{"component": "clause", "props": {"groups": [{"snippet": "a summary of how your project was designed to respond to this context, and the rationale for public sector intervention (i.e. the need for Good Growth Funding).", "size": 6, "samples": [{"hash": "3yvQTCzX7Xb", "uri": "/contracts/3yvQTCzX7Xb#project-rationale", "label": "Grant Agreement", "score": 30.4192818433, "published": true}, {"hash": "SViwUfdNHr", "uri": "/contracts/SViwUfdNHr#project-rationale", "label": "Funding Agreement", "score": 29.0615475235, "published": true}, {"hash": "ipAqDACtRdA", "uri": "/contracts/ipAqDACtRdA#project-rationale", "label": "Funding Agreement", "score": 25.0314852841, "published": true}], "snippet_links": [{"key": "respond-to", "type": "definition", "offset": [46, 56]}, {"key": "public-sector", "type": "clause", "offset": [93, 106]}], "hash": "d7951502e45ad9d0218cf104f1656401", "id": 1}, {"snippet": "\uf075 Development of a new revenue source for the city in an effort to lower taxes for parks and recreation.", "size": 1, "samples": [{"hash": "fRM8wwnlRTt", "uri": "/contracts/fRM8wwnlRTt#project-rationale", "label": "Lease Agreement", "score": 19.5140314853, "published": true}], "snippet_links": [{"key": "development-of-a", "type": "clause", "offset": [2, 18]}, {"key": "revenue-source", "type": "definition", "offset": [23, 37]}, {"key": "for-the-city", "type": "definition", "offset": [38, 50]}, {"key": "parks-and-recreation", "type": "definition", "offset": [83, 103]}], "hash": "7106e4f3253e0f0f0245d36609e6f488", "id": 2}, {"snippet": "The City of Jacksonville (\u2018the City\u2019, or CoJ) is a thriving and growing municipality in northeast Florida with a current population of almost 1 million residents. In 1968, the Jacksonville, consolidated with Duval County, with the exception of the Cities of Atlantic Beach, Neptune Beach, Jacksonville Beach, and Baldwin, in an effort to increase tax revenue and to improve delivery of infrastructure services both within and outside of the city limits such as sewer, electric, and other services. To this day, delivering on the \u2018Promises Made\u2019 during the Consolidation has been a challenge for many reasons but is still a promise that Jacksonville seeks to fulfill. As part of fulfilling these promises, the City seeks to find ways to prioritize and complete septic to sewer conversion projects to improve public services and environmental conditions for all residents. In addition to the City of Jacksonville, Duval County is also home to the cities of Baldwin, Atlantic Beach, Neptune Beach, and Jacksonville Beach. While Jacksonville encompasses close to 98% of the whole of Duval County, these four cities are closely linked to Jacksonville for their operations, economy and culture. Because of this, Jacksonville has asked to include them in this project. In an effort to assist Jacksonville and the other municipalities in Duval County with this initiative, the University of Florida\u2019s Center for Coastal Solutions (UF CCS or CCS) (\u2587\u2587\u2587\u2587://\u2587\u2587\u2587.\u2587\u2587\u2587.\u2587\u2587\u2587.\u2587\u2587\u2587) has prepared the following Statement of Work for consideration by the Jacksonville Environmental Protection Board (the Board) to provide the Board and regional stakeholders with a multi-criteria vulnerability assessment of all single family residential septic systems and a prioritization of single family residential septic to sewer conversion projects. These two tasks will empower Jacksonville, \u2587\u2587\u2587\u2587\u2587\u2587\u2587, Atlantic Beach, Neptune Beach, and Jacksonville Beach to identify in a data-driven and geographically standardized way the level of risk septic systems may be facing in their jurisdictions, and to create septic-to-sewer conversion project groupings that are financially and spatially efficient and are most likely to reduce septic system risk failure. According to the Florida Department of Health (DOH), Florida Water Management Inventory Data (FLWMI), there are 75,394 \u2018Known Septic\u2019 or \u2018Likely Septic\u2019 systems within Duval County at this time. Intersecting Duval County are waterbody impairments in the following categories: 2 Basin Management Action Plans (BMAPs), 45 Total Maximum Daily Loads (TMDLs), 92 Verified Impairments, and 133 Waters Not Achieving Standards (WNAS). Many of these waterbody impairments are associated with elevated nitrogen or bacterial levels, water quality challenges that are known to be associated with septic systems, and which require action to meet State of Florida Department of Environmental Protection (DEP) guidelines. In addition to contributing to meeting state standards for water quality, identifying septic systems that are vulnerable to hydraulic failure from environmental impacts such as rising groundwater or storm related inundation, will be specifically identified through the vulnerability assessment, enabling prioritization of septic to sewer activities that can remove these highly vulnerable systems before they fail, potentially leading to their contents backing up into properties, rising to the land surface, or entering nearby surface or ground waters, posing risks to both public and environmental health. Below we summarize potential tasks to be completed by the University of Florida Center for Coastal Solutions as part of this Statement of Work for the City of Jacksonville. Septic System Vulnerability Assessment As a part of comprehensively evaluating the County\u2019s vulnerability to environmental hazards and climate change-related hazards, it is necessary to assess the vulnerability of septic systems in the region. Septic systems are often overlooked when conducting Vulnerability Assessments because they are not publicly owned infrastructure, yet they can pose significant human health and environmental risks should they experience a hydraulic failure. Such a failure could cause raw effluent or sewage to rise to the land surface, back up into homes, or move quickly through saturated soils to nearby waterbodies. Untreated waste discharge contains many harmful elements including elevated nutrient levels, harmful bacteria, and pathogens. To help the County\u2019s municipalities understand the risk of failure for each of its septic systems, CCS will work with the Cities to identify the location of all septic systems, define the parameters, ranks and weights to be used in the vulnerability assessment methodology, and then perform the work necessary to gather and prepare the data to be used in the vulnerability assessment, and calculate the potential vulnerability of each septic system. Task 1a: Enhanced Septic System Location Dataset Description: Florida Statutes 403.067(7)(a)9.b.