Operational Plans Clause Samples
The Operational Plans clause defines the requirements and procedures for creating, updating, and implementing detailed plans that govern the day-to-day activities and processes under an agreement. Typically, this clause outlines who is responsible for drafting the operational plan, the approval process, and how changes to the plan are managed. For example, it may require both parties to agree on a schedule of deliverables or set protocols for communication and reporting. Its core practical function is to ensure that both parties have a clear, mutually agreed-upon roadmap for operations, reducing misunderstandings and providing a structured approach to managing ongoing obligations.
Operational Plans. Operating Plans will be developed and/or reviewed annually at the Geographic, State, or sub‐geographic area level and will tier to this Agreement. The annual operating plan (AOP) addresses specific situations for cooperating agencies and is to be reviewed at a minimum, annually (see Exhibit B, CFMA Annual Operating Plan Template). The following operating plans are listed in descending order of precedence:
A. Statewide Operating Plans Statewide Operating Plans will address issues affecting statewide cooperation. The Statewide Operating Plans will be approved by the signatory State and Federal CWCG members. The Statewide Interagency Mobilization Guide and the Operating Plan for Cooperative Incident Billing Procedures are considered Statewide Operating Plans.
B. California’s Geographic Area Operating Plans (if applicable) Northern and Southern California Geographic Area Operating Plans will address issues affecting Geographic Area‐wide cooperation. The Geographic Area Operating Plan will be approved by the signatory State and Federal CWCG member agencies. The California Interagency Mobilization Guide will be identified and considered as part of the Geographic Area Operating Plan.
C. Local/Sub Geographic Annual Operating Plans Unit Administrators are responsible for determining reciprocal assistance and acquisition of wildland fire protection services. Local/Sub Geographic Annual Operating Plans (AOPs) will be developed to document these decisions and outline the details of this Agreement for the local and/or sub geographic areas. Following the template provided as Exhibit B, such plans will describe the personnel, equipment, and administrative support necessary to provide acceptable levels of wildland fire response capabilities to meet agency objectives. Plans should be reviewed and agreement reached concerning such items as placement of crews, engines, air tankers, helicopters, fixed and aerial detection, regulated use, closures, and other joint wildland fire responses. Local/Sub Geographic Annual Operating Plans (AOPs) will be reviewed, updated, and signed annually, and will be posted by May 15 to a centralized location.
D. Supplemental Project Plans Supplemental project plans are developed for specific non‐suppression, wildland fire‐related projects. Documentation will include the objectives, specific authorizing law, role of each agency, and each agency’s share of cost. See Exhibit D, Supplemental Project Plan.
Operational Plans. The Licensee shall determine the amount and pay to the proper authority, when applicable, all fees, charges or royalties properly due to Composers, Authors and Publishers Association of Canada Limited and/or to Performing Rights Organizations of Canada Limited in accordance with the Copyright Act, Chapter C-30, R.S.C. 1970 as amended, such fees, charges or royalties are the sole responsibility of the Licensee.
Operational Plans. 1. The Board may from time to time request the preparation of specific operational plans for particular management issues.
Operational Plans. The Assets include or Federal otherwise has available an adequate inventory of spare parts to support its current installed base of products.
Operational Plans. The AGENCY must develop an operational plan that adequately addresses staffing issues that may arise and impact on the AGENCY’S ability to maintain at minimum a 95% on-time completion rate for all assessments. • Operational Plans must be submitted via USPS certified mail, return receipt requested to AWP. This Agreement will not be fully executed until the operational plan is approved by AWP.
Operational Plans. 1. The Recipient shall, not later than March 31 each year, commencing March 31, 2012, furnish to the Association the specific activities of the OPs and the share of the ADP to be financed under the Project, for the following fiscal year, both satisfactory to the Association, which shall: be prepared in consultation with, and based on, data collected from the various stakeholders of the Project at various levels; include fully costed, proposed Project activities under each Part of the Project, necessary updates to the Procurement Plan, if any, and the related performance indicators; describe, in light of the nature of the activities proposed to be financed, the application scope of the EMP, Tribal/Ethnic Health, Nutrition and Population Plan, and any applicable RAP, ARP or IPP prepared in accordance with the SMF; set forth activities proposed for financing out of the proceeds of the Credit as a result of the Recipient’s satisfactory compliance with the required DAAR Indicators; include a description of how the proposed activities shall be carried out; and specify the budget resources and counterpart funding to be allocated by the Recipient for purposes of the Project.
