{"component": "clause", "props": {"groups": [{"snippet_links": [{"key": "services-division", "type": "clause", "offset": [96, 113]}], "samples": [{"hash": "doRuLVZgitv", "uri": "/contracts/doRuLVZgitv#project-management-structure", "label": "Acquisition Agreement (Maximum Dynamics Inc)", "score": 18.0, "published": true}, {"hash": "1UtGg0dtTjm", "uri": "/contracts/1UtGg0dtTjm#project-management-structure", "label": "Strategic Partnership Agreement (Maximum Dynamics Inc)", "score": 16.0, "published": true}], "snippet": "Partners agree that each Maximum project will be secured either by Maximum's Project Management Services Division or one of Maximum's subsidiaries (hereafter referred to as \"Maximum\").", "size": 2, "hash": "a68f9f66aab7c41fc5c4e998b8d9f8d7", "id": 1}, {"snippet_links": [{"key": "role-of-the", "type": "clause", "offset": [4, 15]}, {"key": "overall-coordination", "type": "clause", "offset": [49, 69]}, {"key": "monitoring-and-evaluation", "type": "definition", "offset": 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"snippet": "The role of the Ministry of Counter Narcotics is overall coordination, monitoring and evaluation of ongoing counter narcotics projects as well as identification and development of counter narcotics proposed projects. The MCN is also responsible for the development of NDCS, implementation plans, policies and guidelines and to put these forward to the Cabinet Sub Committee on Counter Narcotics for endorsement. The Ministry of Finance is the executing entity of the Trust Fund and has a central role in facilitating the approval and inclusion of CNTF funded projects in the Budget; both through the annual budget process and during the Mid-Year review. An external Monitoring Agent (MA) within the Special Disbursements Unit is focusing on the procedures for procurement and disbursement contracts before these are signed as well as monitoring, reporting and accounting of finances through the Trust Fund. The Line Ministries are the partners of the Trust Fund and is working closely with MCN to identify, develop and propose counter narcotics related projects within their mandated for funding. The LM\u2019s are responsible for the implementation of the individual projects funded through the Trust Fund. This may include sub contracting project implementation to other partners. The UNDP Country Office for Afghanistan administers the fund in accordance with UNDP Financial Regulations and Rules. UNDP\u2019s role as administrator is the coordination and management of funds e.g. follow up on released allocations; and taking action on reports from the Ministry of Counter Narcotics and the Ministry of Finance. Moreover, UNDP supports the Afghan Government in resource mobilization for the Trust Fund and ensure that the necessary staff is available at its Country Office to manage the CNTF. UNDP Country Office is also responsible for the coordination of the overall UNDP support to the Trust Fund, the channeling and follow-up of requests, and liaison with relevant partner institutions and stakeholders. The Country Office is responsible for the monitoring of expenditures, review of quarterly work plans and reports, and follow-up of recommendations of monitoring missions. The overall roles of the Cabinet Sub Committee on Counter Narcotics under the chairmanship of the Minister of MCN and with members from the line ministries is to act as the Afghan Government body responsible for the development of the Counter Narcotics Strategy and Implementation Plans; to act as the Afghan Government\u2019s decision-making authority on counter narcotics policy for decisions that do not need the formal approval of the Cabinet; and to monitor and evaluate progress on the implementation of the Afghan Government\u2019s counter narcotics policies. Moreover, the role of the Cabinet Sub Committee on Counter Narcotics regarding the Trust Fund is to approve on behalf of the Afghan Government the priorities for expenditure from the Fund and set guidelines and policies for the allocation of CNTF funds. The Cabinet Sub-Committee reviews and approves overall allocation of CNTF resources, but individual project proposals are approved by the CNTF Management Board. As per Terms of Reference \u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587, the", "size": 1, "hash": "348e1b8d10d9b7fe7d2881b6262fc7da", "id": 2}, {"snippet_links": [{"key": "the-steering-committee", "type": "definition", "offset": [4, 26]}, {"key": "the-parties-shall", "type": "clause", "offset": [27, 44]}, {"key": "committee-shall", "type": "definition", "offset": [128, 143]}, {"key": "designated-representative", "type": "definition", "offset": [281, 306]}, {"key": "project-strategy", "type": "clause", "offset": [396, 412]}, {"key": "progress-of-the-project", "type": "clause", "offset": [429, 452]}, {"key": "milestones-and-deliverables", "type": "clause", "offset": [469, 496]}, {"key": "set-out", "type": "definition", "offset": [497, 504]}, {"key": "project-programme", "type": "clause", "offset": [512, 529]}, {"key": "the-commission", "type": "clause", "offset": [559, 573]}, {"key": "to-amend", "type": "definition", "offset": [574, 582]}, {"key": "ec-contract", "type": "definition", "offset": [587, 598]}, {"key": "defaulting-party", "type": "definition", "offset": [667, 683]}, {"key": "service-of-notices", "type": "clause", "offset": [693, 711]}, {"key": "remedy-of-breach", "type": "clause", "offset": [722, 738]}, {"key": "terminating-this-agreement", "type": "clause", "offset": [743, 769]}, {"key": "in-accordance-with", "type": "definition", "offset": [816, 834]}, {"key": "the-procedures", "type": "definition", "offset": [835, 849]}, {"key": "article-9", "type": "definition", "offset": [861, 870]}, {"key": "the-agreement", "type": "clause", "offset": [874, 887]}], "samples": [{"hash": "g0mGyh87wV8", "uri": "/contracts/g0mGyh87wV8#project-management-structure", "label": "Consortium Agreement", "score": 24.4004106776, "published": true}], "snippet": "5.1 The Steering Committee The Parties shall set up a Steering Committee composed of one representative from each of them. Said Committee shall be chaired by the Coordinator. Each representative shall have one vote.\n5.2 The Steering Committee shall be chaired by the Coordinator\u00b4s designated representative.\n5.3 The Steering Committee shall be in charge of the following: Revising the scientific Project strategy. Monitoring the progress of the Project in terms of the milestones and deliverables set out in the Project programme. Making proposals requesting the Commission to amend the EC Contract, including Annex I. Making proposals to the Parties (other than the Defaulting Party) for the service of notices requiring remedy of breach and terminating this Agreement with a Defaulting Party, all of which must be in accordance with the procedures set out in Article 9 of the Agreement.", "size": 1, "hash": "c4f24e4945f4ef3bdf33468a33f69948", "id": 3}, {"snippet_links": [{"key": "technical-director", "type": "definition", "offset": [4, 22]}, {"key": "technical-aspects", "type": "clause", "offset": [40, 57]}, {"key": "software-development", "type": "clause", "offset": [87, 107]}, {"key": "infrastructure-development", "type": "clause", "offset": [126, 152]}, {"key": "where-relevant", "type": "clause", "offset": [166, 180]}, {"key": "to-ensure", "type": "clause", "offset": [193, 202]}, {"key": "project-managers", "type": "definition", "offset": [212, 228]}, {"key": "provide-the", "type": "clause", "offset": [229, 240]}, {"key": "level-of-support", "type": "definition", "offset": [248, 264]}, {"key": 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"offset": [1665, 1674]}, {"key": "strategic-decisions", "type": "clause", "offset": [1686, 1705]}, {"key": "related-to", "type": "clause", "offset": [1706, 1716]}, {"key": "activity-area", "type": "definition", "offset": [1725, 1738]}, {"key": "work-performed", "type": "definition", "offset": [1907, 1921]}, {"key": "and-training", "type": "clause", "offset": [1968, 1980]}, {"key": "responsible-for", "type": "clause", "offset": [2080, 2095]}, {"key": "requirements-of-the", "type": "clause", "offset": [2110, 2129]}, {"key": "of-standards", "type": "clause", "offset": [2268, 2280]}, {"key": "parts-of-the", "type": "clause", "offset": [2300, 2312]}, {"key": "communication-protocols", "type": "clause", "offset": [2342, 2365]}, {"key": "procedures-by", "type": "clause", "offset": [2531, 2544]}, {"key": "quality-indicators", "type": "clause", "offset": [2568, 2586]}, {"key": "an-appropriate", "type": "clause", "offset": [2600, 2614]}, {"key": "management-of", "type": "clause", "offset": [2615, 2628]}, {"key": "development-manager", "type": "definition", "offset": [2729, 2748]}, {"key": "target-communities", "type": "definition", "offset": [2797, 2815]}, {"key": "resources-for", "type": "clause", "offset": [2926, 2939]}, {"key": "providing-the", "type": "clause", "offset": [2940, 2953]}, {"key": "the-target", "type": "clause", "offset": [2962, 2972]}, {"key": "design-and-implementation", "type": "clause", "offset": [3002, 3027]}, {"key": "the-case", "type": "definition", "offset": [3031, 3039]}, {"key": "operation-of-the", "type": "clause", "offset": [3538, 3554]}, {"key": "the-planning", "type": "clause", "offset": [3584, 3596]}, {"key": "the-definition", "type": "definition", "offset": [3641, 3655]}, {"key": "the-procedures", "type": "definition", "offset": [3675, 3689]}, {"key": "issues-resolution", "type": "clause", "offset": [3804, 3821]}, {"key": "report-to", "type": "definition", "offset": [3826, 3835]}, {"key": "functional-responsibilities", "type": "clause", "offset": [4308, 4335]}, {"key": "project-work-plan", "type": "definition", "offset": [4372, 4389]}, {"key": "to-assist", "type": "clause", "offset": [4391, 4400]}, {"key": "other-initiatives", "type": "clause", "offset": [4647, 4664]}, {"key": "external-advisory-board", "type": "clause", "offset": [4713, 4736]}, {"key": "will-provide", "type": "clause", "offset": [4737, 4749]}, {"key": "development-and-implementation", "type": "clause", "offset": [4840, 4870]}], "samples": [{"hash": "6XCeY3iBw73", "uri": "/contracts/6XCeY3iBw73#project-management-structure", "label": "Quality Plan", "score": 31.8492034212, "published": true}], "snippet": "The Technical Director (TD) coordinates technical aspects across all activities (i.e., software development, VRE development, infrastructure development and outreach where relevant), surveying to ensure that the project managers provide the proper level of support to all work packages. The engagement of the Technical Director in multiple heterogeneous technical activities makes him the best person to provide detailed resource allocation and scheduling, while monitoring the time schedule and the timing of related activities. Therefore, the Technical Director becomes a close advisor to the Project Director who employs a high-level approach to the supervision of the project across activities. In particular the TD coordinates on a day-to-day basis the progress of the technical work under the Technical Board following up decisions made by Consortium Bodies insofar as they affect the Activity Areas; communicates any plans, deliverables, documents and information connected with the Technical Board between its members and, if relevant, to the Project Management Board; submits the implementation plan of the Activity Areas to the Project Management Board for review and proposing an update of the Consortium Plan; advises the Coordinator of any discrepancy with the Consortium Plan, including any delay in delivery. The role of Technical Director is assigned to \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 of CNR. The Outreach, gCube Software, VRE development, and Infrastructure Managers have the following general responsibilities: \u2022 To be informed on the status of the work packages within his/her area; \u2022 To support the TD in coordinating relationships across development areas; \u2022 To advise the PMB on strategic decisions related to his/her activity area; \u2022 To contribute to the tasks of the Technical Board. Specifically, the Outreach Manager devises D4Science-II outreach strategy, while coordinating and supervising the work performed in the fields of Communication, Dissemination and Training. The role of Outreach Manager is assigned to \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 of FAO. The gCube Software Manager is responsible for gathering the requirements of the D4Science-II knowledge ecosystem, and the subsequent implementation of interoperable solutions. He must investigate and promote the usage of standards supporting several parts of the gCube system, from low-level communication protocols and encoding schemes, to data models to classification systems. Furthermore, the gCube Software Manager will contribute to the implementation of the project quality procedures by monitoring the related quality indicators and ensuring an appropriate management of related risks. The role of gCube Software Manager is assigned to \u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 of NKUA. The VRE Development Manager coordinates the involvement of the D4Science-II target communities in an iterative process for VRE configuration, testing and providing feedback; supporting and maintaining the resources for providing the VREs of the target scenarios; and providing the design and implementation of the case-specific needs for each scenario. The VRE Development Manager is the facilitator between the various communities, the developing technology and the infrastructure. Furthermore, the VRE Development Manager contributes to the implementation of the project quality procedures by monitoring the related quality indicators and guaranteeing an appropriate management of related risks. The role of VRE Development Manager is assigned to \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587 of CNR. The Infrastructure Manager coordinates the operation of the infrastructure by overseeing the planning of the deployment of the infrastructure and the definition and enhancement of the procedures needed to ensure its proper functioning. The Infrastructure Manager coordinates cross work packages relations and issues resolution and report to the PMB on the status of these activities. Furthermore, the Infrastructure Manager contributes to the implementation of the project quality procedures monitoring the related quality indicators and ensuring an appropriate management of related risks. The role of Infrastructure Manager is assigned to \u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587 of CERN. Project managers are equipped with the necessary quantitative and analytical skills, tools, knowledge and decision-making capabilities to fulfil the functional responsibilities required for the achievement of the project work plan. To assist them in accomplishing this goal, separate boards for strategy and operations are established. The Project Management Board formulates and leads the implementation of the overarching D4Science-II strategy, including the creation of synergies with other initiatives and long-term sustainability issues on which an External Advisory Board will provide guidance. The Technical Board leads the diverse technological activities encompassing the development and implementation of the D4Science e-Infrastructure, and consequently, the D4Science-II ecosystem.", "size": 1, "hash": "f0486754474589670df399515825c4d3", "id": 4}, {"snippet_links": [{"key": "of-management", "type": "clause", "offset": [42, 55]}, {"key": "the-board", "type": "clause", "offset": [60, 69]}, {"key": "strategic-direction-of-the", "type": "clause", "offset": [74, 100]}, {"key": "the-consortium", "type": "clause", "offset": [159, 173]}, {"key": "contractual-issues", "type": "clause", "offset": [248, 