Activity Management Sample Clauses
The Activity Management clause defines how activities under an agreement are organized, monitored, and controlled. It typically outlines the responsibilities of each party in planning, tracking progress, reporting, and making adjustments to scheduled tasks or deliverables. For example, it may require regular status updates, designate a project manager, or set procedures for handling changes in scope. The core function of this clause is to ensure that all parties have a clear framework for managing project activities, thereby reducing misunderstandings and helping to keep the project on track.
Activity Management. This activity will be managed by the PD. The agenda of the policy groups will be determined by their respective Chairs in consultation with the PD, and supported technically by the staff in this activity through the preparation of discussion documents and note taking, and administratively by the PO established in WP1 though meeting logistics. The dissemination manager employed in TNA2.2, will coordinate the other members of the dissemination team and the staff located in the NGIs and related projects. The policy development manager employed on TNA2.3 will coordinate the work of the local staff and those in the NGIs contributing to the discussion in policy matters.
Activity Management. (a) Each party must nominate a Contact Officer for the purposes of this deed.
(b) A party’s Contact Officer is responsible for:
(i) receiving communications;
(ii) issuing and signing notices; and
(iii) responding to requests or directions, on behalf of that party.
(c) A party may, from time to time, change the Contact Officer by written notice to the other party in accordance with clause 20.
(d) Either party may request to meet with the other party to review the performance of the Activity and this deed.
Activity Management. Technical Advisory Panels (TAPs). This quarter saw the relaunching and start-up of several TAPs with new leadership and membership following the reprioritization of the TAPs during Y3 work plan development. This reprioritization included: creating an Adaptive Management TAP separate from the Integration and Sustainability (I&S) TAP; relaunching the Social and Behavior Change (SBC) TAP with increased technical leadership from Save the Children; dissolving the Emergency Programming TAP and infusing emergency programming expertise within all TAPs; and dissolving the Social Inclusion TAP in anticipation of the Gender & Youth Associate Award. TAP Coordinators and Technical Leads held a quarterly check-in meeting on November 10 to review progress, challenges, and opportunities for enhancing technical thought leadership across our content focus areas (CFAs). The focus of this quarter’s meeting was harmonizing TAP operational guidelines and exploring areas for collaboration. Internal Adaptive Management & Learning. A new initiative under IDEAL’s internal adaptive management & learning plan was launched in Q1: BHA Teatime. BHA Teatime is an Activity-wide learning initiative focused on building cross-team understanding of BHA’s prioritized documents, guidance and policies, supported by an easy- to-access set of resources, glossary of terms, and materials. This quarter IDEAL held two Teatimes – one on the legacy FFP Food Assistance & Food Security Strategy and one on the legacy FFP Food Assistance and Food Security Programmatic Learning Agenda. IDEAL welcomed ▇▇▇’s Applied Learning Team Lead ▇▇▇▇ ▇▇▇▇▇▇ as a guest speaker for the Learning Agenda Teatime. Quarterly Report PURPOSE 1: IMPROVED INSTITUTIONAL AND STAFF CAPACITY FOR INTEGRATED ACTIVITY DESIGN AND IMPLEMENTATION OF ESSENTIAL ELEMENTS OF QUALITY PROGRAMMING
Activity Management