2. The Recipient shall, each fiscal year until completion of the Project, make such budgetary allocations as shall be necessary for MOHFW to provide necessary funding for the effective implementation of the Project. The Recipient shall, in conjunction with the Association and the Co-financiers, review the implementation of the Project and the Program, not later than the end of each second quarter of each fiscal year of the Recipient until completion of the Project, in order to assess the progress achieved therein. The review shall, inter alia: evaluate the effectiveness of implementation mechanisms and the organizational structures; assess Project contributions to the improvement of health outcomes; assess implementation performance against agreed upon indicators in the Program framework, and adjust indicators as needed; and assess the effectiveness of Project implementation arrangements. The Recipient shall, promptly after the review referred to in paragraph 3 of this Schedule, furnish to the Association any revised OPs.
(a) The Recipient shall not later than December 31, 2014 (Mid-term Review), or such later date as the Association shall agree, review, the report referred to in sub-paragraph (b) below, and, thereafter, take all measures required to ensure the efficient completion of the Proj...
Operational Plans. 1 In addition to and not inconsistent with the Plan, the Board may from time to time request the Director-General to prepare specific operational plans for particular management issues. 2 The Plan must authorise the adoption and implementation of such additional specific operational plans. This means that as long as the Plan of Management says so, the Board can develop specific detailed plans for specific issues (like weed control) when it needs to do so.
Operational Plans. Each ▇▇▇▇▇▇- ating sponsor shall submit a descrip- tion of the programs it is sponsoring or proposes to sponsor to USAID or the Diplomatic Post for its approval. AID/ W will prescribe the format and timing for submittals and provide final ap- proval of the Operational Plan. This Operational Plan will include program purposes and goals; criteria for meas- uring program effectiveness; a descrip- tion of the activities for which com- modities, monetized proceeds, or pro- gram income will be provided or used; and other specific provisions in addi- tion to those set forth in this Regula- tion. Further, this description will in- clude information from which it may be determined that the distribution of commodities in the recipient country will not result in a substantial dis- incentive to domestic production and that adequate storage facilities will be available in the recipient country at the time of arrival of the commodity to prevent spoilage or waste of the com- modity. For preparation of the Oper- ational Plan, see appendix I to this reg- ulation. If a cooperating sponsor sub- mits a multi-year Operational Plan that is approved by A.I.D., the Oper- ational Plan provided with an AER each subsequent year should cover only those components or features which re- quire updating or the cooperating spon- sor proposes to change. A.I.D. will issue guidance each year regarding Operational Plans that must be sub- mitted by cooperating sponsors. Within the limits of the total amount of com- modities, monetized proceeds and pro- gram income approved by A.I.D. in the Operational Plan, the cooperating sponsor may increase or decrease by not to exceed 10 percent the amount of commodities, monetized proceeds or program income allocated to approved program categories or components of the Operational Plan. Such adjust- ments must be identified specifically in the annual report submitted by a co- operating sponsor under § 211.10(b) of the Regulation. A cooperating sponsor may not otherwise deviate from the Operational Plan without the prior written approval of A.I.D.
Operational Plans. The Contractor must actively cooperate with, and participate in, the facilities many programs to assure quality care for Elders. Examples include, but are not limited to, individual Elder care plans, quality assurance, infection control, safety and safety programs, and other related management programs.
Operational Plans. VIDA shall develop a detailed plan for maximizing adoptions and minimizing euthanasia. This plan should include, but not be limited to: • Screening for owner/animal compatibility • Entering into adoption promotional agreements with other adoption agencies and community groups • Establishing an adoption registry database of shelter population, adoptions and follow-up calls. • Establishing plans for emergency veterinary services and transport of injured animals from the shelter to the veterinary office. • Communication with City staff regarding access to impounded animals after normal hours of operation (evenings, weekends and holidays). • Providing a contact person and phone number for after-hours emergency contact. • Establishing criteria and procedures for the euthanizing of animals.