Constraints and Dependencies Clause Samples

Constraints and Dependencies. The service provider must be prepared to work with a diversity of stakeholders (e.g. academics, business representatives, civil society organisations and other government departments and so on). The service provider will be expected to be in possession of recording devices and the necessary IT equipment e.g. a laptop. The contract for the service provider will begin as soon as they receive the appointment letter and will run for the said duration in the contract. Finally, the appointed service provider is expected to engage with government and non-governmental stakeholders in undertaking the work set out above.  The purpose of the TWG-M is to provide technical advice, coordinate and align the mitigation work at a sectoral level and for the whole economy. This work of the TWG-M will inter alia, cover the following:  To develop a list of sectors as the basis for mitigation analysis  To design a process aimed at defining desired emission reduction outcomes, including the consideration of carbon budgets and other appropriate mitigation approaches for application to different sectors.  To oversee the assessment of mitigation potential and best available mitigation options in all sectors of the economy.  To oversee the assessment of economic, environmental and social impacts of proposed mitigation approaches.  To provide advice on mitigation measures which could be applied for each economic sector, in order to achieve the desired mitigation outcome.  To provide advice on an appropriate process leading to the formulation of desired emission reduction outcomes and related action plans for economic sectors and subsectors.

Constraints and Dependencies. Financial: given the current climate it is recognised that the project is likely to be constrained financially. The affordability of the project will continue to be fully tested through each of the approval stages; this will include the development of a fully detailed revenue model within the Outline Business Case. Once the project budget is set, the project will require to be delivered within this. Programme: given the risks associated with the current arrangements, there is a need to deliver the project as quickly as possible. Quality: the project will require to comply with all applicable healthcare guidance and achieve the Achieving Excellence Design Evaluation Tool (AEDET) pre-defined target criteria across all categories. Sustainability: as the preferred option is a new build there will be a requirement to achieve British Research Establishment Environment Assessment Method (BREEAM) ’excellent’. Site: as the preferred option is a new build within a live environment, delivery of the project will be restricted and constrained. Careful planning will be required to plan how the project can be delivered efficiently and safely with minimal disturbance to surrounding services and areas. Dependencies associated with the build phase will be tested in development of the OBC. In addition to the Investment Objectives set out in section 2, the stakeholders have identified several factors which, while not direct objectives of the investment, will be critical for the success of the project.

Constraints and Dependencies.  Financial: given the current climate it is recognised that the project is likely to be constrained financially. Once the project budget is set, the project will require to be delivered within this.  Programme: given the risks associated with the current arrangements, there is a need to deliver the project as quickly as possible.  Quality: the project will require to comply with all applicable healthcare guidance and achieve the Achieving Excellence Design Evaluation Toolkit (AEDET) pre-defined target criteria across all categories.

Constraints and Dependencies. There are a number of key constraints with the delivery of this project including: • Options must provide flexibility to respond to future service requirements; • Continuity of current service must be maintained during planning and implementation of Project; • Staff time (managerial and operational) to devote to assisting with project planning, testing and business case development; • Requirements to deliver within the capital budget for the project; • Ability to implement due to competing organisational priorities; • Ability to release staff for training due to other organisational priorities; • The ability to integrate solution with existing and future vehicle build; • The physical space available within the current scheduled care fleet to fit the hardware; • Amount of change currently ongoing within the Service to deliver the objectives of the strategic framework. The following dependencies have also been identified: • The extension of the current mobile data contract with ; • The objectives of the Service’s strategic framework Towards 2020 - Taking care to the patient; • The development and objectives of the Service’s new strategic framework (2021 – 2030); • The development and outcomes of local and national initiatives, such as The Lothian Flow Centre, in managing patient transport journeys.

Constraints and Dependencies. A SUN Cooperating Partner (CP) group has been formed to coordinate support for the strengthening and scaling up of nutrition interventions in Zambia. DFID and UNICEF are the co-convening donors for the group. A SUN Fund has been proposed to support implementation of the First 1000 Most Critical Days Programme through a focus on the following five ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇  ▇▇▇▇▇▇▇▇▇ ▇▇▇▇ ▇: Policy and coordination for robust stewardship, harmonisation and coordination of the First 1000 Most Critical Days ▇▇▇▇▇▇▇▇▇.  ▇▇▇▇▇▇▇▇▇ ▇▇▇▇ ▇: Priority interventions focusing on a set3 of evidence-based and cost- effective nutrition specific interventions (relating to maternal nutrition and improved nutrition in infancy and childhood) and nutrition sensitive interventions (that make linkages to other sectors through, for example, food production and security, social protection, health systems strengthening, water and sanitation).