(1)(A) requires as part of the wastewater treatment plans adopted in Basin Management Action Plans (BMAPs), an inventory of septic system locations be completed based on the best information available by July 1, 2025. Wastewater service data (septic or sewer) is contained in the Florida Department of Health (DOH) Florida Water Management Inventory Data (FLWMI) and is a key input for this project. There are two BMAPs in the Jacksonville/Duval County area - the St. \u2587\u2587\u2587\u2587\u2587 River Mainstem BMAP (aka Mainstem) and the St. \u2587\u2587\u2587\u2587\u2587 River Tributaries BMAP (aka Tribs) - which leads to the requirement to update septic system location data. To assist the municipalities in meeting this requirement and to ensure the most up to date septic systems locations for this project, CCS staff will work with each of the wastewater service providers: Jacksonville Electric Authority (JEA), City of Atlantic Beach, City of Neptune Beach, and City of Jacksonville Beach, to review and update a GIS shapefile of DOH FLWMI septic system locations (parcels) within Duval County. We will begin the cleaning process using each service provider's sewer network data and anonymized billing data to find parcels that may be labeled as septic service in the DOH FLWMI data, but have a lateral and/or a monthly bill per service provider data. This dataset will be shared with each of the service providers to begin conversations to further review and update the data until each provider is confident the data is as updated as possible. This \u2018cleaned\u2019 dataset will be the key input for Task 1b and 2 and may also be used to meet the requirement for the updated septic system location data to the Florida Department of Health, Florida Water Management Inventory, at each City\u2019s discretion. Communications between all project partners, for this task in particular, should be responded to within one week to ensure the project remains on track. While the final deliverable of the updated DOH FLWMI dataset is not due until March 31, 2025, to allow for continued updates as the project progresses, a working file, assumed to be 95% complete, will be provided to the municipalities and JEA by September 1, 2024. Task 1b: Septic System Vulnerability Assessment Parameter Identification In\u2010Person Workshop Task 1c: Septic System Vulnerability Assessment Parameter Identification Workshop Report Task 1d: Data Prep and Preliminary Septic System Vulnerability Assessment", "size": 1, "samples": [{"hash": "hL7kJgQhdlB", "uri": "/contracts/hL7kJgQhdlB#project-rationale", "label": "Research Agreement", "score": 34.984109255, "published": true}], "snippet_links": [{"key": "city-of", "type": "clause", "offset": [4, 11]}, {"key": "northeast-florida", "type": "definition", "offset": [88, 105]}, {"key": "current-population", "type": "definition", "offset": [113, 131]}, {"key": "with-the-exception-of", "type": "clause", "offset": [222, 243]}, {"key": "tax-revenue", "type": "definition", "offset": [347, 358]}, {"key": "delivery-of", "type": "clause", "offset": [374, 385]}, {"key": "infrastructure-services", "type": "definition", "offset": [386, 409]}, {"key": "city-limits", "type": "definition", "offset": 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"type": "definition", "offset": [6433, 6447]}, {"key": "task-1b", "type": "clause", "offset": [6586, 6593]}, {"key": "project-partners", "type": "definition", "offset": [6816, 6832]}, {"key": "in-particular", "type": "clause", "offset": [6848, 6861]}, {"key": "responded-to", "type": "definition", "offset": [6873, 6885]}, {"key": "one-week", "type": "definition", "offset": [6893, 6901]}, {"key": "the-project", "type": "clause", "offset": [6912, 6923]}, {"key": "on-track", "type": "clause", "offset": [6932, 6940]}, {"key": "final-deliverable", "type": "definition", "offset": [6952, 6969]}, {"key": "working-file", "type": "clause", "offset": [7096, 7108]}, {"key": "by-september", "type": "clause", "offset": [7185, 7197]}, {"key": "workshop-report", "type": "clause", "offset": [7372, 7387]}], "hash": "f83c8aa3b21e675b3a914051c63818dc", "id": 3}, {"snippet": "Humanity\u2019s existence depends on plants and animals. The food chain needs to be intact for a healthy biosphere. \u2587\u2587\u2587\u2587\u2587\u2587\u2587 cannot escape from the implications of climate change and sea level rises, so we need a plan to ensure our local future. On 19th April 2023 Bexhill Town Council unanimously approved Year 1 of the Bexhill Domesday Project without a formal commitment to Years 2 and 3. However, the whole point of Year 1 is to obtain the information and guidance for Years 2 and", "size": 1, "samples": [{"hash": "4oTOF99crBY", "uri": "/contracts/4oTOF99crBY#project-rationale", "label": "Independent Consultancy Contract", "score": 31.224675303, "published": true}], "snippet_links": [{"key": "plants-and-animals", "type": "clause", "offset": [32, 50]}, {"key": "food-chain", "type": "definition", "offset": [56, 66]}, {"key": "climate-change", "type": "clause", "offset": [158, 172]}, {"key": "sea-level", "type": "definition", "offset": [177, 186]}, {"key": "to-ensure", "type": "clause", "offset": [212, 221]}, {"key": "april-2023", "type": "clause", "offset": [248, 258]}, {"key": "town-council", "type": "definition", "offset": [267, 279]}, {"key": "year-1", "type": "clause", "offset": [301, 307]}, {"key": "commitment-to", "type": "clause", "offset": [357, 370]}, {"key": "information-and-guidance", "type": "clause", "offset": [438, 462]}], "hash": "85391da1d516cd191a13a2b076ae6032", "id": 4}, {"snippet": "Obtaining and retaining a drivers licence has been identified as a significant barrier to gaining employment. Obtaining the requisite on-site experience for a HR