Project Planning and Development Sample Clauses

The Project Planning and Development clause outlines the responsibilities and procedures for organizing, scheduling, and executing a project. It typically details the steps required for initial planning, such as defining project objectives, timelines, deliverables, and resource allocation, and may specify the parties responsible for each phase. By establishing a clear framework for how the project will be developed and managed, this clause ensures that all stakeholders have a shared understanding of expectations and processes, thereby reducing the risk of misunderstandings and delays.
Project Planning and Development i. Finalize and update the Implementation Manual in consultation with CARB throughout the grant term. ii. Develop a policies and procedures document and flow chart that describes the Grantee’s administrative action for processing vouchers. Examples include details on acceptable supporting documentation for voucher applications, process for voucher payments, fiscal procedures, protocols for recording CARB case-by-case approvals, and recordkeeping and audit procedures. iii. Assist CARB in updating the heavy-duty three-year investment plan on an annual basis starting with the FY 2020-21 Funding Plan by providing information to CARB upon request. Information requested by CARB may include, but not limited to, the following: a) Status of the heavy-duty market; b) Market and technical analysis on commercialized and emerging vehicle and equipment and infrastructure to determine the state of technologies; c) Barriers and potential solutions; d) Recommendations to improve HVIP and heavy-duty incentive programs; e) Role of incentives and how incentive programs can complement near-term regulatory measures; f) Review other heavy-duty incentive programs from CARB and other local, State and Federal agencies that support the commercialization and deployment of advanced clean heavy- duty vehicles and technologies; g) Coordinate with heavy-duty vehicle technology providers and end user fleets, including school bus fleets, to forecast sales; and, h) Document findings and update the three-year heavy-duty investment strategy. iv. Meet all applicable requirements of statutes; all applicable Funding Plans; CARB’s Funding Guidelines2; this solicitation; Appendix B: Sample Grant Agreement; the final Grant Agreement; the HVIP Implementation Manual including any future updates and/or revisions issued during the grant term. The Grantee must also ensure its subcontractors meet all the aforementioned requirements, as applicable. CARB’s Funding Guidelines and Funding Plan are available at: ▇▇▇.▇▇▇.▇▇.▇▇▇/▇▇▇▇▇▇/▇▇▇▇/▇▇▇▇.▇▇▇. v. Closely communicate with CARB to ensure that the most current vehicle eligibility list is being used. vi. Support and help inform CARB’s determination of appropriate base voucher amounts for eligible pieces of equipment and voucher enhancement amounts vii. This will include gathering and providing cost information to help support CARB’s determination of the estimated aggregated cost of new conventionally-fueled vehicles or equipment that could perform the same f...
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Project Planning and Development. Task 1 - Project Planning Task 2 - Public Education and Outreach/Questionnaire Task 3 - Flow Monitoring and I&I Analysis Task 4 -Existing and Future Flow Projections Task 5 - Asset Condition and Rating System Task 6 - Sanitary System Hydrologic and Hydraulic Modeling Task 7 - CIP Funding
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Project Planning and Development. 1.2.1 Develop project documents 1st Qtr Assistance 2.1 Develop scoping survey 1st Qtr Primary 2.2 LG & SD interviews, data collection 1st Qtr Primary 2.3 LG & SD needs assessment report End of 1st Qtr Primary 2.4 Review needs assessment with LG & SD managers 1st Qtr - 4th Qtr Primary 2.5 Develop EE resource team action plan End of 1st Qtr Primary 2.6 Obtain approvals of LG & SD managers for action plans End of 2nd Qtr Team action plan Assistance 3.1 UMS database construction 3.1.1 Collect account, meter, site data Ongoing Ongoing Reporting Assistance
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Project Planning and Development i. Throughout the grant term, and in consultation with CARB, update and finalize the EBIP Terms and Conditions and the Implementation Manual. ii. At the discretion of CARB, implementing a prequalification mechanism to allow consumers to receive the appropriate incentive for eligible electric bicycles as close to the time of purchase as possible. iii. Coordinate with CARB and project administrators for CARB’s other projects, as necessary, to ensure streamlined implementation of all projects in a way that is easy for the consumer to understand. This includes, but is not limited to, revising definitions as necessary, coordinating outreach efforts and assisting in the development of outreach materials. iv. Participate