if an individual possess actual perceived control over the behavior, it is more likely for a person to perform the specific behavior when perceptions of perceived control were high [17].

(a) Document a minimum of twenty - four hours of academic preparation or board approved continuing education coursework in counselor supervision training including training six hours in each area as follows: (i) Assessment, evaluation and remediation which includes initial, formative and summative assessment of supervisee knowledge, skills and self - awareness; components of evaluation e.g. evaluation criteria and expectations, supervisory procedures, methods for monitoring (both direct and indirect observation) supervisee performance, formal and informal feedback mechanisms, and evaluation processes (both summative and formative), and processes and procedures for remediation of supervisee skills, knowledge, and personal effectiveness and self - awareness; (ii) Counselor development which includes models of supervision, learning models, stages of development and transitions in supervisee / supervisor development, knowledge and skills related to supervision intervention options, awareness of individual differences and learning styles of supervisor and supervisee, awareness and acknowledgement of cultural differences and multicultural competencies needed by supervisors, recognition of relational dynamics in the supervisory relationship, and awareness of the developmental process of the supervisory relationship itself; (iii) Management and administration which includes organizational processes and procedures for recordkeeping, reporting, monitoring of supervisee's cases, collaboration, research and evaluation; agency or institutional policies and procedures for handling emergencies, case assignment and case management, roles and responsibilities of supervisors and supervisees, and expectations of supervisory process within the institution or agency; institutional processes for managing multiple roles of supervisors, and summative and formative evaluation processes; and (iv) Professional responsibilities which includes ethical and legal issues in supervision includes dual relationships, competence, due process in evaluation, informed consent, types of supervisor liability, privileged communication, consultation, etc.; regulatory issues include Ohio laws governing the practice of counseling and counseling supervision, professional standards and credentialing processes in counseling, reimbursement eligibility and procedures, and related institutional or agency procedures.