Cost Efficiency Sample Clauses

Cost Efficiency. All parties agree to use the most cost­efficient resources as applicable. It is a goal of agencies on this plan to provide cost efficient services. Agency administrators will make every effort to ensure cost effectiveness during firefighting operations. However, cost efficiencies will not take priority over firefighter or public safety. Additionally, the potential long­term financial impacts of the fire should be considered and balanced against the short­term costs savings of not ordering needed resources.
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Cost Efficiency. Jurisdictions may identify, in Sub-Geographic Operating Plans, conditions under which cost efficiency may dictate where suppression strategies and tactical actions are taken (i.e., it may be more cost effective to put the containment line along an open grassland than along a mid-slope in timber). Points to consider include loss and benefit to land, values at risk, resource, social and political values, and existing legal statutes.
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Cost Efficiency. The cost-efficiency is adequate.  There are no lower cost alternatives to achieve the same impact. In Estonia there hasn´t been a research about whether this program is more cost-efficient in compared to other programs. However, calculations have been made to estimate how high the costs would be when implementing the program. The total cost of implementing the program here in Tallinn has been estimated at 22 277,89 €. The costs include the following:  Salaries for professionals (including pre-interviews, network meeting and group sessions for parents- 13 695,76 €  Room rent- 3650,00 €  Catering- 1280,00 €  Office material (paper, colours, pencils, etc.)- 858,00 €  Communication costs (internet and phone bills)- 332,97 €  Transportation costs- 480,00 €  Translation of the training material- 495,00 €  Cleaning (after training)- 24 €  Webpage domain and renewal of the page - 212,16 € Promotion of the program (leaflets, workshops)- 1250,00 €
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Cost Efficiency. 🞎 The cost-efficiency is adequate. 🞎 There are no lower cost alternatives to achieve the same impact. In Estonia there has not been a cost-efficiency alternatives research made for the P.E.T. program before implementing it.
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Cost Efficiency. Both Parties undertake to use reasonable commercial efforts to evaluate opportunities to improve cost efficiency in order to achieve cost savings. Either Party shall forthwith inform the other Party on any potential for cost savings and shall, if available, provide corresponding information. The Parties shall enter into good faith negotiations to agree on the implementation of measures to improve cost efficiency and on the sharing of the corresponding costs and benefits.
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Cost Efficiency. Regardless of whether there exists an associated Service Level, PwC Firm will be no less efficient in its use of the resources or services necessary to provide the Services than it is in its use of resources and services to provide similar services in similar circumstances for Itself.
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Cost Efficiency. ‌ As pointed out by the OECD, the economic efficiency of voluntary approaches is generally low because they seldom incorporate mechanisms to equalise marginal abatement costs across all entities, and because environmental targets tend to be set for individual firms or sectors rather than at a national level (OECD, 2003: 12). However, they can outperform traditional ‘command-and-control’ regulations because they provide a more flexible path to reach a given target (Ibid.). Cost estimates for emission reductions achieved through the CCA are unavailable at this point, so a valid evaluation of the instrument’s cost efficiency is impossible. In 2006, the UK government developed a ‘cost-effectiveness indicator‘ for CCA and estimated that the scheme would bring the UK a net benefit of GBP 90 (EUR 102) for every tonne of carbon the policy saves (NAO, 2007: 24). This net benefit arises because businesses were expected to save more in energy bills than they would spend spent on new investments. AEA Technology calculated the value of lifetime savings in energy costs, net of investment expenditure, to be between GBP 2.3–3.2 billion (EUR 2.6–3.6 billion) (Ibid.). The GBP 90/tC (EUR 102 tC) indicator also reflected the benefit of improved air quality as a result of fewer emissions, valued at GBP 0.5 billion (EUR 0.6 billion) over the lifetime of the policy. Another relevant factor for cost efficiency is administrative costs for both the government and scheme participants. Some surveys have shown that most businesses considered administration of the CCA to be simple (NAO, 2007). The government has also provided estimates of the administrative costs of CCAs (with the old scheme design) for the period of 2012–2020, which totalled GBP 52 million (EUR 29 million) (see details in Table 6). An impact analysis showed further net savings for admin costs for industry upon simplifying and streamlining the scheme design for phase 2 (DECC, 2011: 35). This shows that the administration cost of the CCA scheme is rather low, for example in comparison with another peer policy CRC, which was estimated to be GBP 534 million (EUR 606 million) for the period of 2011–2030 (NAO, 2011)41. Table 6: Administration costs (2012–2020), estimated based on old scheme design (DECC, 2011: 35) Cost category £ (000), (2009 Figures) Sector association 4,235 Operator 31,573 Total admin costs for industry 43,740 Cost to government 7,933 41 The administration costs of CCA would be GBP 115 million (EUR 130 mi...
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Cost Efficiency. 🗷 The cost-efficiency is adequate. 🞎 There are no lower cost alternatives to achieve the same impact. The expenses and income calculation procedure of the parents program "Incredible years" is illustrative and the rate of return found based on it is preliminary as the analysis requires a significant amount of additional information in the context of Estonia. However, based on the analysis, it can be said that the program will be profitable. According to the analysis, the Estonian pilot project of the parents program "Incredible years" has the internal rate of return (IRR) of 23%, with a 95% probability of being 19-27% and a net present value (NPV) of 12 199 €, with a 95% probability of being between 8 724 and 16 595€ per each child that completed the program. The results are also supported by the international IA program's cost-effectiveness and expense-income scientific research. 12
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Related to Cost Efficiency