in CARB-approved events (e.g. CARB Board hearings, press events, conferences, forums, symposiums, etc.) to represent EBIP. v. Assist CARB in updating the Clean Transportation Equity and Light-Duty Investment sections on an annual basis starting with the FY 2022-23 Funding Plan by providing relevant information to CARB upon request. Information requested by CARB may include, but is not limited to, the following: a.) Status of the electric bicycle market b.) Market and technical analysis on commercialized and emerging electric bicycles and equipment and infrastructure to determine the state of technologies c.) Barriers and potential solutions d.) Recommendations to improve the effectiveness of EBIP investments e.) Recommendations to improve EBIP and other electric bicycle incentive programs f.) Role of incentives and how incentive programs can complement near-term regulatory measures g.) Review other related incentive programs from CARB and other h.) Coordinate with electric bicycle manufactures and bicycle retailers to forecast sales i.) Document findings and assist in updating the annual Low Carbon Transportation Funding Plan, as necessary vi. Meet all applicable requirements of statutes and regulations, Funding Plans, CARB’s Funding Guidelines1, this solicitation, Appendix B: Sample Grant Agreement, the final Grant Agreement, and the EBIP Implementation Manual, including any future updates and/or revisions issued during the grant term. The Grantee must also ensure its subcontractors meet all the aforementioned requirements, as applicable. CARB’s Funding Guidelines and Funding Plan are available at: ▇▇▇.▇▇▇.▇▇.▇▇▇/▇▇▇▇▇▇/▇▇▇▇/▇▇▇▇.▇▇▇. vii. Closely communicate with CARB to ensure that the most current electric bicycle eligibility list is being us...
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Project Planning and Development. The Parties will collaborate to efficiently and effectively complete a phased approach to returning complete normal operations to the St ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ within permitting, construction and market constraints.
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Project Planning and Development. Task 1 - Project Planning Ongoing Task 2 - Public Education and Outreach/Questionnaire January 2021 – March 2021 Task 3 -Flow Monitoring and I&I Analysis February 2021 – May 2021 Task 4 -Existing and Future Flow Projections May 2021 – June 2021 Task 5 - Asset Condition and Rating System April 2021 – May 2021 Task 6 - Sanitary System Hydrologic and Hydraulic Modeling May 2021 – June 2021 Task 7 - CIP Funding June 2021 – July 2021 This schedule was prepared to include reasonable allowances for review and approval times required by the CLIENT and public authorities having jurisdiction over the project. This schedule shall be equitably adjusted as the project progresses, allowing for changes in the scope of the project requested by the CLIENT or for delays or other causes beyond the control of COMPANY.
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Related to Project Planning and Development

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Learning and Development 8.1 The Ministry is committed to creating a people management environment where the focus is on enhancing capability and supporting our people to build successful and rewarding careers. 8.2 This will enable the Ministry to meet the needs and expectations of stakeholders and continuously improve the quality of the service it provides by ensuring we have the capability and capacity needed to meet the expectations of New Zealanders in delivering first class justice services. 8.3 The Ministry will value and prioritise development – promoting and supporting learning as a constant for everyone. Career and personal development will be a strong focus within the Ministry. 8.4 We will endeavour to ensure that every employee has access to a range of development opportunities that ensure they have the skills needed to perform effectively in their role, and to develop new skills for future roles. People will take responsibility for their own learning and development, and will have the support and tools to enable them to do this. 8.5 The Ministry recognises that our managers and team leaders are critical to our success. 8.6 We will ensure they have the skills necessary to be successful in their roles, and encourage and support them in continually developing their leadership and management skills. 8.7 We will work to clearly define management structures and career paths, and focus on ensuring we have the management and leadership capability necessary to lead us into the future. 8.8 We will work in partnership with our managers and team leaders to identify development opportunities that contribute to their success as a leader and supporting their career aspirations. 8.9 To achieve this, the Ministry will develop a comprehensive range of learning and development opportunities for managers and team leaders.

