Implementation Strategy. Each party is responsible for carrying out the work assigned to it in Sections 1.4 and 1.5 of this SOW for the Implementation Project. Unless stated otherwise in this SOW all work to be completed by Bayer will be done from a remote location via Bayer.
Implementation Strategy. The Contractor will develop and deliver a Transition to Operations Plan for each released implementation. The Plan will include staging activities, end User training, date and times for go-live, implementation support services, activities to address system stabilization, and system acceptance criteria. The Contractor will utilize a results-driven incremental (RDI) implementation and deployment strategy to effectively manage State specific releases. RDI consists of self-contained implementation sequences or phases where each achieves a certain business result or goal. The project Work Plan details the projected delivery dates of all “Immediate” and “Future” requirements that map directly to the work packages in the WBS. These work packages are logically grouped functional requirements.
Implementation Strategy. Provide the Department’s Management Team with advice and recommendations regarding project packaging, sequencing and phasing, financing stretegies and timing, operational strategies, technical processes, cost estimating and budgeting strategies, and tools for managing project scopes, schedules and budgets. Identify critical early decisions and develop decision-making strategies to effectively guide the program. Evaluate and prioritize overall program implementation phases, schedules and budgets in order to achieve program goals.
Implementation Strategy. 6.2.1 The proposed PMW and UGW may be undertaken by WSD Term Contractors or contractors to be engaged by tendering. The Consultants shall discuss with the Director’s Representative and prepare an implementation strategy for carrying out the proposed PMW and UGW to meet the Assignment programme, workload of the WSD Term Contractors or contractors to be engaged by tendering and availability of funds under the block allocation. The implementation strategy shall include packaging of works and contracts arrangement for the proposed works.
Implementation Strategy. The A/E team will prepare a high-level implementation strategy that addresses the phasing and sequencing of capital projects, and site improvements for the campus.
Implementation Strategy. 1.3.1 The implementation strategy may use activities such as the following:
Implementation Strategy. Consultant will work with the City to develop an implementation strategy for approval of the water rates study final recommendations. The implementation strategy will include a timeline and proposed activities to receive input and approval from City staff, the Finance Committee, community members, and City Council. All materials used for workshops with the public will be provided to staff ahead of time.
Implementation Strategy. The project will be implemented through a mix of technical, operational assistance, and financial support. The range of implementation strategies will depend on the nature of the pillars being addressed. In this regard, UNDP acts as a Coordinating Agent (CA) managing the Basket Fund and UN agencies implement the project as Participating UN Organisations (PUNOs). The CA and the PUNOs uses their programme and operation policies and procedures in implementing, monitoring, evaluation and reporting. The Project will be implemented using existing human resources with activities mainstreamed. In some cases, activities can be integrated into interventions taking place or that have been modified/adjusted as a result of the pandemic. UN Agencies, funds and programmes are in the process of going through a re-programming exercise and identifying where its funds and programmes can be brought to bear to support the COVID-19 Response across the country. The Basket Fund will further leverage the UN’s presence in affected regions, partnerships with Government, Private Sector, Civil Society and at the community level including with civic and traditional leaders, women’s organisations and networks of community volunteers. For example, Nigeria has a sophisticated polio eradication campaign which the UN has been working for 10 years with the Government which has now been reimbursed for COVID-19 to identify potential contacts and do follow up. They can also work on sensitisation, risk communication, coordination and other work connected to the response. The role of religious and traditional leaders will be crucial to support the design of culturally sensitive and context-specific risk communication strategies, to relay messages and support other community groups including women and youth networks to do social mobilization. The 10 pillars that have been constituted around the National COVID-19 Response Plan are in the process of developing work-plans and prioritisation of activities and will inform prioritisation of this fund.
Implementation Strategy. Yidgiri's team will work at input supply system level to reduce costs, improve quality, increase access to, and raise awareness among producers on the effective and efficient use of inputs and agricultural services at farm level. Yidgiri will focus its efforts on the key bottlenecks such as dual use of cowpea seeds for animal and human food, the marketing of small ruminants, the production of day-old chicks and poultry feed with the aim of improving the overall market system. On the basis of a memorandum of understanding (MOU) accompanied by annual action plans, Xxxxxxx will collaborate with INERA, IRSAT and the PAIRED projects (Partnership for Agricultural Research, Education and Development) funded by USAID and EnGRAIS (Enhancing Growth through Regional Agricultural Input Systems) to promote improved technologies for the development of sustainable and nutrition-sensitive agriculture. Potential areas of collaboration will be: ● Support the development of public-private partnerships to increase the supply of basic seeds and reduce certified seeds production challenge; ● Support the advocacy efforts of the private sector and the donors for the implementation of the national action plans for the development of seed sector and for fertilizers quality control; ● Improve access to information on available varieties and their nutritional potential as well as awareness on the use of improved seed varieties (not limited to cowpeas) through nutrition-sensitive extension services provided by the public sector, unions and the main private actors, in particular ASEAN-B, UNPSB and NAFASO. ● Promote improved labor-saving technologies, integrated soil fertility management (ISFM) and available post-harvest management techniques such as the use of PICS bags. Sub IR 2.1: Strengthened the enabling environment for seed and fertilizer Increase in agricultural productivity and production for better performance of Burkina Faso’s agriculture requires greater use of fertilizers and improved seeds varieties. The use of improved seeds varieties contributes 30 to 40% to the increase in yields and to the resilience of rural populations by adapting activities to the effects of climate change. The diagnosis of the seeds and fertilizers sub-sectors carried out in 2018 highlighted the main shortcomings/constraints to the development of these two sub-sectors and made Recommendations. With regards to the shortcomings identified, Xxxxxxx proposes to support the Ministry of Agriculture to im...
Implementation Strategy. The project supported vulnerable households using two main strategies:
