Project Cost Overruns In the event that the Recipient determines that the moneys granted pursuant to Section II hereof, together with the Local Subdivision Contribution, are insufficient to pay in full the costs of the Project, the Recipient may make a request for supplemental assistance to its District Committee. The Recipient must demonstrate that such funding is necessary for the completion of the Project and the cost overrun was the result of circumstances beyond the Recipient's control, that it could not have been avoided with the exercise of due care, and that such circumstances could not have been anticipated at the time of the Recipient's initial application. Should the District Committee approve such request the action shall be recorded in the District Committee's official meeting minutes and provided to the OPWC Director for the execution of an amendment to this Agreement.
Project Completion The Contractor agrees to schedule a final job walk with the County. If required, the County will prepare a list of incomplete items, the “Punch List”. The Contractor agrees to complete the “Punch List” corrections and schedule a final project completion job walk. The County will sign the “Punch List” as completed when determined, the project is finished. The Contractor agrees to submit the following along with its final payment request:
Project 3.01. The Recipient declares its commitment to the objectives of the Project. To this end, the Recipient shall carry out the Project in accordance with the provisions of Article IV of the General Conditions.
Project Cost An updated cost spreadsheet reflecting the current forecasted cost vs. the latest approved budget vs. the baseline budget should be included in this section. One way to track project cost is to show: (1) Baseline Budget, (2) Latest Approved Budget, (3) Current Forecasted Cost Estimate, (4) Expenditures or Commitments to Date, and (5) Variance between Current Forecasted Cost and Latest Approved Budget. Line items should include all significant cost centers, such as prior costs, right-of-way, preliminary engineering, environmental mitigation, general engineering consultant, section design contracts, construction administration, utilities, construction packages, force accounts/task orders, wrap-up insurance, construction contingencies, management contingencies, and other contingencies. The line items can be broken-up in enough detail such that specific areas of cost change can be sufficiently tracked and future improvements made to the overall cost estimating methodology. A Program Total line should be included at the bottom of the spreadsheet. Narratives, tables, and/or graphs should accompany the updated cost spreadsheet, basically detailing the current cost status, reasons for cost deviations, impacts of cost overruns, and efforts to mitigate cost overruns. The following information should be provided:
Project Overview With ever growing size of cities, ensuring high levels of physical security without significantly increasing the number of security personnel or budget seems to be a daunting task. A heightened sense of security and ever increasing challenges require new tactics with more access to integrated system and centralized information. This necessitates the need of designing and implementing Command and Control centers for critical infrastructure across different cities. A command and control center (CCC) in City Surveillance and Incident Response Project refers to a secure building in a government that operates as the surveillance monitoring center, coordination office and alarm monitoring center all in one. The CCC includes Video Surveillance room, Dial 100 Control room, Forensic Investigation Room, ITMS room and Data center & FMS/NOC Room. The CCC is the “nerve center” - a central administrative location from where overall assets and activities are monitored and managed. The command and control centers would be operated by State Police department. City Surveillance system would involve installation of high definition fixed and PTZ IP cameras, capable of providing optical zoom, to obtain quality video stream day in and day out for the Command & Control Center. A diversified IP based network infrastructure backbone would be deployed involving high speed fibre optics/ wireless technologies to carry video from cameras to the command and control center. The CCC would be equipped with huge video walls, workstations, video management servers and video data storage clusters of several hundred terabytes. The Command and Control Center would integrate with various security systems and sensors and enable the operators to carry out the coordinated response plans effectively. The Command & Control solution would allow the Video Surveillance Room operator/ Dial 100 operator to monitor the cameras, collect inputs, dissect information and make actionable recommendations. The system would provide configurable rules Collaborative Change Management monitoring-Feeds from various public and Capacity Building places where systems which include are already installed training of police like malls, personnel on various community centers, software's like airport and railway VMS,CCC,Dial station etc. 100,Forensic etc. Edge Equipments Network Connectivity (Cameras, Sensors, (Optical Fibre, Radio Panic Button, ITMS Communication, PRI etc.) Line, Switch etc.) with tailored alerts, dashboard visualizations, intelligent role based work flow, response tools and situation collaboration. Surveillance and Incident response project This RFP intends to select System Integrator’s who will be responsible for supply, installation, commissioning of procured items under this rate contract and FMS of Edge Equipments/items procured under this rate contract, existing items available in Abhay Command Center in 26 districts and items to be procured till project completion for this project in different cities of Rajasthan. Rate Contract for Supply, Installation, commissioning and FMS of Edge equipment’s under Surveillance and Incident Response Project in the State of Rajasthan (After Pre-bid)