  • Cost Allocation Cost allocation of Generator Interconnection Related Upgrades shall be in accordance with Schedule 11 of Section II of the Tariff.

  • Timetable In order to set a timetable and procedural framework within which the subcommittees will accomplish their tasks, the parties have further agreed to the following: The subcommittees referenced in Section 1 above will be appointed and have their first organizational meeting within six (6) weeks of the date of the MOU ratification. Each subcommittee shall provide to the Head of the affected Department a final report no later than thirty (30) weeks after the date of the MOU ratification. The Department Head who receives a final report will meet with the LMC to provide feedback on the report, indicating areas of acceptance and explaining the reasons for rejecting any of the recommendations in the report.

  • Timeline Contractor must perform the Services and deliver the Deliverables according to the following timeline: • •

  • Project Schedule Construction must begin within 30 days of the date set forth in Appendix A, Page 2, for the start of construction, or this Agreement may become null and void, at the sole discretion of the Director. However, the Recipient may apply to the Director in writing for an extension of the date to initiate construction. The Recipient shall specify the reasons for the delay in the start of construction and provide the Director with a new start of construction date. The Director will review such requests for extensions and may extend the start date, providing that the Project can be completed within a reasonable time frame.

  • Budget The System Agency allocated share by State Fiscal Year is as follows:

  • Stability 14.01 Maintain a documented, ongoing stability program to monitor the stability of the Product using stability indicating procedures. X 14.02 Data analysis and trending reporting will be performed. X

  • Project Scope The physical scope of the Project shall be limited to only those capital improvements as described in Appendix A of this Agreement. In the event that circumstances require a change in such physical scope, the change must be approved by the District Committee, recorded in the District Committee's official meeting minutes, and provided to the OPWC Director for the execution of an amendment to this Agreement.

  • Strategic Plan (1) Within ninety (90) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include:

  • Decommissioning The expenditure for Decommissioning will be estimated on the basis of technical studies undertaken by the Contractor, to be agreed by the National Petroleum Agency, as part of each Field Development Program and revised as necessary.

  • Continuity Except as expressly modified hereby, the terms and provisions of the Agreement and all instruments, agreements or other documents executed and delivered in connection therewith shall continue in full force and effect. Whenever the “Agreement” is referenced in the Agreement or any of the instruments, agreements or other documents executed and delivered in connection therewith, such references shall be deemed to mean the Agreement as modified hereby.

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