licence is also a particular barrier to securing employment in the resources sector. This project will focus on three identified areas and groups of people: 1. Individuals who don\u2019t have/have never held a drivers licence; 2. Individuals who have been disqualified/don\u2019t have a current licence as a result of traffic infringements/fines; and 3. Individuals with appropriate licences but who lack suitable on-site operations experience. Reporting and Monitoring Arrangements: Identify existing capacity in the Ashburton/Roebourne area to provide driver training to Indigenous people. AED / Pilbara TAFE / Job Futures / Industry/ employers /CDEPs Study undertaken, report received. Completed by December 2007 Report completed and received. Implementation Team If required, build on outcomes/recommendations of scoping study undertaken in Port Hedland \u2014 explore options for the establishment of drivers licence program, including sourcing of and funding for vehicles and staff. AED / Pilbara TAFE / Job Futures/ CDEPs / Industry Study undertaken, report received. Completed by December 2007 Report completed and received. Implementation Team Provide up to 10 places per year in training programs for Indigenous people to become Driving Instructors. Pilbara TAFE / DEWR / CDEPs / Job Futures 10 Indigenous driver instructors. Initial placements by June 2008; Annually Number of Driver Instructors qualified. Implementation Team REGIONAL PARTNERSHIP AGREEMENT", "size": 1, "samples": [{"hash": "fhhYL1Co8WU", "uri": "/contracts/fhhYL1Co8WU#project-rationale", "label": "Regional Partnership Agreement", "score": 21.0, "published": true}], "snippet_links": [{"key": "drivers-licence", "type": "definition", "offset": [26, 41]}, {"key": "traffic-infringements", "type": "clause", "offset": [470, 491]}, {"key": "site-operations", "type": "definition", "offset": [569, 584]}, {"key": "monitoring-arrangements", "type": "clause", "offset": [611, 634]}, {"key": "existing-capacity", "type": "definition", "offset": [645, 662]}, {"key": "to-provide", "type": "definition", "offset": [695, 705]}, {"key": "driver-training", "type": "definition", "offset": [706, 721]}, {"key": "indigenous-people", "type": "clause", "offset": [725, 742]}, {"key": "december-2007", "type": "clause", "offset": [854, 867]}, {"key": "implementation-team", "type": "definition", "offset": [899, 918]}, {"key": "if-required", "type": "definition", "offset": [919, 930]}, {"key": "scoping-study", "type": "clause", "offset": [969, 982]}, {"key": "in-port", "type": "definition", "offset": [994, 1001]}, {"key": "establishment-of", "type": "clause", "offset": [1036, 1052]}, {"key": "and-funding", "type": "clause", "offset": [1100, 1111]}, {"key": "per-year", "type": "definition", "offset": [1324, 1332]}, {"key": "training-programs", "type": "clause", "offset": [1336, 1353]}, {"key": "by-june", "type": "clause", "offset": [1502, 1509]}, {"key": "number-of", "type": "clause", "offset": [1525, 1534]}, {"key": "partnership-agreement", "type": "clause", "offset": [1594, 1615]}], "hash": "2ce0910c3ab5eb23694f839418312aeb", "id": 5}, {"snippet": "Orofacial pain interferes with routine daily functions such as speaking, eating, chewing, and smiling (\u2587\u2587\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587, 2008). When pain becomes chronic, the role of sensory input is reduced, and the cognitive affective pathway becomes prominent towards pain perception (\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 et al., 2005). A holistic management of COFP recommends a biopsychosocial approach that includes social, psychological and spiritual aspects (\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587\u2587, 2014). Psychosocial factors are inherent in chronic pain, and to achieve optimal treatment, its assessment needs to be considered (\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587, 2013). Pain conditions are defined and classified according to their aetiology and distinct features (\u2587\u2587\u2587\u2587\u2587\u2587 et al., 2008). It has been identified that psychosocial factors impact on pain perception in individuals complaining of persistent pain. It is also related to their physical and psychological functioning (\u2587\u2587\u2587\u2587\u2587\u2587 et al., 2008). Psychological treatments are becoming popular and effective chronic pain management strategies (\u2587\u2587\u2587\u2587\u2587\u2587 et al., 2011). Understanding the psychological aspects of various chronic orofacial pain conditions may improve the assessment process and the development of comprehensive management strategies. In the past, a major focus was on investigating individual painful conditions and their psychosocial impacts. However, comparing different types of pains in the orofacial pain region was largely unexplored. This project explored psychological assessments of orofacial pain. Initially using, the paper version of multiple psychological questionnaires and later, this was substituted by an electronic tablet version through IMPARTS (Integrating Mental and Physical healthcare: Research, Training and Services). Evidence suggests that the integration of various questionnaires can provide an opportunity for an improved set of questions, reduce repetition and save time (\u2587\u2587\u2587\u2587 et al., 2016). The National Pain Audit report 2010-2012, showed that for the management of chronic pain, specialised services are not equally available in all parts of the country, and it is important that NHS providers should attempt to establish multidisciplinary services countrywide considering the extent of disability it causes (Price et al., 2012). For OFP, there is no standardized care pathway and insufficient research on outcome measures (\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 et al., 2013). Modern pain education is late coming to dentistry (Sessle, 2009). Dentists remain unfamiliar with chronic pain and, as a result, may often overlook the possibility of neuropathic pain rather than healthy toothaches (Zakrzewska, 2013). Toothache is the most common OFP and should be considered first, prior to considering other causes (\u2587\u2587\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587\u2587, 2016). Tooth