Task 3. The contractor shall distribute, receive, log, process, sort and track application materials. The contractor shall administer and coordinate the application process. The contractor shall distribute descriptive announcements and applications as well as forms for such activities as evaluating applications and tracking progress. The contractor shall collect and categorize applications for review and selection by technical panels. The database should be updated promptly with application information so that demographic lists, alphabetical lists, and other data are easily accessible. The contractor will be expected to provide demographic and other analyses of applicants or selectees as requested by the sponsoring agencies.
Task 3. Maintain computer software (i.e., RidePro administrative tracking, CommuteSmart use tracking/reporting) to accurately and concisely track rideshare database activities and services for reporting to CTC’s. Product: Quarterly rideshare database report including website activity. Task 4: Provide technical and help desk support services to CTC staffs. Provide assistance with troubleshooting of problems related to functionality of software and/or wide area network connectivity. Operate a telephone connection for direct contact with the Help Desk. Provide training or instructional materials on new programs and functions within the RidePro and AVR databases to CTC staffs.
Task 3. Determine the type of inspection/testing/evaluation needed, as discussed with City staff. Prepare a work plan.
Examples of Task 3 in a sentence
EXHIBIT C FEE SCHEDULE Project Advisor Project Manager PI Manager XX Xxxxxxx PBA Associate II Transit Planner Clerical OA Phase I Task 1: Defining Strategy Focus Task 2: Understanding the Audience 2.1 Stakeholder Meetings 16 1 48 2.2 Surveys 4 12 Task 3.
Task 1 will incorporate estimated project costs based on the design elements that will be advanced as part of the site development plan (Task 3) and data collected in Phase 1 and 1B.
Task 3 – Comparative analysis of Prosper’s development review performance to six other North Texas jurisdictions.
These efforts all support 2023 Texas Coastal Resiliency Master Plan (TCRMP) Development (Task 2) and Stakeholder Engagement (Task 3).
Task 3 shows mixed results evident in the vari- ation in both the percentage of problematic words per sentence and the Fleiss’ Kappa reported in Table 3, between the sen- tences and between the two participant groups.
More Definitions of Task 3
Task 3. Indicator development and improvement (including reference conditions): Existing methodologies for soft-bottom habitats have been evaluated to test their capability to discriminate gradient pressures between different stressors (eutrophication, toxic stress, habitat degradation, hydromorphological changes) covering all European coastal areas (Deliverable D4.3-1). We have developed also a new index, based upon size-spectra (ISS), for soft-bottom fauna. The analyses on the responses of benthic communities to changes in hydromorphological pressures in order to assess the good ecological potential and the development of reference conditions for transitional waters have not yet started. This is planned for the second half of the project. Indicators for hard-bottom substrates have been developed. Task 4: Indicators for hard-bottom substrates in coastal areas will be developed: This task is planned for the second half of the project. Some preliminary analysis using Bayesian networks has already been started.
Task 3. The development of statistical and mechanistic models on the recovery of BQEs has not yet started. This also applies to the analysis of data from practical restoration measures (before-after and control-impact studies) and the investigation of thresholds.
Task 3. Development of predictive models: Hypoxia in coastal and transitional waters is a detrimental phenomenon that may exacerbate consequences of eutrophication further and lead to regime shifts through enhanced recycling of nutrients. To assess thresholds associated with hypoxia and the potential consequences this may have on marine ecosystems two studies addressing the non-linear responses associated with hypoxia have been carried out. Xxxxxx-Xxxxxx and Xxxxxx (2010) have done a literature review clearly documenting even more adverse effects on the benthic fauna when hydrogen sulphide was present. Survival rates are reduced by approximately 30% in the presence of sulphide, and releases of sulphide may lead to a collapse of the ecosystem, making the recovery even more difficult. Hypoxia is believed to worsen with global warming, and in Vaquer-Sunyer and Xxxxxx (in 2nd review) the combination of hypoxia with increasing temperatures was assessed from a meta-analysis of published experimental results evaluating the effects of increasing temperature on the median lethal time and median lethal concentration of benthic macrofauna under hypoxia (Figure 5.3-4). The meta-analysis confirmed that survival times under hypoxia were reduced by an average of 74% and that median lethal concentration increased by a mean of 16% in marine benthic organisms exposed to higher temperatures. The implication of these results is that the critical oxygen threshold, potentially leading to irreversible effects, will increase in a warmer climate. The established relationships can be employed to project consequences of low oxygen concentrations combined with temperature increases on the benthic community.
Task 3. Limited Capital Planning Implementation Iterations for the following VUEWorks modules within the Village’s Public Works and Water/Wastewater Departments (as shown in Exhibit C and detailed below). o Condition Total Limited Capital Planning Implementations for Village Departments = 2 Additional Implementations can be conducted under a separate agreement or an addendum to this agreement. • Task 4: Administrator Training R/M will work with the Village to determine the most appropriate Village staff to serve as “Administrator(s)” for the Village’s VUEWorks site and software. R/M will train the Village’s Administrator(s) on General site use, administrative functionality for the Core module, and each of the work management and capital planning modules to be used by the Village. • Task 5: End User Training R/M will train Village staff designated to be VUEWorks users in the following areas: o Introduction to VUEWorks, and access to the VUEWorks site o General site use including permissions, dashboards and calendars o Work management in VUEWorks including creating Service Requests and Work Orders, accessing information within the VUEWorks system, and resource entry for Work Orders. Implementation services will be tailored to best meet the Village of Huntley’s needs. The Implementation process is standardized and includes on-site configuration, and remotely held planning workshops to facilitate the on-site sessions as detailed below. The Village of Xxxxxxx will be prepared to take ownership of the software configuration and subsequent administration of VUEWorks during the course of the Implementation process. The Implementation Plan approach will deepen the Village’s participation in the implementation and training process which should result in significant progress and the ability to become self- sufficient in implementing additional work and asset management activities without R/M’s or VUEWorks professional services. Upon completion of the Implementation process, the Village will have a fully functional VUEWorks system, with workflow configuration completed as detailed in the Implementation scope below. Future additional VUEWorks software configuration beyond the Implementation process will be handled by Village staff. Additional Implementation iterations can be conducted under a separate agreement or an addendum to this agreement. SCOPE OF SERVICES
Task 3. County shall develop for the Judicial Council’s review, a conceptual project cost estimate for the design and construction of the potential Tahoe City Courthouse and the Tahoe Justice Center buildings, including escalation (rough order of magnitude only).
Task 3. Data Collection Cost: $17,145 The data collection task will focus on where existing riders are beginning and ending their trips through data and interviews. Data on boarding and alighting from MDTPW and the Town Circulator. Stops with the highest activity and those with the most transfer activity will be will be reviewed for surveys/interviews with passengers and assessed for pedestrian/bicycle access. Miovision cameras will also be utilized to determine which direction pedestrians and bicyclists are traveling to access the transit stops. Surveys will be distributed to on-site transit users that will ask questions regarding what amenities will be most useful to them to improve their commute. Future nodes for potential hubs will be identified by reviewing approved development, consultation with Town staff and analysis of the Future Land Use Map. The Task will also include a planning assessment of the Town’s existing circulator system. Technicians will perform an on-board speed and delay study to understand running speeds during peak-hours of service. All data collected will assist in developing recommendations on how to improve the transit system’s overall performance.
Task 3. This task is the creation of a risk assessment that will identify and quantify the reasons and potential for agricultural land to be converted to non- agricultural uses in the county. The assessment will consider the factors listed in the “proposed planning project” above. The work will be completed by a qualified consultant.