266]}, {"key": "the-budget", "type": "definition", "offset": [278, 288]}, {"key": "reallocation-of", "type": "clause", "offset": [320, 335]}, {"key": "majority-vote", "type": "definition", "offset": [369, 382]}, {"key": "member-of-the-general-assembly", "type": "definition", "offset": [389, 419]}, {"key": "if-required", "type": "definition", "offset": [531, 542]}, {"key": "the-day", 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"offset": [4365, 4382]}, {"key": "for-the-purpose-of", "type": "definition", "offset": [4383, 4401]}, {"key": "advice-and-support", "type": "clause", "offset": [4411, 4429]}, {"key": "wide-range", "type": "definition", "offset": [4435, 4445]}, {"key": "the-university", "type": "definition", "offset": [4573, 4587]}, {"key": "per-annum", "type": "definition", "offset": [4622, 4631]}, {"key": "annual-general-assembly", "type": "definition", "offset": [4722, 4745]}, {"key": "impact-of-the", "type": "clause", "offset": [4801, 4814]}, {"key": "project-activities", "type": "definition", "offset": [4815, 4833]}, {"key": "dissemination-and-exploitation", "type": "clause", "offset": [4881, 4911]}, {"key": "the-planned", "type": "clause", "offset": [4939, 4950]}, {"key": "industry-sectors", "type": "definition", "offset": [5025, 5041]}, {"key": "duration-of-the-project", "type": "definition", "offset": [5086, 5109]}, {"key": "associate-partners", "type": "clause", "offset": [5153, 5171]}], "samples": [{"hash": "cZpVTq7il4c", "uri": "/contracts/cZpVTq7il4c#project-management-structure", "label": "Grant Agreement", "score": 29.946732953, "published": true}], "snippet": "The General Assembly is the highest level of management and the board for strategic direction of the project. It consists of one representative per Partner in the consortium. The General Assembly is the only body within the project that decides on contractual issues, including the budget, timescales, deliverables, and reallocation of effort. Decisions are taken by a majority vote, each member of the General Assembly having one vote. The General Assembly will meet face-to-face every year, and more frequently by teleconference if required. The day-to-day management of CompBioMed is delegated by the General Assembly to the Executive Board. The Executive Board ensures efficient daily management of CompBioMed, timely delivery of the project\u2019s deliverables and realization of its overall research objectives and milestones. It also ensures the operation of the communication lines inside and outside the Project\u2019s remit. The Executive Board consists of the Project Manager, the Technical Manager, and the Application Manager. UCL will appoint the Project Manager who will handle all consortium day-to-day management issues. The Executive Board is responsible for quality assurance of all deliverables of the project, and will implement all required procedures. The Project Coordinator (\u2587\u2587\u2587\u2587. \u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587, UCL, the Coordinating Partner) will ensure that the project plan is executed in fulfillment of the contract with the European Commission. The Project Coordinator will coordinate research and innovation activities, monitor progress, coordinate reporting to the European Commission, and act as a link between the CompBioMed project, the Innovation Advisory Board and other related projects, initiatives and commercial bodies. All decisions that are made by the Executive Board will be executed by the Project Coordinator, who can in turn delegate this to the appropriate manager or Work Package Leader. The Project Manager (appointed by UCL) will interface with the European Commission and assist the Project Coordinator in all administrative, legal and financial matters to ensure that the project program, milestones, and timescales are carried out efficiently. The Project Manager will control the quality assurance procedures, identify bottlenecks and control the risks in implementation. The Project Manager, in collaboration with the Executive Board, will ensure that all Intellectual Property Rights used or generated by the project are managed in accordance with the Consortium Agreement during the contract preparation phase as well as the legal requirements of the partners. The Project Manager is responsible for all contractual financial reporting. The Technical Manager will oversee and coordinate the technical work packages and represents them in the Executive Board. The Technical Manager will organise a teleconference every two weeks to manage and coordinate in detail the activities in these three work packages, and to ensure the necessary level of inter work package communication. The Application Manager will oversee and coordinate the application work packages and represents them in the Executive Board. The Application Manager will organize a teleconference every two weeks to manage and coordinate in detail the research and innovation activities in these two work packages, and to ensure the necessary inter work package communication. The Technical Manager is \u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587, while the Applications Manager is \u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587. These appointments are subject to official ratification by the General Assembly once the project commences but they are now contributing to project preparations. The Work Package Leaders are formally appointed by the General Assembly. By default, the principal investigator of the project partner that leads the work package will be the Work Package Leader, unless (s)he decides otherwise. The Work Package Leader is responsible for all aspects of his/her work package: technical development, timeliness, and interfacing with other Work Packages, the day-to-day coordination of the tasks within their work package, and timely completion of the work package deliverables. Regular teleconferences between all Work Package Leaders will be chaired by the Project Coordinator, supported by the Project Manager. The Innovation Advisory Board is a group of individuals, representing a selection of our industry partners for the purpose of offering advice and support on a wide range of issues relevant to the innovation and incubation activities in the project. This Board will be chaired by \u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587 from the University of Edinburgh, and will meet twice per annum. One meeting will take place as a teleconference, while the second will coincide with the annual General Assembly meeting. The Innovation Advisory Board will assess the impact of the project activities, and give advice on innovation, collaboration, dissemination and exploitation. This board will advise on the planned incubation activities, offering valuable perspectives from the variety of industry sectors involved. Members will be appointed for the duration of the project, while membership will be open for further Associate Partners as the project evolves.", "size": 1, "hash": "98551a2ac21d8e8afbe532265fcafa67", "id": 5}, {"snippet_links": [{"key": "general-explanation", "type": "clause", "offset": [10, 29]}, {"key": "project-leadership", "type": "clause", "offset": [56, 74]}, {"key": "reporting-responsibilities", "type": "clause", "offset": [79, 105]}, {"key": "the-team", "type": "definition", "offset": [121, 129]}, {"key": "project-management", "type": "definition", "offset": [140, 158]}, {"key": "use-of-subcontractors", "type": "clause", "offset": [182, 203]}, {"key": "the-primary", "type": "clause", "offset": [245, 256]}, {"key": "management-structure", "type": "definition", "offset": [257, 277]}, {"key": "internal-management", "type": "clause", "offset": [291, 310]}], "samples": [{"hash": "BC1uBevLES", "uri": "/contracts/BC1uBevLES#project-management-structure", "label": "Interlocal Agreement", "score": 33.0981243596, "published": true}], "snippet": "Provide a general explanation and chart which specifies project leadership and reporting responsibilities; and interface the team with City project management and team personnel. 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"offset": [7327, 7345]}, {"key": "the-investment", "type": "definition", "offset": [7565, 7579]}, {"key": "the-evidence", "type": "clause", "offset": [7618, 7630]}, {"key": "the-market", "type": "definition", "offset": [7735, 7745]}], "samples": [{"hash": "15tBExmFesh", "uri": "/contracts/15tBExmFesh#project-management-structure", "label": "Building Resilience to Cope With Climate Change in Jordan Through Improving Water Use Efficiency in the Agriculture Sector (Brccj)", "score": 29.1438234188, "published": true}], "snippet": "FAO will establish a Project Management Unit (PMU) nested in the Ministry of Environment which will provide regular reports and performance updates to the MoE. The PMU will be responsible for overall planning and coordination, developing annual work plans and budgets, day- to-day project management, provide technical backstopping, financial management and undertake procurement functions, project reporting and documentation. The PMU will be led by a Chief Technical Adviser (CTA) who will have overall responsibility for management and supervision of PMU staff and consultants on technical, administrative and operational aspects including procurement and financial management, Monitoring and Evaluation. Technical specialists such as a Water Engineer Specialist, an Agronomist and Climate Adaptation Specialist, Social Inclusion and Gender Specialist, Environment and Social Safeguards Specialist will support project the execution of the various component activities. The CTA will be supported by focal points/liaison officers from the MoE, MWI and MoA who will ensure that Government agencies provide the key staff and support required. The project will competitively select private sector firms for construction, civil society organizations for community mobilization and behaviour change and service providers for organizing events, capacity building and citizen engagement and communication campaigns. The selection of the firms will follow standard UN procurement processes in order to ensure the most efficient, cost-effective methods for the purchase of all goods and services under the project. 