vitality tests are unpredictable, may give false positive results, indicating non-vitality in an unrestored, non-diseased vital tooth. This often leads to making diagnosis difficult and may result in unnecessary treatment decisions (\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587\u2587, 2009). Orofacial pain patients can feel confused and frustrated about their pain, and evidence shows that these patients may receive dental treatment for non-dental pain (Zakrzewska, 2009). There are many tissues like meninges, cornea, nasal and oral mucosa, tooth pulp, temporomandibular joint and related muscles from where pain may originate (Bereiter et al., 2008) in the orofacial pain regions making diagnosis challenging (\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587, 2008). Therefore, COFP patients need a multidisciplinary management approach (\u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587, 2011). This project aims\n1. To explore the impact of psychological factors in patients with chronic orofacial pain (neuropathic and non-neuropathic).\n2. To explore differences in psychosocial functioning of patients with various chronic orofacial pain conditions.\n3. To assess the impact of collaborative working with a neurologist specialising in headache on diagnoses of patients attending an orofacial pain clinic (Karamat et al., 2018). Chapter Two Overview\u200c Paper 1 Systematic review", "size": 1, "samples": [{"hash": "c0HUiHaqlfN", "uri": "/contracts/c0HUiHaqlfN#project-rationale", "label": "End User License Agreement", "score": 31.0365548502, "published": true}], "snippet_links": [{"key": "management-of", "type": "clause", "offset": [310, 323]}, {"key": "to-be-considered", "type": "clause", "offset": [560, 576]}, {"key": "according-to", "type": "definition", "offset": [638, 650]}, {"key": "related-to", "type": "clause", "offset": [845, 855]}, {"key": "management-strategies", "type": "clause", "offset": [997, 1018]}, {"key": "assessment-process", "type": "definition", "offset": [1143, 1161]}, {"key": "development-of", "type": "clause", "offset": [1170, 1184]}, {"key": "comprehensive-management", "type": "clause", "offset": [1185, 1209]}, {"key": "types-of", "type": "clause", "offset": [1361, 1369]}, {"key": "an-electronic", "type": "clause", "offset": [1607, 1620]}, {"key": "training-and-services", "type": "clause", "offset": [1707, 1728]}, {"key": "the-national", "type": "clause", "offset": [1910, 1922]}, {"key": "audit-report", "type": "clause", "offset": [1928, 1940]}, {"key": "the-management", "type": "clause", "offset": [1968, 1982]}, {"key": "specialised-services", "type": "definition", "offset": [2000, 2020]}, {"key": "the-country", "type": "definition", "offset": [2063, 2074]}, {"key": "to-establish", "type": "clause", "offset": [2130, 2142]}, {"key": "care-pathway", "type": "clause", "offset": [2285, 2297]}, {"key": "outcome-measures", "type": "clause", "offset": [2327, 2343]}, {"key": "prior-to", "type": "definition", "offset": [2669, 2677]}, {"key": "other-causes", "type": "clause", "offset": [2690, 2702]}, {"key": "positive-results", "type": "clause", "offset": [2785, 2801]}, {"key": "treatment-decisions", "type": "clause", "offset": [2948, 2967]}, {"key": "dental-treatment", "type": "clause", "offset": [3119, 3135]}, {"key": "for-non", "type": "clause", "offset": [3136, 3143]}, {"key": "management-approach", "type": "clause", "offset": [3492, 3511]}, {"key": "project-aims", "type": "definition", "offset": [3544, 3556]}, {"key": "working-with", "type": "definition", "offset": [3837, 3849]}, {"key": "pain-clinic", "type": "definition", "offset": [3937, 3948]}, {"key": "chapter-two", "type": "definition", "offset": [3973, 3984]}, {"key": "systematic-review", "type": "definition", "offset": [4003, 4020]}], "hash": "56d80b6d98373369564b04da810458ae", "id": 6}, {"snippet": "Indigenous people in the Ashburton/Roebourne region encounter a range of education and training barriers. Through collaboration, strategies will be developed to better address these barriers so as to enable local Indigenous people to take advantage of the many employment opportunities available in the region, especially in the resource sector. Reporting and Monitoring Arrangements: Develop pathway programs (similar to those currently operating in \u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587 and Roebourne) to ensure there is a high degree of articulation between school, TAFE and Pilbara Australian Technical College programs. DET / Schools / Pilbara TAFE / PTC / DEST / Industry /employers Program pathways developed with Industry and other partners. Term 1 2008 Number of programs developed. Implementation Team REGIONAL PARTNERSHIP AGREEMENT Service providers have access to residential facilities that can cater for students from remote communities, youth at risk, apprentices and trainees who are not able to access other forms of accommodation during training. (Transition to work accommodation facilities) FACSIA / Industry/ Pilbara TAFE Training and accommodation facilities built in three Pilbara. locations. 31 December 2009 Number of facilities built. Implementation Team Establish a base for research, development and dissemination of best practice education, training and employment programs for Indigenous people in regional and remote areas. DET / Schools / PTC / Pilbara TAFE// YMMBBA Best practice programs for Indigenous people readily available and accessible. Ongoing Implementation of best practice programs. Implementation Team Improve retention, attendance and achievement of Indigenous school students (including primary school students) through development and implementation of local projects in partnership with schools, parents and Industry. DEST / DET Schools / Pilbara TAFE / Industry/ employers Decreased gap in retention and achievement levels between Indigenous and non-Indigenous students. Ongoing Percentage increase in retention. Percentage reduction in truancy. Implementation Team Facilitate an increase in the availability of and support for structured workplace learning opportunities, career and transition support, individual learning pathway plans and Industry-school engagement, including Australia School-Based Apprenticeships. DEST / DET Schools / DEWR Industry /employers Apprenticeships WA Local Indigenous students take up and complete workplace learning opportunities. Ongoing Number of structured workplace learning opportunities available. Percentage participation rates. Implementation Team Implement a mentoring and monitoring program that will provide ongoing support for Indigenous trainees, apprentices and other employees (and their families if necessary). DEWR / DET Schools / Pilbara TAFE / Job Futures / CDEPs Improved retention. Reduced truancy. Ongoing Number of participants. Implementation Team Develop and implement work readiness and job specific pre- employment programs that have direct links with employment positions so as to re-engage Indigenous people in education and training, including life skills, work specific skills and literacy and numeracy to enable the successful transition to employment via a program of individualised assistance (case management). Industry/ employers / Job Futures / CDEP / DET/ Pilbara TAFE / DEST / AED / DEWR 50 local unemployed Indigenous people enrolled and complete programs each year. Ongoing Number of enrolments. Participation rates. Employment rates. Implementation Team REGIONAL PARTNERSHIP AGREEMENT", "size": 1, "samples": [{"hash": "fhhYL1Co8WU", "uri": "/contracts/fhhYL1Co8WU#project-rationale", "label": "Regional Partnership Agreement", "score": 21.0, "published": true}], "snippet_links": [{"key": "indigenous-people", "type": "clause", "offset": [0, 17]}, {"key": "education-and-training", "type": "definition", "offset": [73, 95]}, {"key": "employment-opportunities", "type": "definition", "offset": [261, 285]}, {"key": "in-the-region", "type": "definition", "offset": [296, 309]}, {"key": "the-resource", "type": "definition", "offset": [325, 337]}, {"key": "monitoring-arrangements", "type": "clause", "offset": [360, 383]}, {"key": "similar-to", "type": "definition", "offset": [411, 421]}, {"key": "in-\u2587", "type": "clause", "offset": [448, 452]}, {"key": "to-ensure", "type": "clause", "offset": [476, 485]}, {"key": "technical-college", "type": "definition", "offset": [569, 586]}, {"key": "other-partners", "type": "definition", "offset": [706, 720]}, {"key": "term-1", "type": "clause", "offset": [722, 728]}, {"key": "implementation-team", "type": "definition", "offset": [764, 783]}, {"key": "partnership-agreement", "type": "clause", "offset": [793, 814]}, {"key": "service-providers", "type": "clause", "offset": [815, 832]}, {"key": "access-to", "type": "definition", "offset": [838, 847]}, {"key": "residential-facilities", "type": "definition", "offset": [848, 870]}, {"key": "students-from", "type": "clause", "offset": [890, 903]}, {"key": "at-risk", "type": "definition", "offset": [930, 937]}, {"key": "apprentices-and-trainees", "type": "clause", "offset": [939, 963]}, {"key": "other-forms", "type": "clause", "offset": [991, 1002]}, {"key": "work-accommodation", "type": "clause", "offset": [1052, 1070]}, {"key": "december-2009", "type": "clause", "offset": [1191, 1204]}, {"key": "number-of-facilities", "type": "clause", "offset": [1205, 1225]}, {"key": "for-research", "type": "clause", "offset": [1270, 1282]}, {"key": "practice-education", "type": "definition", "offset": [1322, 1340]}, {"key": "employment-programs", "type": "clause", "offset": [1355, 1374]}, {"key": "remote-areas", "type": "definition", "offset": [1413, 1425]}, {"key": "readily-available", "type": "definition", "offset": [1516, 1533]}, {"key": "school-students", "type": "definition", "offset": [1680, 1695]}, {"key": "primary-school", "type": "clause", "offset": [1707, 1721]}, {"key": "development-and-implementation", "type": "clause", "offset": [1740, 1770]}, {"key": "local-projects", "type": "clause", "offset": [1774, 1788]}, {"key": "achievement-levels", "type": "clause", "offset": [1927, 1945]}, {"key": "increase-in-retention", "type": "clause", "offset": [2013, 2034]}, {"key": "reduction-in", "type": "definition", "offset": [2047, 2059]}, {"key": "availability-of", "type": "clause", "offset": [2119, 2134]}, {"key": "and-support", "type": "clause", "offset": [2135, 2146]}, {"key": "learning-opportunities", "type": "definition", "offset": [2172, 2194]}, {"key": "transition-support", "type": "definition", "offset": [2207, 2225]}, {"key": "plans-and", "type": "definition", "offset": [2255, 2264]}, {"key": "participation-rates", "type": "clause", "offset": [2573, 2592]}, {"key": "monitoring-program", "type": "definition", "offset": [2640, 2658]}, {"key": "will-provide", "type": "clause", "offset": [2664, 2676]}, {"key": "ongoing-support", "type": "clause", "offset": [2677, 2692]}, {"key": "other-employees", "type": "definition", "offset": [2734, 2749]}, {"key": "number-of-participants", "type": "clause", "offset": [2886, 2908]}, {"key": "develop-and-implement", "type": "clause", "offset": [2930, 2951]}, {"key": "employment-positions", "type": "definition", "offset": [3037, 3057]}, {"key": "life-skills", "type": "definition", "offset": [3132, 3143]}, {"key": "literacy-and-numeracy", "type": "clause", "offset": [3170, 3191]}, {"key": "the-successful", "type": "clause", "offset": [3202, 3216]}, {"key": "case-management", "type": "definition", "offset": [3286, 3301]}, {"key": "each-year", "type": "definition", "offset": [3454, 3463]}], "hash": "ece1089d660119a8af1d9bb3669b2388", "id": 7}, {"snippet": "The territorial and administration reform to date represents changes in the structural dimension of the local public administration. The advent of the territorial and administrative reform and the subsequent policy developments in several relevant sectors mean that support for local governance is at present not \u201cbusiness as usual.