Constraints and Dependencies. 24. The main assumption for the timely delivery of this study is premised on the ability of the research organisation to mobilise its personnel at short notice and deliver as per the schedule noted in the ToRs. It is also dependent on interwork with stakeholders, and stakeholder/recipient schedules and availability. Duty of Care
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. Annex A Functions of the Technical Working Group on Mitigation 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. 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.
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. CRITICAL SUCCESS FACTORS 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. The proposed solution to address the issues has a number of constraints and dependencies which are described below:
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 Terrafix Ltd; • 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. RISKS Recognising that one of the main reasons when change projects are unsuccessful in terms of cost and time overruns and/or failing to deliver the expected benefits is the failure to properly identify and manage the project risks, a Project Risk Register has been developed. Risks at the Initial Agreement Stage of the Project have each been assigned an owner and mitigation action identified (appendix 3). The key areas of risk relate to: Capital envelope does not support the preferred way forward. Clinical and care models may change and not be adequately planned for The programme may be delayed: further impacting on service delivery Engagement: in terms of maintaining positive stakeholder engagement Acquisition of land: initial discussions have been held with Fife Council in relation to the possible purchase of land.
Constraints and Dependencies. The people of Burma are at a critical juncture in their struggle for democracy and ethnic reform. Decisions taken by leading parties and protagonists in the months ahead could well define the direction of national politics for many years to come. After decades of conflict and military-dominated government, an epoch shaping time has arrived. Following the 1 April by-elections, the inclusion of the National League for Democracy (NLD) in the new parliamentary system of government could indicate that progressive reforms can be introduced under the 2008 constitution. Similarly, political discussions, as part of government ceasefires with armed ethnic opposition groups, could promote confidence that a sustainable process can emerge towards achieving national peace and reconciliation. Political transition, however, is at a very early stage. Since the 2011 accession to power by the government of President Thein Sein, a new energy and openness have occurred in many aspects of national life. This reform potential has been welcomed by Western governments and international institutions that have begun to lift or suspend different sanctions. At the same time, renewed conflict in the Kachin and Shan states and the continued domination of government by Tatmadaw (armed forces) veterans suggest that there is a long way to go before a democratic and representative system of government is truly in place. At present, there remain uncertain and untested scenarios by which reform can occur. Huge challenges exist in political, economic and conflict transformation. All the country’s parties and institutions are faced with a time of unprecedented restructuring and change.1 The existence and capacity of local CSOs was seen most clearly after Cyclone Nargis (which hit the Irrawaddy Delta in May 2008, leaving over 130,000 people dead). Local NGOs were allowed to form in conflict-affected areas, to work on community development and conflict resolution. Elsewhere in Burma, a decline in basic services created a space for civil society to develop and expand, often informally, but more visibly in areas where the legal framework or unwritten policy changes provided greater space to work – for example HIV/AIDS and community forestry. In recent years the energy and professionalism of local non-governmental and community-based groups have been steadily increasing. Under the Burmese Socialist Programme Party (BSPP) and State Peace and Development Council (SPDC), regulations remained tight and ...
Constraints and Dependencies. 42. Somalia is one of the most dangerous countries in the world for aid workers to operate. Threats and kidnappings have led some humanitarian organisations to withdraw from some areas of the country, while others have been thrown out by armed groups.
Constraints and Dependencies. Ensuring the sustainability of the Fund (beyond the initial two‐year period of DFID support) is paramount to its success. A key challenge will therefore be to ensure that the GoR is supported to take over responsibility for management of the Fund by the end of the two year period. A constraint to the success of the Fund will be the extent to which resources are available to finance suitable proposals. A key objective of the FMT will therefore be to identify sources of external funding (e.g. from bilateral and multi‐lateral development partners and other international sources of finance) to complement GoR resources and support the delivery of Fund objectives.
