Alternatives Development and Recommendations Sample Clauses

Alternatives Development and Recommendations. Based on established goals and desires of the City and Airport staff, a specific plan and program for airport development and improvement will be prepared representing recommendations that are workable, implementable, and defensible. The alternatives will undergo a screening and evaluation of criteria largely framed by operational performance, construction feasibility, environmental considerations, and financial feasibility. The alternatives evaluation will investigate the advantages and disadvantages of providing new facilities, facility closure, facility creation and expansion, and facility repurposing. The process of defining and evaluating alternatives is iterative, beginning with a comprehensive broad range of possibilities that are then refined based on alternatives evaluation criteria and Airport development goals. The evaluation process is structured to systematically evaluate options and provide the technical basis for arriving at a preferred development concept. The Consultant will identify options and alternative configurations to meet projected facility requirements for each major facility component (i.e., airfield, terminal building, and landside development). The following are major Airport components that may, based on the determinations discovered in the Capacity Analysis and Facility Requirements sections of the Master Plan Study, involve varying degrees of layout options or alternative analysis.
Sample 1
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Alternatives Development and Recommendations. The Consultant will identify and evaluate reasonable and feasible improvement alternatives. A specific plan and program for airport development and improvement will be prepared representing recommendations that are workable, implementable, and defensible. The alternatives evaluation process provides the framework for making collaborative decisions regarding future development options. The alternatives will focus on alleviating identified deficiencies, meeting the future aviation demand in a safe and efficient manner, and incorporating the Airport’s strategic vision for the 20-year development requirements. The alternatives development will include analysis of the airfield, passenger terminal building, and landside and support areas. Special emphasis will be given to terminal building, terminal area landside development, terminal building support elements, and auto parking and circulation systems.
Sample 1

Related to Alternatives Development and Recommendations

  • Information Systems Acquisition Development and Maintenance Security of System Files. To protect City Information Processing Systems and system files containing information, Service Provider will ensure that access to source code is restricted to authorized users whose specific job function necessitates such access.

  • Professional Development Funds 23.1.1 Two Professional Development Funds, a Professional Development Support Fund and an Education Leave Fund, shall be established to support professional development activities as defined in 23.2. On April 1st of each year, the College will allocate an amount equal to no less than 0.9% of total faculty salary (exclusive of severance payments) to the Professional Development Support Fund, and an amount equal to no less than 0.6% of total faculty salary to the Educational Leave Fund. Any unused balances in these funds shall carry over to the next budget year.

  • Professional Development Fund A budget item equal to one-half (½) of one (1) percent of employees' salaries shall be set aside annually to be used to:

  • Commercialization Plan On a Product by Product basis, not later than sixty (60) days after the filing of the first application for Regulatory Approval of a Product in the Copromotion Territory, the MSC shall prepare and approve a rolling multiyear (not less than three (3) years) plan for Commercializing such Product in the Copromotion Territory (the "Copromotion Territory Commercialization Plan"), which plan includes a comprehensive market development, marketing, sales, supply and distribution strategy for such Product in the Copromotion Territory. The Copromotion Territory Commercialization Plan shall be updated by the MSC at least once each calendar year such that it addresses no less than the three (3) upcoming years. Not later than thirty (30) days after the filing of the first application for Regulatory Approval of a Product in the Copromotion Territory and thereafter on or before September 30 of each calendar year, the MSC shall prepare an annual commercialization plan and budget (the "Annual Commercialization Plan and Budget"), which plan is based on the then current Copromotion Territory Commercialization Plan and includes a comprehensive market development, marketing, sales, supply and distribution strategy, including an overall budget for anticipated marketing, promotion and sales efforts in the upcoming calendar year (the first such Annual Development Plan and Budget shall cover the remainder of the calendar year in which such Product is anticipated to be approved plus the first full calendar year thereafter). The Annual Commercialization Plan and Budget will specify which Target Markets and distribution channels each Party shall devote its respective Promotion efforts towards, the personnel and other resources to be devoted by each Party to such efforts, the number and positioning of Details to be performed by each Party, as well as market and sales forecasts and related operating expenses, for the Product in each country of the Copromotion Territory, and budgets for projected Pre-Marketing Expenses, Sales and Marketing Expenses and Post-Approval Research and Regulatory Expenses. In preparing and updating the Copromotion Territory Commercialization Plan and each Annual Commercialization Plan and Budget, the MSC will take into consideration factors such as market conditions, regulatory issues and competition.

  • Professional Development Committee There shall be a Professional Development Committee composed of at least two (2) representatives of the Association and an equal number of representatives from the Hospital. Each party may have alternates to replace a member from time to time.

  • Professional Development Plan Professional Development Plan (PDP) refers to plans developed by faculty members addressing the criteria contained in Article 22 and Appendix G.

  • Local Professional Development Committee 1. The Local Professional Development Committee (LPDC) shall be established to oversee and review professional development plans pursuant to ORC 3319.22.

  • LIMITED ACTIVITIES Except for activities in connection with the Offering, the Formation Transactions or in the ordinary course of business, the Operating Partnership and the Operating Partnership Subsidiaries have not engaged in any material business or incurred any material obligations.

  • Proposing Integration Activities in the Planning Submission No integration activity described in section 6.3 may be proposed in a CAPS unless the LHIN has consented, in writing, to its inclusion pursuant to the process set out in section 6.3(b).

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