\u201d The reforms set in 2014 and 2015 create the momentum and rationale for continued support to local governance through the coordinated mechanisms of STAR. The new municipalities need to reorganize themselves internally to ensure maximum efficiency and effectiveness in the administration of the territory. A recognized key ingredient for empowerment is the amount and sustainability of local finances. Local finances are still at a low level. Despite the genuine and legitimate local governments\u2019 need for increased financial resources, such an increase by itself would not necessarily turn them into more effective, citizen-oriented service providers. The new administrations will also need to develop the vision, skills, consistency, sustainability and commitment to serve its citizenry in new, transparent and accountable ways. Local authorities are also the best placed to develop local policies that reflect specific socio-economic situations, address the persistence of inequality and promote models of responsive governance for the diverse expectations and needs of the citizens. In that view, Albania\u2019s legal and policy frameworks on gender equality have significant implications for local government in relation to the practical implementation of respective laws and policies in its daily work. Decentralization (as a part of good governance) should respect principles of gender equality and involve not only the vertical transfer of power, responsibility and resources but also ensure a more inclusive horizontal process that ensures that power, responsibility and resources are equally shared by both women and men and that differentiated gender needs are taken into account. On the part of local governments, this requires the embracing of the concept of gender inclusion and sensitivity and the building of capacities and skills required for taking action. Going forward, the new 61 municipalities have in common many opportunities and challenges. In terms of opportunities, the following are, among others, important to build upon: \uf0b7 There is a strong political commitment to deepen decentralization reform and empower local governments. \uf0b7 This commitment is evidenced through a set of Government policies and initiatives that \u2013 though still work in progress \u2013 offer many windows of opportunity for making lasting impacts for improved territorial management, service delivery and local development. \uf0b7 There is commitment by national authorities to increase the level of local government resources \u2013 presently the increase has affected the envelope of the Regional Development Fund; a further fiscal revision, in favor of LGUs\u2019 discretion and authority, is needed. \uf0b7 Government is committed to rolling out its Public Administration Reform at the local level \uf0b7 Modernization and re-engineering public services with a focus on people, including local level services, are an integral part of various national strategies and action plans for attainment within a 7-year period. \uf0b7 There are a number of ongoing and planned initiatives supported by development partners that addresses a broad range of local governance policy, institutional and technical matters \uf0b7 The Government is making efforts to ensure harmonized donor assistance in the framework of budget support coordination requirements, offering the potential of increased synergies \uf0b7 The current STAR platform offers a workable, proven model for government-led coordinated work \uf0b7 Substantial pledges for continuation along the STAR arrangement have been made by a broad group of development partners At the same time there are a number of challenges which require attention: \uf0a7 The implementation of the Civil Service Law at the local level is in its infancy, while an overall approach of human resources management to ensure stable and adequate professionalism of local administrations still needs to be developed \uf0a7 The implementation of the Organic Law on self-government requires revision of several laws/bylaws to avoid legislation conflicts \uf0a7 The present is a period of transition where several competencies are not yet fully transferred to local governments, in terms of authority and finances, as defined by the legal framework, with the next challenge being the capacity to administer these new competencies. \uf0a7 All local governments are struggling with structural re-organization in the territory, adding to that new governance challenges regarding the definition and establishment of urban-rural relations \uf0a7 Besides human resources re-organization, there is need to reorganize and optimize services. \uf02d There is an immediate need for an expanded scope of services potentially requiring different provision approaches, and \uf02d In the meantime, current service provision still lacks efficiency and should aim for more adequacy, inclusiveness and equity with regard to diverse needs and expectations of men and women and specific vulnerable social groups. \uf0a7 A more advanced level of local democracy is required to mitigate the potential adverse effects of territorial consolidation, that is to offset the increased proximity of citizens to their local governments, and strengthen accountability and transparency for improved local government effectiveness \uf0a7 In addition to the fact that fiscal decentralization is not yet resulting in an increase of predictable resources, municipalities have still low revenue generation as well as revenue and expenditure management capacities. \uf0a7 Systematic diagnosis of PFM systems at the local level is lacking. A number of challenges in PFM at the local level are widely recognized, including i) poor budget programming and alignment with strategic frameworks; ii) weak budget execution, financial reporting and accounting capacities; iii) inflated planning and weak tax enforcement; as well as iv) lack of consistent financial management Rapid Municipal Survey to Inform Priorities A simple survey addressed to all new municipalities was carried out, as part of the preparation of the present STAR2 proposal, in February 2016. The core of the survey was to ask municipalities to appraise, from their perspective, the main proposed areas of intervention for STAR2, i.e. (1) Service reorganization, (2) Support for new competencies, (3) One-stop-shops for service delivery, (4) Digitalization of local archives, and (5) Citizen- friendly municipal halls. Municipalities were also asked to rank, from their perspective, the most pressing priorities they need to address and for which they would seek assistance. The questionnaire was conveyed to all municipalities through the two municipal associations. With an overall rate of response of 52% (49% of small muncipalities