Constraints and Dependencies i. Each of the tasks should have an inception stage (fine tuning methodology and work plan, staffing and deployment schedule, finalisation of the data collection protocols, initial sensing and appreciation of ground situation, identification of stakeholders), situations assessment and options study stage (stakeholders consultation, literature review, case studies, key indicators for situation assessment, techno-economic feasibility, policy alignment, low carbon and climate-resilient scorecard, institutional appraisal, capacity building needs assessment) and final recommendation stage (stakeholders’ consultation, validation of recommendations, phasing for implementation, adoption and replication strategy, sustainability strategy, monitoring and evaluation framework and financial plan). ii. The Service provider should have conceptual clarity while identifying stakeholders for all the deliverables and corresponding sub tasks. This should reflect in the technical responses at the time of bidding. A detail and comprehensive work plan should be submitted, at the inception stage, to avoid multiple interfacing with the stakeholders, duplication of work and repetitive visits and interactions. iii. The Service provider to conduct extensive and intensive stakeholders’ consultations, at all levels, for a) assessment of current situations and practices, b) for harmonising recommendations with relevant policies and on-going interventions, c) to avoid any conflict of interest and duplication and d) for ensuring synergy for resource optimisation, responsibility sharing and accountability. The Service provider at various stages of the assignment should interact with the key stakeholders, such as KMC and its departments, Department of Environment, State Pollution Control Board, Department of Urban Development, West Bengal Housing Infrastructure Development Corporation (HIDCO), Housing and Urban Development Company Ltd. (HUDCO), Kolkata Metropolitan Development Authority (KMDA), New-Kolkata Development Authority (NKDA), Department of Municipal Affairs, State Urban Development Agency (SUDA), Calcutta Electric Supply Corporation (CESC), West Bengal State Electricity Distribution Company Limited (WBSEDCL), Bureau of Energy Efficiency (BEE), West Bengal Renewable Energy Development Agency (WEBREDA), Confederation of Real Estate Developers' Associations of India (CREDAI), State Heritage Commission, Kolkata Port Trust, ▇▇▇▇▇▇▇▇ of Industries, INGOs/CBOs, universities, research ins...

Constraints and Dependencies. The successful supplier will need to be open to working with similar UK Government initiatives currently under development. In particular, there may be opportunities to jointly promote individual prizes and draw on expertise.

Constraints and Dependencies. There are several external dependencies which may influence the third-party monitoring aspects of ASCEND: • The ET Supplier(s) will clarify the range of activities to be carried out within each programme country during the bidding process and the Inception phase: this may encompass the inclusion of additional countries and/or additional NTDs. The TPM Supplier activities will be dependent upon a good relationship with the ET Supplier(s) to ensure a detailed understanding of programme activities and sharing of information and data. • Activities by WHO, including in particular the Expanded Special Project for Elimination of Neglected Tropical Diseases (ESPEN). This includes activities to improve national NTD reporting via the ESPEN data portal5. • The level of Government commitment and capacity within each country: this is likely to influence the approach to programme implementation in some countries, which may also affect the approach needed for third-party monitoring. • Suppliers intending to bid on the main ASCEND programme cannot bid for the TPM contract.

Constraints and Dependencies. The challenges SAWGP faces will also impact the CSF, therefore, all bids must demonstrate their ability to deliver the Fund’s objectives despite these constraints. The challenges arise from: • Geographic spread. Not only is SAWGP spread across seven countries, but it works with multiple partners at different scales. The seven different governments involved have differing policies regarding the involvement of local civil society in decision making and the funding of NGOs from international donors. Moreover, with poor connections between some of these countries, the logistics of travel and communication may pose an additional challenge to working with communities in at least 5 out of SAWGP’s 7 countries. • Politically sensitive. With increasing demand for water coupled with poor management, decreasing availability impels governments to capture more water. This is particularly problematic for rivers shared by two or more countries because the resource flows causing a hydrological interdependency between them. In South Asia, tensions arising from historical relations add another layer of complication. • Technical decision-making. Traditionally, the transboundary basin space is populated primarily by governments, with international NGOs and research networks possibly being involved. Smaller CSOs often have little or no impact on policymaking at national, basin and regional levels due to a number of reasons: • Government actors and technical specialists have tended to dominate the discourse on transboundary water governance, either from a national security/diplomacy perspective or a technical perspective. • The institutional capacity (financial and human resources) of smaller CSOs to participate in water governance issues and engage in policy debate with state institutions is limited. • CSOs’ capacity to manage, coordinate and disseminate knowledge on water in the public domain is often weak.