Monitoring Progress. In-Q-Tel and the CIA shall have access to Developer's premises and personnel, at reasonable times and with reasonable notice, as set forth in the Statement of Work attached hereto as Exhibit 1, for the purpose of monitoring the progress of work under the Agreement. Developer shall cooperate with In-Q-Tel and the CIA, as set forth in the Statement of Work attached hereto as Exhibit 1, to ensure that In-Q-Tel and the CIA are fully apprised of the status of work and the progress made and problems encountered by Developer.
Monitoring Progress. CM shall monitor the Work of the Subcontractors and other work of Owner’s Third Party Contractors in conjunction with the Progress Schedule to ultimately achieve completion of the Work, as designed, at a cost not to exceed the applicable Contract Amount and GMP and within the applicable Contract Time Requirements. CM shall update the Labor Analysis, as needed.
Monitoring Progress. Two types of monitoring are being considered: (1) programmatic and (2) environmental. Programmatic monitoring will focus on completion of planned activities for actions in the research strategy and biannual workplan. Environmental monitoring provides several types of information (1) to improve of knowledge of baseline conditions for occurrence, concentrations, sources and effects for the highest priority pollutants and (2) supports the policy and prevention outcome to help assess effects of management practices. Initial ideas for monitoring to improve information of environmental conditions for 5 major issues include: • Human consumption: Update the status of fish health consumption advisories and impairments in the Bay watershed due to PCBs and mercury. • Fish and wildlife health: Develop indicators for fish and wildlife health to better characterize their extent in the watershed. Possibilities include indictors of (1) intersex conditions in fish, and/or (2) presence of tumors in fish.
Monitoring Progress. 19.1 The Parties will meet at the times set out in the Agreement Details (or otherwise as agreed in writing between the Parties) to discuss any issues in relation to the provision of the Services or Deliverables (Progress Meetings). The Contractor must ensure that the Contractor Liaison and the ANU must ensure the ANU Liaison is reasonably available to attend such Progress Meetings and answer any queries relating to the provision of the Services or Deliverables raised by either Party.
Monitoring Progress. The Engineering Manager must monitor the Employee’s progress in accordance with this provision and ensure that the appropriate records are maintained in relation to the Employee’s progress.
Monitoring Progress. The Research Outcome does not have a numerical target so assessing progress is more qualitative. The overarching topic is to “Continually increase our understanding of the impacts and mitigation options for toxic contaminants”. There are two supporting items in the outcome to provide a qualitative assessment of progress: • Further characterize the occurrence, concentrations, sources and effects of mercury, PCBs and other contaminants of emerging and widespread concern. • Identify which best management practices might provide multiple benefits of reducing nutrient and sediment pollution as well as toxic contaminants in waterways. Monitoring our progress for these items is based on completion of planned actions and meeting their associated performance targets that are listed in the Logic and Action Plan.
Monitoring Progress. The Grant Recipient must agree in advance with Homes England any significant changes to the Bid or to any of the outputs, activities, targets and/or indicative dates as set out in the Bid. If required by Homes England, the Grant Recipient shall provide such evidence as may be reasonably required to enable Homes England to satisfy itself with the progress being made towards achieving the usage of the Grant and/or the Grant Recipient's compliance with the terms and conditions of this Agreement.
Monitoring Progress. The schedules required in the Technical Specification, when approved, shall be the basis for monitoring and controlling progress under the contract and shall remain effective without change throughout the remainder of the project. If, in the opinion of the Contracting Officer, the Contract falls behind the approved schedule, the Contractor shall take such steps as may be necessary to improve his progress and the Contracting Officer may require him to increase the number of shifts, overtime operations, days of work, or the amount of facilities dedicated to the project, and to submit for approval such supplementary schedule or schedules as may be deemed necessary to demonstrate the manner in which the agreed rate of progress will be regained, all without additional cost to the Authority.
Monitoring Progress. Lessons Learned We continue to make great strides toward enhancing the connections between engagement of local elected officials and restoration activities in the Chesapeake Bay watershed. After going through the first two- year Strategy Review System (SRS) adaptive management process, it has become increasingly apparent that progress in the Local Leadership outcome is closely tied to the accomplishment of almost all the 2014 Chesapeake Bay Watershed Agreement outcomes. For example, outcomes such as Tree Canopy and Climate Resiliency have identified communication with local elected officials as a key factor to address in achieving their own outcome. Continued and increased collaboration between the Local Leadership outcome leads and other outcome leads will be paramount going forward. Some of the key lessons learned through the efforts of the Local Leadership Workgroup, grant- funded projects, and others include: • A 2017 report titled “Strategic Outreach Education Program for Local Elected Officials in the Chesapeake Bay Watershed” highlighted the need for content that is tailored to resonate with local and regional priorities; the recommended options for delivery of such content; and information on how to fund activities and measure progress. The content of this report has guided the content of updated Management Strategies and 2-Year Workplans (in year 2019 and beyond). • Methods to establish a baseline measurement of should be further evaluated to ensure that survey design resonates with the target audience and can be delivered in timely, relevant setting by trusted sources. Additionally, further evaluation of recommendations for maintenance and re-measurement of a quantitative indicator based on the initial baseline measurement is warranted. During the update of the workplan and implementation of key actions, a baseline and success criteria will be established, and metrics developed to determine progress. Making this information available to a diversity of constituents, especially those at the community level, will prepare groups and individuals to understand where there is a need to encourage policy change. (The following tools and resources have been identified to assist in progress monitoring.) ◼ Utilize surveying instruments such as before and after training surveys. ◼ Explore innovative approaches in gaining baseline data (e.g. trivia contests, games, creative phone apps). ◼ Consider basic tracking of local elected officials using number of conta...
Monitoring Progress. Three types of progress monitoring will be pursued: Progress on completion of planned activities for actions not directly under the direction of the Partnership and progress for activities for which the TCW is directly committing to oversight and dedication of resources of the Partnership Assessment of whether planned actions are having the result expected Environmental monitoring to track response of the system as the strategy is implemented (to the extent possible given the high cost of PCB monitoring and the lag time that will influence how quickly an environmental response is detectable)