89. The three co-financing Ministries and UNDP will execute the activities that they have identified as part of the contribution to the project. The responsibility of each of the EEs in project execution is described in the section below. Grievance redress mechanisms will ensure that all beneficiaries have a mechanism through a hotline or through e-mail for direct contact with NCCC, FAO or GCF. A quick review of the responsibilities assigned to different partners for each of the components and sub-components is given below; Figure 2: Project Organizational Structure 90. Component 1: Climate resilient water systems for enhanced water security has three outputs for which FAO and UNDP will assume very specific responsibility. A water infrastructure specialist based at the PMU in the MoE will take overall responsibility for planning and coordinating the activities in the component. FAO will implement the roof top water harvesting structures in municipal and public buildings and the expansion of the storage tanks in the waste water treatment plants. FAO will contract a private sector firm for the physical works on public buildings and the construction of the distribution networks for reclaimed water. A civil society organization will be hired competitively to develop the awareness raising campaign in schools among teachers and students. UNDP will undertake the execution of the roof-top water harvesting infrastructure at the household level and work closely with MWI to conduct the economic, technical and social feasibility assessment for the Landscape Resilience Plans51. UNDP and FAO will also contract with private sector contactors for the physical works and use a service provider to identify the households based on the selection and the financing criteria. UNDP will hire a civil society organization that will be responsible for the awareness raising campaign at the household level. UNDP will ensure that women are involved in providing their feedback on the design of the harvesting structures as the primary users of water. UNDP Jordan has in-house capacity with a team of engineers and procurement experts to design BOQ and process procurement of roof top harvesting activities at scale within a short time line. In the execution of the component, UNDP will use the opportunity to establish an internship programmes targeting youth to ensure knowledge sharing amongst local communities given that Jordan has one of the youngest population in the region with 63% of the population under 30 (DOS, 2019). UNDP will ensure strengthening the role the local NGOs/ CBOs with a focus on women association in the targeted governorates in executing some of the activities including outreach and awareness activities. Private sector suppliers of water saving gadgets and devices52 at the household and farm level will also be involved to ensure that they understand technical aspects and maintain adequate stocks of materials for scaling-up of the technology. Table 8 outlines the share of GCF financing that will be executed by FAO and UNDP; Table 9: Share of GCF financing that will be executed by FAO and UNDP FAO UNDP Total GCF Costs per Component per implementing agency- GCF funding funding USD USD Million % % USD Million % Million COMPONENT 1: Climate resilient water systems 5.82 39 9.05 61 14.9 59 Output 1.1.1 By year 7 at least 8250 buildings retrofi tted wi th wa ter harves ti ng s truct 3.7 32 7.88 68 11.55 78 Output 1.1.2 By year 7, reuse of reclaimed water from 3 Waste Water Plants is optimi 2.15 100 - - 2.15 14 Output 1.1.3 By year 4, Landscape Resilience Investment Plan for part of the Dead Se - - 1.16 100 1.16 8 COMPONENT 2: Climate Change resilience for Enhanced Livelihoods and 5.58 100 - - 5.58 22 Food Security Output 2.1.1 By year 7, 6,000 Farmers trained in climate resilient production practice 3.90 100 - - 3.90 70 Output 2.1.2 By year 7, 30 000 Farmers reached through e-extension 0.05 100 - - 0.05 1 Output 2.1.3 By year 3, 400 Women trained as Change Agents for Cl imate Adaptation 0.88 100 - - 0.88 16 Output 2.1.4 By year 7, 15.000 Persons sensitized for climate adaptive measures 0.75 100 - - 0.75 13 COMPONENT 3: Scaling-up climate adaptation 3.42 100 - - 3.42 14 Output 3.1.1. By year 6, specific policy and regulatory bottlenecks are identified and 2.11 100 - - 2.11 62 Output 3.1.2 By year 6 at least 6 national curricula of vocational schools (masonry, plumbery and agriculture) and of specialized universities (agriculture, 0.55 100 - - 0.55 16 architecture, water engineering) are updated to include climate smart agriculture, Output 3.1.3 By year 7 at least 6440 persons (4 governorates, 16 provinces, 324 0.76 100 - - 0.76 22 municipalities) and private sector engaged in climate change adaptation practices PROJECT MANAGEMENT 1.13 100 - - 1.13 5 Total 15.95 64 9.05 36 25.00 100 91. Component 2: Climate Change resilience for Enhanced Livelihoods and Food Security will be under the overall responsibility of FAO. A Training Specialist will be recruited for the component who will plan and coordinate the activities under the component. The Farmer Field Schools and Field Days will be the overall responsibility of the Ministry of Agriculture who provide their extension agents as Master Trainers and Facilitators for implementing the activity. The National Agriculture Research Centre (NARC) will provide their technical knowledge about the adaptive technologies and practices developed by them for wider 51 The landscape plans collect/structure hydrological information, including on aquifers, according to hydrological boundaries (i.e., water available in a specific sub-basin, flood risks). However, when it comes to presenting decision-relevant information needed to prioritize investments based on the hydrological analysis, the landscape plans will (1) present information at the administrative level because administrative entities will be in the end tasked with operationalizing the investment (2) provide national authorities with the evidence-base needed to prioritize interventions which is currently lacking. 