and 70% of the large ones), the following are the aggregate results: Importance ranking of proposed interventions Ranking of most pressing priorities One-stop-shops \u2013 88% Service reorganization \u2013 85% Digitalization of archives \u2013 85% Support for new competencies \u2013 Service delivery \u2013 84% Administrative capacities \u2013 78% Territorial planning \u2013 66% Financial management \u2013 59% Urban planning \u2013 56% \uf0a7 and control procedures, in particular with regard to internal and external audit scrutiny as well as internal financial control.1 Beyond needs for a larger fiscal envelope, current local governments\u2019 needs for assistance could be clustered around the following three main categories:\n(i) institutional and administrative capacities, (ii) service delivery, and", "size": 1, "samples": [{"hash": "hx8bvRa1CHX", "uri": "/contracts/hx8bvRa1CHX#project-rationale", "label": "Program 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"the-vision", "type": "clause", "offset": [1035, 1045]}, {"key": "commitment-to-serve", "type": "clause", "offset": [1087, 1106]}, {"key": "local-authorities", "type": "definition", "offset": [1163, 1180]}, {"key": "local-policies", "type": "clause", "offset": [1217, 1231]}, {"key": "gender-equality", "type": "clause", "offset": [1474, 1489]}, {"key": "in-relation-to", "type": "clause", "offset": [1541, 1555]}, {"key": "laws-and-policies", "type": "definition", "offset": [1599, 1616]}, {"key": "daily-work", "type": "clause", "offset": [1624, 1634]}, {"key": "good-governance", "type": "clause", "offset": [1667, 1682]}, {"key": "transfer-of", "type": "definition", "offset": [1763, 1774]}, {"key": "the-concept", "type": "clause", "offset": [2084, 2095]}, {"key": "the-building", "type": "definition", "offset": [2136, 2148]}, {"key": "skills-required", "type": "clause", "offset": [2167, 2182]}, {"key": "taking-action", "type": "definition", "offset": [2187, 2200]}, {"key": "going-forward", "type": "clause", "offset": [2202, 2215]}, {"key": "opportunities-and-challenges", "type": "clause", "offset": [2263, 2291]}, {"key": "terms-of", "type": "definition", "offset": [2296, 2304]}, {"key": "government-policies", "type": "clause", "offset": [2532, 2551]}, {"key": "work-in-progress", "type": "definition", "offset": [2588, 2604]}, {"key": "service-delivery", "type": "definition", "offset": [2705, 2721]}, {"key": "local-government-resources", "type": "clause", "offset": [2816, 2842]}, {"key": "regional-development-fund", "type": "definition", "offset": [2901, 2926]}, {"key": "in-favor-of", "type": "clause", "offset": [2955, 2966]}, {"key": "public-administration-reform", "type": "clause", "offset": [3055, 3083]}, {"key": "local-level", "type": "clause", "offset": [3091, 3102]}, {"key": "public-services", "type": "definition", "offset": [3138, 3153]}, {"key": "integral-part", "type": "clause", "offset": [3217, 3230]}, {"key": "action-plans", "type": "clause", "offset": [3266, 3278]}, {"key": "year-period", "type": "definition", "offset": [3305, 3316]}, {"key": "number-of", "type": "clause", "offset": [3332, 3341]}, {"key": "development-partners", "type": "clause", "offset": [3387, 3407]}, {"key": "governance-policy", "type": "definition", "offset": [3446, 3463]}, {"key": "technical-matters", "type": "definition", "offset": [3483, 3500]}, {"key": "the-government", "type": "definition", "offset": [3503, 3517]}, {"key": "assistance-in", "type": "definition", "offset": [3563, 3576]}, {"key": "the-framework", "type": "clause", "offset": [3577, 3590]}, {"key": "coordination-requirements", "type": "clause", "offset": [3609, 3634]}, {"key": "the-current", "type": "clause", "offset": [3684, 3695]}, {"key": "star-platform", "type": "clause", "offset": [3696, 3709]}, {"key": "civil-service-law", "type": "definition", "offset": [4003, 4020]}, {"key": "overall-approach", "type": "clause", "offset": [4068, 4084]}, {"key": "human-resources-management", "type": "clause", "offset": [4088, 4114]}, {"key": "organic-law", "type": "definition", "offset": [4242, 4253]}, {"key": "revision-of", "type": "clause", "offset": [4282, 4293]}, {"key": "period-of", "type": "definition", "offset": [4364, 4373]}, {"key": "authority-and", "type": "clause", "offset": [4476, 4489]}, {"key": "the-legal-framework", "type": "clause", "offset": [4514, 4533]}, {"key": "in-the-territory", "type": "clause", "offset": [4687, 4703]}, {"key": "the-definition", "type": "definition", "offset": [4756, 4770]}, {"key": "establishment-of", "type": "clause", "offset": [4775, 4791]}, {"key": "immediate-need", "type": "definition", "offset": [4922, 4936]}, {"key": "scope-of-services", "type": "definition", "offset": [4953, 4970]}, {"key": "service-provision", "type": "definition", "offset": [5056, 5073]}, {"key": "with-regard-to", "type": "clause", "offset": [5156, 5170]}, {"key": "social-groups", "type": "definition", "offset": [5243, 5256]}, {"key": "advanced-level", "type": "clause", "offset": [5267, 5281]}, {"key": "to-mitigate", "type": "definition", "offset": [5313, 5324]}, {"key": "adverse-effects", "type": "definition", "offset": [5339, 5354]}, {"key": "accountability-and-transparency", "type": "clause", "offset": [5482, 5513]}, {"key": "the-fact", "type": "clause", "offset": [5575, 5583]}, {"key": "revenue-generation", "type": "clause", "offset": [5705, 5723]}, {"key": "expenditure-management", "type": "clause", "offset": [5747, 5769]}, {"key": "budget-execution", "type": "clause", "offset": [6010, 6026]}, {"key": "reporting-and-accounting", "type": "clause", "offset": [6038, 6062]}, {"key": "lack-of", "type": "clause", "offset": [6139, 6146]}, {"key": "financial-management", "type": "clause", "offset": [6158, 6178]}, {"key": "addressed-to", "type": "clause", "offset": [6239, 6251]}, {"key": "preparation-of-the", "type": "clause", "offset": [6307, 6325]}, {"key": "february-2016", "type": "clause", "offset": [6353, 6366]}, {"key": "the-survey", "type": "clause", "offset": [6380, 6390]}, {"key": "for-service", "type": "clause", "offset": [6591, 6602]}, {"key": "rate-of", "type": "clause", "offset": [6959, 6966]}, {"key": "urban-planning", "type": "clause", "offset": [7384, 7398]}, {"key": "control-procedures", "type": "clause", "offset": [7411, 