Road Development Clause Samples

The Road Development clause outlines the responsibilities and requirements related to the construction, improvement, or maintenance of roads within a specified project or property. Typically, it details which party is responsible for building new roads, upgrading existing ones, or ensuring access routes meet certain standards, and may set timelines, quality benchmarks, or compliance with local regulations. This clause ensures that necessary road infrastructure is provided or maintained, thereby facilitating access, supporting project logistics, and clarifying obligations to prevent disputes over road-related issues.
Road Development. Lessee shall comply with the requirements for development and closure of roads set forth in 19.2.20 NMAC.
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Road Development. The output will be about 74 km of the reconstructed section of A373 highway (between Km116 and Km190). The investment will upgrade the existing four-lane section with an international design within the existing right-of-way. The cost includes civil works and specialized consulting services, including experts to help with construction supervision and due diligence for subsequent tranches. (ii) Road sector sustainability. The outputs will be improved road safety management, which include (i) developed national road infrastructure safety strategy and road safety checklist, guidelines, and measures improving road safety management; (ii) developed road safety action plan for all the road sections under the investment programs I and II; (iii) installed solar road signs for A373 Kamchik Pass section; and (iv) developed and implemented road safety capacity development program for the Road Fund and Uzavtoyul, and public awareness programs. The Design and Monitoring Framework for this tranche is in Attachment B. Cost Estimates and Financing Plan The total cost of project 1 is estimated at $160 million equivalent, inclusive of taxes, duties, physical and price contingencies, interest and other charges on the loan during construction. The summary of the investment plan is in Table 1 and the proposed financing plan is summarized in Table 2. The detailed cost estimates by financing sources and financing plan for Project 1 are in Attachment C. Table 1: Summary Investment Plan for Project 1a Civil works 107.4 Consulting services ▇.▇ ▇▇▇▇ safety equipment 0.5 Road safety consultancy services 1.8 Recurrent costsb 0.3 Taxes and duties 25.8 Physical and price contingenciesc 17.0 Financing charges during implementationd 4.2 a In late-2010 prices. b Program Management Unit (PMU) expenses related to the PMU staff salary, operational expenses, travel, training, and other eligible expenditures. c Physical contingency is estimated at about 10% of the total base cost. Price contingency, estimated at about 5%, includes provision for potential exchange rate fluctuation under the assumption of a purchasing power parity exchange rate. d Includes interest and commitment charges. Source: Asian Development Bank estimates. Asian Development Bank 130.0 Government 30.0 Source: Asian Development Bank estimates. Loan Amount and Terms The request is for a loan of $130 million from ordinary capital resources (OCR) of the Asian Development Bank (ADB) with a 24-year term, including a grace period o...
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Related to Road Development

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

  • 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.

  • Staff Development As part of their induction, new staff will be made aware of this policy and will be asked to ensure compliance with its procedures at all times.

  • 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.

  • Skills Development The Company acknowledges the changing pace of technology in the electrical contracting industry and the need for employees to understand those changes and have the necessary skill requirements to keep the Company at the forefront of the industry. The Parties to this Agreement recognise that in order to increase the efficiency, productivity and competitiveness of the Company, a commitment to training and skill development is required. Accordingly, the parties commit themselves to: i) Developing a more highly skilled and flexible workforce. ii) Providing employees with career opportunities through appropriate training to acquire the additional skills as required by the Company. Taking into account; The current and future skill needs of the Company. The size, structure and nature of the Company. The need to develop vocational skills relevant to the Company and the Electrical Contracting Industry. Where, by agreement between the employee and employer, an employee undertakes training providing skills, which are not a company specific requirement, any time spent in the completion of this training shall be unpaid.