52 A host of these are available in the market such as water breaker, water pebble, shower drop, tap inserts, etc.", "size": 1, "hash": "2e740518994e93e3e6d304f109b95331", "id": 7}, {"snippet_links": [{"key": "prime-contractor", "type": "definition", "offset": [9, 25]}, {"key": "responsible-for", "type": "clause", "offset": [29, 44]}, {"key": "overall-project-management", "type": "clause", "offset": [49, 75]}, {"key": "phase-of", "type": "clause", "offset": [136, 144]}, {"key": "focal-point", "type": "definition", "offset": [221, 232]}, {"key": "the-primary", "type": "clause", "offset": [275, 286]}, {"key": "the-commission", "type": "clause", "offset": [321, 335]}, {"key": "the-project-manager", "type": "clause", "offset": [337, 356]}, {"key": "information-flow", "type": "clause", "offset": [427, 443]}, {"key": "regular-contact", "type": "definition", "offset": [467, 482]}, {"key": "to-ensure", "type": "clause", "offset": [501, 510]}, {"key": "project-program", "type": "clause", "offset": [520, 535]}, {"key": "change-control", "type": "definition", "offset": [621, 635]}, {"key": "associated-with", "type": "definition", "offset": [687, 702]}, {"key": "to-lead", "type": "definition", "offset": [779, 786]}, {"key": "technical-progress-meetings", "type": "clause", "offset": [816, 843]}, {"key": "technical-managers", "type": "definition", "offset": [853, 871]}, {"key": "administrative-managers", "type": "clause", "offset": [926, 949]}, {"key": "management-committee-meetings", "type": "clause", "offset": [1023, 1052]}, {"key": "distribution-of", "type": "clause", "offset": [1091, 1106]}, {"key": "to-maintain", "type": "clause", "offset": [1127, 1138]}, {"key": "records-of-costs", "type": "clause", "offset": [1148, 1164]}, {"key": "in-order-to", "type": "clause", "offset": [1269, 1280]}, {"key": "six-months", "type": "definition", "offset": [1459, 1469]}, {"key": "be-responsible", "type": "clause", "offset": [1521, 1535]}, {"key": "work-of-the", "type": "definition", "offset": [1585, 1596]}, {"key": "corrective-action", "type": "definition", "offset": [1722, 1739]}, {"key": "for-project", "type": "clause", "offset": [1740, 1751]}, {"key": "partner-information", "type": "definition", "offset": [1785, 1804]}, {"key": "monthly-reports", "type": "definition", "offset": [1823, 1838]}, {"key": "objectives-and-milestones", "type": "clause", "offset": [1890, 1915]}, {"key": "on-time", "type": "definition", "offset": [2028, 2035]}, {"key": "by-the-partners", "type": "clause", "offset": [2082, 2097]}, {"key": "control-of-the", "type": "clause", "offset": [2126, 2140]}, {"key": "related-to", "type": "clause", "offset": [2187, 2197]}, {"key": "project-execution", "type": "clause", "offset": [2202, 2219]}, {"key": "information-exchange", "type": "definition", "offset": [2239, 2259]}, {"key": "technical-and", "type": "clause", "offset": [2278, 2291]}, {"key": "during-the-project", "type": "clause", "offset": [2463, 2481]}, {"key": "a-technical", "type": "clause", "offset": [2520, 2531]}, {"key": "technical-activities", "type": "clause", "offset": [2628, 2648]}, {"key": "the-work", "type": "definition", "offset": [2697, 2705]}, {"key": "all-partners", "type": "clause", "offset": [2709, 2721]}, {"key": "report-to", "type": "definition", "offset": [2765, 2774]}], "samples": [{"hash": "fbUMkHwAuPx", "uri": "/contracts/fbUMkHwAuPx#project-management-structure", "label": "Specific Targeted Research Project", "score": 19.0, "published": true}], "snippet": "IRCAM as prime contractor is responsible for the overall project management but will ensure that users and artists are involved in each phase of the project. IRCAM will nominate a Project Manager who will act both as the focal point for all activities in the project, and as the primary interface between the project and the Commission. The Project Manager\u2019s responsibilities are as follows: ? controlling but facilitating the information flow among partners through regular contact with the partners to ensure that the project program, milestones and time scales are maintained and deviations resolved and recorded with change control ? to interface with the Commission for all matters associated with the project and maintaining relationships between the EC and the partners ? to lead the project and hold regular Technical Progress Meetings with the Technical Managers ? to hold Aministrative Committee Meetings (ACM) with Administrative Managers, where deviations from the project cannot be resolved in regular Project Management Committee meetings. ? to co-ordinate the preparation and distribution of all major reports ? to maintain accurate records of costs, resources and time scales for the project and to produce and circulate agreed minutes of each meeting. In order to monitor the project, each Partner will produce a brief report (in a standard Excel form) and deliver it to the project manager by