  • Project Planning GOVERNMENTAL APPROVALS; ENVIRONMENTAL COMPLIANCE; PUBLIC INFORMATION 30 4.1 Planning and Engineering Activities 30 4.2 Site Conditions 30 4.3 Governmental Approvals 30 4.4 Environmental Compliance 34 4.5 Community Outreach and Public Information 35

  • Job Development ‌ a. Does the district conduct or access job development services to expand job opportunities for TA and SNAP participants? Yes No If Yes, select how the district participates in job development activities. District staff contacts employers to solicit jobs for TA and SNAP Participants. Describe below how this is done, including number of staff, frequency of contacts, etc. Self Sufficiency Supervisory Staff members promote the hiring of Temporary Assistance clients through the use of the Transitional Employment Advancement Program (TEAP). MCDSS offers periodic job interviews with 60 - 75 TA recipients (concentrating on the Safety Net Singles) to fill vacant positions with companies who may participate with TEAP or OJT. Daily, job openings are received from area employers and reviewed by the Self Sufficiency staff for possible applicant matching. All jobs are posted in our waiting rooms, handed out at our front windows, given during recertification interviews or employment assessments for clients and applicants to review and submit applications to. To find additional employers, intranet searches of employment web sites, phone calls, cold calls, and mailings are made to employers in the area to explain the TEAP and OJT contracts along with information about Tax Incentives. Self Sufficiency staff also attend Job Fairs, as they arise to speak with employers and discuss the benefits of hiring a client currently on Public Assistance. Individuals that are eligible for TEAP or OJT are also given a TEAP brochure and OJT literature to use to advise potential employers that they are eligible for TEAP or OJT if they are hired. The Employment Coordinator receives notifications of job postings from various Monroe County vendors, we then try to match clients with these positions. MCDSS screens recipients for job skills matching current openings at an employer. MCDSS then schedules recipients to come to office and have a job interview here in the building. We assist with online application filing and interview preparation before the interview is conducted with the employer. MCDSS receives notifications of community job fairs and advises employable individuals to attend. MCDSS is able to have a sign in table at these events and are able to mentor individuals and offer support during the fair. District contracts or has an agreement with another agency to contact employers and solicit jobs for TA and/or SNAP participants. Describe below how this is done, including number of staff, frequency of contacts, etc. RochesterWorks, Inc. - There are 3 full-time staff dedicated to employer outreach on the RochesterWorks Business Services team. Outreach is done on a daily basis in a variety of ways such as through daily job posts on behalf of business, presentations to business/industry associations and groups like the local ▇▇▇▇▇▇▇▇ of Commerce, Pro-ROC (Professional Recruiters of Rochester) and other networks; one-on-one meetings at employers’ worksites, virtually, over the phone or via email; virtual and in-person recruitment events; and monthly business newsletters. RochesterWorks also engages employers referred by our local county Economic Development Department as well as the Department of Labor, to promote and connect job seekers with hiring companies. In addition to free job posting, recruitment events, and promotion, RochesterWorks offers work-based training grants in the form of On-the-Job Training (partial wage subsidy) and Transitional Jobs (fully subsidized). Career Systems currently refers Job Seekers from a number of programs to area job fairs. They will continue this and consider a referral to a job fair to be equivalent to a referral to potential employment; it will be a condition of continued eligibility for the program. They will facilitate, monitor and report this attendance and participation. Career Systems will also develop relationships with hiring agencies that will allow groups of participants to be interviews at the job site. Career Systems staff will facilitate, monitor and report attendance at these functions.