Strategy Development. Consultant will review proposed project plans and drawings and incorporate all pertinent content into a summary memorandum or letter which provides a timeline and outline for the strategic development of a permitting strategy in accordance with Regulatory Agency regulations. Task 10 - USACE Permittee Responsible Mitigation Plan Development Consultant will develop a permittee responsible mitigation plan required for relevant resource type/types impacted by any Authority proposed project.
Strategy Development. In developing the iAtlantic DECS, the following steps were followed to identify goals and audiences, develop a plan for engagement, and determine how to monitor the effectiveness of such activities. Process step Outcomes and actions
Strategy Development. The overall objective for this initial scope of work is to develop the strategic blueprints for creating a market defining Web presence for Xxxxxx.xxx. The initial concepts presented in the THINK New Ideas, Inc. (THINK) proposal will be a key driver in defining the project. THINK agrees to provide the services in the following categories to accomplish the above stated objective:
Strategy Development. Section 1: The context of strategy development
Strategy Development. In strategy development phase, there are already some targets that support district level refurbishment. Owners, users and authorities have some needs to improve district. Activator is owners’ representative and responsible for strategy development phase. Upper level vision needs to be recognised and all actors needs to feel commitment about the vision in order to proceed and creating foundation of a successful project. When vision is clear strategies can be start to build. Strategy is the path how shared vision can be accomplished. Activator makes first preliminary studies for possibilities and challenges of the project. Level of detail for preliminary studies depends on nature of the project and user, owners and authorities. Preliminary studies need to be develop as far as it is required so that all project parties involved in this stage of the project feels commitment and are comfortable to move forward in the project. Outcomes of this phase are vision and preliminary targets, preliminary procurement strategy and preliminary budget or target cost. The process indicator for this phase is participation but it may not be very intensive. The key performance indicators for this phase are NZE and target ROI. Gentrification profile is created and evaluated how it will evolved after refurbishment.
Strategy Development. The PPO is responsible for the strategy and vision development and initiation of the project development. The PPO can invite other building owners and stakeholders to join the project either during the strategy and vision process phase or group refurbishment development phase. The invited owners have buildings at an appropriate distance or buildings that can contribute to the value development and valuation of the district. As the project owner, the PPO can select building owners according to the vision of the project and not necessarily all the building owners in the district. Also, the district area can be smaller than the district itself; However, the area can become a landmark of the district and the city. The strategy development phase starts the value development process. The value creation in the PPM can relate to intangible values such as image, valuation and brand of the district, and positive publicity. If the PPO is a business the intangible values can be more important on the long run than direct financial gains on the short run after the project finalisation. The strategy development phase delivers the strategy and vision and project targets. The PPO’s task is to find building owners who share the PPO’s vision for the development. The KPI’s for the process phase and the process procedure are NZE and Awareness raising. The authority’s role is important in this phase as the project targets are ready for municipal decision- making.
Strategy Development. 2.4 In addition to the mechanics of the preparation process, it is important to understand how the main strands of the strategy (such as Baseline Data, Consultation, and Waste Management Options) have evolved. This is best achieved by looking at each strand in turn. Baseline Data
Strategy Development. The Department of Ecology is participating with EPA Region 10 and other Region 10 States in the development of a regional compliance assistance strategy. Tentatively, the initial DRAFT of the Compliance Assistance Strategy will be completed during 1998. Its completion will provide greater understanding of alternative methods of enforcement and will clear up many misconceptions concerning the role of alternative enforcement. Each Program will establish compliance assistance initiatives. The details and commitments of these initiatives will be described in individual program compliance assistance strategies. Reporting of compliance assistance results will take place during individual program mid-and year-end reviews. Additional information on Ecology programs aimed at compliance assistance is included in Section Three Compliance, II ALTERNATIVE METHODS TO ACHIEVE COMPLIANCE.
Strategy Development. The ATI develops a market aligned technology strategy by gathering and analysing information from Organisations and Projects in line with the Permitted Purposes, to validate the development of its strategy creation generated by its own research. A public document is published with refreshes as deemed required by the ATI and its board members but for the avoidance of doubt no Confidential Information will be shared externally by the ATI or shared with the ATI’s Advisory Structures.
Strategy Development. Based on current activities and operations, develop alternative strategies and approaches for improving handling and modifying GIS based collection system base maps during system operation and maintenance including processes for updating the GIS data when an error is found in the data. Consider hardware/software alternatives and electronic accessibility alternatives. 806.3 Collection System Base Map Accessibility Approaches and Systems TM and MTG-807. Document alternative strategies and approaches in the Collection System Base Map Accessibility Approaches and Systems TM. At MTG-807 discuss the TM with the City and develop a preferred approach.