7429]}, {"key": "in-particular", "type": "clause", "offset": [7431, 7444]}, {"key": "external-audit", "type": "clause", "offset": [7473, 7487]}, {"key": "for-assistance", "type": "clause", "offset": [7613, 7627]}], "hash": "020fa5ba45c17573294905ad852e95c3", "id": 8}, {"snippet": "There is a need to improve the coordination of employment and training services in the region and ensure effective collaboration between stakeholders to enable employment and training opportunities to be fully realised. Objective Agency Targets When Project Description: Provision of new housing, repairs and maintenance of existing housing and introduction of new housing options including public housing and opportunities for home ownership including delivery of integrated financial management services and assistance. This project will also deliver an increased investment in community development initiatives, through grants for development of a cultural centre and establishment of a local construction company. Project Rationale: The region has been identified by both governments as a priority area for new housing and essential infrastructure to relieve overcrowding and improve living conditions. Objective Agency Targets When Project Description: Increased investment in community health and safety, including enhancing primary health care, development of region-specific health initiatives, increased police presence and introduction of new measures to reduce substance abuse. Project Rationale: It has been identified that current infrastructure is not adequate to meet health service delivery needs and that an increased focus on addressing \u2587\u2587\u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 Disease (MJD) and dental caries is required. In addition, improving community safety and reducing the use of cannabis have been identified as key priorities by the communities.", "size": 1, "samples": [{"hash": "bteqfHmXW7", "uri": "/contracts/bteqfHmXW7#project-rationale", "label": "Regional Partnership Agreement", "score": 17.0, "published": true}], "snippet_links": [{"key": "in-the-region", "type": "definition", "offset": [80, 93]}, {"key": "training-opportunities", "type": "clause", "offset": [175, 197]}, {"key": "project-description", "type": "definition", "offset": [250, 269]}, {"key": "provision-of", "type": "clause", "offset": [271, 283]}, {"key": "new-housing", "type": "definition", "offset": [284, 295]}, {"key": "maintenance-of", "type": "clause", "offset": [309, 323]}, {"key": "existing-housing", "type": "definition", "offset": [324, 340]}, {"key": "housing-options", "type": "clause", "offset": [365, 380]}, {"key": "public-housing", "type": "clause", "offset": [391, 405]}, {"key": "delivery-of", "type": "clause", "offset": [453, 464]}, {"key": "services-and", "type": "clause", "offset": [497, 509]}, {"key": "community-development", "type": "clause", "offset": [580, 601]}, {"key": "development-of-a", "type": "clause", "offset": [634, 650]}, {"key": "establishment-of", "type": "clause", "offset": [671, 687]}, {"key": "priority-area", "type": "definition", "offset": [793, 806]}, {"key": "essential-infrastructure", "type": "definition", "offset": [827, 851]}, {"key": "living-conditions", "type": "clause", "offset": [888, 905]}, {"key": "health-and-safety", "type": "clause", "offset": [992, 1009]}, {"key": "primary-health-care", "type": "clause", "offset": [1031, 1050]}, {"key": "measures-to", "type": "clause", "offset": [1153, 1164]}, {"key": "substance-abuse", "type": "definition", "offset": [1172, 1187]}, {"key": "service-delivery", "type": "definition", "offset": [1290, 1306]}, {"key": "in-addition", "type": "clause", "offset": [1415, 1426]}, {"key": "safety-and", "type": "clause", "offset": [1448, 1458]}, {"key": "use-of-cannabis", "type": "clause", "offset": [1472, 1487]}], "hash": "c479652ddead3870d6dbca9b7b8d090c", "id": 9}, {"snippet": "CHAPTER 6 PROJECT CONCEPT AND STRATEGY FRAMEWORK", "size": 1, "samples": [{"hash": "2ecP02cVHMu", "uri": "/contracts/2ecP02cVHMu#project-rationale", "label": "Not Specified", "score": 28.3628505153, "published": true}], "snippet_links": [{"key": "project-concept", "type": "clause", "offset": [10, 25]}], "hash": "54f926775f55d4fdfcff60ab545eb861", "id": 10}], "next_curs": "CloSVGoVc35sYXdpbnNpZGVyY29udHJhY3RzcjYLEhZDbGF1c2VTbmlwcGV0R3JvdXBfdjU2Ihpwcm9qZWN0LXJhdGlvbmFsZSMwMDAwMDAwYQyiAQJlbhgAIAA=", "clause": {"parents": [["amounts-due-to-her-majesty", "Amounts Due to Her Majesty"], ["liability-and-security", "Liability and Security"], ["subcontractors", "Subcontractors"], ["project-design", "Project Design"], ["infrastructure", "Infrastructure"]], "size": 15, "title": "Project Rationale", "children": [["development-issue", "Development Issue"], ["proposed-solution", "Proposed Solution"], ["development-context", "Development Context"], ["", ""], ["outcome-measures", "Outcome measures"]], "id": "project-rationale", "related": [["project-management-plan", "Project Management Plan", "Project Management Plan"], ["project-management", "Project Management", "Project Management"], ["professional-development-and-educational-improvement", "PROFESSIONAL DEVELOPMENT AND EDUCATIONAL IMPROVEMENT", "PROFESSIONAL DEVELOPMENT AND EDUCATIONAL IMPROVEMENT"], ["elements-unsatisfactory-needs-improvement-proficient-exemplary", "Elements Unsatisfactory Needs Improvement Proficient Exemplary", "Elements Unsatisfactory Needs Improvement Proficient Exemplary"], ["project-plan", "Project Plan", "Project Plan"]], "related_snippets": [], "updated": "2025-07-07T12:37:39+00:00", "also_ask": [], "drafting_tip": null, "explanation": "The Project Rationale clause defines the underlying purpose and objectives for undertaking a particular project. It typically outlines the business needs, strategic goals, or problems the project aims to address, providing context for all parties involved. For example, it may describe how the project will improve efficiency, meet regulatory requirements, or support organizational growth. By clearly stating the reasons for the project's initiation, this clause ensures that all stakeholders have a shared understanding of its intended outcomes and helps align expectations throughout the project's lifecycle."}, "json": true, "cursor": ""}}