the end of each month. Partners will meet every six months for formal reviews. Each WP and sub WP leader will be responsible for the following: ? plan the detailed technical work of the WP ? ensure that project timetables are maintained, and flag any discrepancies immediately to the Project Manager ? initiate corrective action for project deviations, if any ? consolidate partner information and prepare short monthly reports for submission to the Project Manager ? ensure the objectives and milestones of the whole WP, and of the detailed activities within the WP, are achieved ? ensure deliverables are available on time. A Project Management Committee ( PMC) set up by the partners will come under the overall control of the Project Manager and will handle all questions related to the project execution : coordination and information exchange between partners, technical and scientific coordination between WP. The PMC may also meet at the coordinator\u2019s initiative in order to find appropriate solutions to problems and conflicts which may occur during the project execution. Each partner will nominate a Technical Manager for each WP, who will be represented in the PMC and whose role will be to supervise all technical activities at the partner\u2019s level, as well as coordinating the work of all partners related to the WP. Technical Managers will report to their Administrative Managers.", "size": 1, "hash": "1773e124fcf2d14afbadeff171f0d7fc", "id": 8}, {"snippet_links": [{"key": "the-project", "type": "clause", "offset": [50, 61]}, {"key": "the-council", "type": "clause", "offset": [148, 159]}, {"key": "in-place", "type": "definition", "offset": [168, 176]}, {"key": "the-plan", "type": "clause", "offset": [265, 273]}, {"key": "the-management", "type": "clause", "offset": [275, 289]}, {"key": "set-out", "type": "definition", "offset": [314, 321]}], "samples": [{"hash": "klW7JdpvdIx", "uri": "/contracts/klW7JdpvdIx#project-management-structure", "label": "Conwy Delivery Agreement", "score": 24.1704312115, "published": true}], "snippet": "This Section of the revised DA 2012 also sets out the project management structure which remains as presented in the January 2010 revised DA, which the Council has put in place in order that the LDP process is managed throughout and political ownership is taken of the Plan. The management and political structure set out in this revised 2012 DA is further detailed in this Section.", "size": 1, "hash": "f2493dcb8446675e9abb36e185e3cb1f", "id": 9}, {"snippet_links": [{"key": "project-group", "type": "clause", "offset": [4, 17]}, {"key": "number-of", "type": "clause", "offset": [34, 43]}, {"key": "for-managing", "type": "clause", "offset": [60, 72]}, {"key": "to-employ", "type": "clause", "offset": [114, 123]}, {"key": "project-manager", "type": "definition", "offset": [126, 141]}, {"key": "membership-of-committees", "type": "clause", "offset": [251, 275]}, {"key": "as-shown", "type": "definition", "offset": [296, 304]}], "samples": [{"hash": "f1Tpvb99UwC", "uri": "/contracts/f1Tpvb99UwC#project-management-structure", "label": "Project Proposal", "score": 17.0, "published": true}], "snippet": "The Project Group has discussed a number of possible models for managing this research. A Company would be formed to employ a Project Manager and five Keepers. Monitoring ecologists would be seconded into the Project from GCT and RSPB.. The following membership of committees/groups is proposed, as shown in Figure 5:-", "size": 1, "hash": "14688e003380707952d2de34906b43eb", "id": 10}], "next_curs": "CmUSX2oVc35sYXdpbnNpZGVyY29udHJhY3RzckELEhZDbGF1c2VTbmlwcGV0R3JvdXBfdjU2IiVwcm9qZWN0LW1hbmFnZW1lbnQtc3RydWN0dXJlIzAwMDAwMDBhDKIBAmVuGAAgAA==", "clause": {"children": [["technology", "Technology"], ["sub-project-committees", "Sub-Project Committees"], ["project", "Project"], ["technical-board", "Technical Board"], ["infrastructure", "Infrastructure"]], "parents": [["project-management", "Project Management"], ["responsibilities", "Responsibilities"], ["miscellaneous", "Miscellaneous"], ["counterparts", "Counterparts"], ["evaluation-criteria", "EVALUATION CRITERIA"]], "size": 16, "title": "Project Management Structure", "id": "project-management-structure", "related": [["project-management", "Project Management", "Project Management"], ["project-management-plan", "Project Management Plan", "Project Management Plan"], ["configuration-management", "Configuration Management", "Configuration Management"], ["program-management", "Program Management", "Program Management"], ["project-management-and-coordination", "Project Management and Coordination", "Project Management and Coordination"]], "related_snippets": [], "updated": "2025-07-07T12:36:18+00:00", "also_ask": [], "drafting_tip": null, "explanation": "The Project Management Structure clause defines how the management and oversight of a project will be organized and executed. It typically outlines the roles and responsibilities of key personnel, establishes reporting lines, and may specify the formation of committees or regular meetings to monitor progress. By clearly delineating authority and communication channels, this clause ensures effective coordination, accountability, and timely decision-making throughout the project's lifecycle."}, "json": true, "cursor": ""}}