BACKGROUND AND GOALS. To support local government actions in the statewide fight against the Coronavirus by providing reimbursement of federally eligible expenses under the CARES Act. Coronavirus Relief Funds may be used to cover costs that are:
BACKGROUND AND GOALS. This portion of the scope of work is devoted to answering the question, "Why is the proposed service/work needed?" Provide a brief problem statement. This is where you will also briefly summarize the goals of the proposed contract. Be as clear and concise as possible. The scope of work requires quality of information, not necessarily quantity. This is also the place to note the cooperators for the project.
BACKGROUND AND GOALS. 1. The purpose of this Service Level Agreement (SLA) is to define the practices, guidelines, approvals, and security requirements for Client's access to the Purdue University identification, authentication, and authorization services provided by the IAMO.
BACKGROUND AND GOALS. In conducting the Original Research in accordance with the 1994 Collaboration Agreement, a number of GDFs, BMPs and/or Collaborative Factors were Discovered by the Parties. The Parties desire to continue their efforts to evaluate and characterize such Factors and any other Factors that were otherwise subject to the terms and conditions of the 1994 Collaboration Agreement. but wish to conduct such activities under a restructured relationship. Under such restructured relationship. GI-and JHU hereby form a sponsored research relationship whereby GI will provided certain sponsored research funding to JHU for use by JHU in evaluating and characterizing the GDFs, BMPs and Collaborative Factors and in Discovering, evaluating and characterizing Additional Factors. Additionally. until the expiration of the Collaborative Research Term, GI and MetaMorphix will continue to collaborate with respect to the evaluation and characterization of the GDFs, BMPs and Collaborative Factors which have not yet been selected or designated as either GI Factors or MetaMorphix Factors so that GI and MetaMorphix may utilize such information in selecting such Factors as either GI Factors or MetaMorphix Factors. As part of such collaboration GI will make available to MetaMorphix relevant information it receives from JHU under the Sponsored Research regarding such GDFs, BMPs and Collaborative Factors.
BACKGROUND AND GOALS. The Envision Route 7 project, which is generally described in the Route 7 Corridor Transit Study Final Report (January 2017), incorporated herein by reference the “Envision Route 7 Project”, recently completed the Envision Route 7 Phase III Conceptual Engineering Study. The key findings Envision Route 7 Phase IV‐1 Mobility Analysis Study Memorandum of Agreement May 3, 2021 from the study to date are that a Bus Rapid Transit (“BRT”) along Route 7 from Mark Center to Tysons, via the East Falls Church Xxxxx Xxxxxxx is a viable transit solution for the corridor, generally described as the “Corridor”, providing added connectivity and multimodal choices. The key activities in the preceding efforts were to estimate the potential demand and forecast the ridership, compare possible alternative modes, determine possible funding mechanisms and strategies, define the right of way, identify guideway needs, and provide a cost estimate for both capital and operating cost. The BRT showed high demand across all trip purposes. The service would benefit not only commuters with key connections to Mark Center, Tysons, and Metro; but serve other trip purposes including shopping and recreational trips. The travel demand forecast showed approximately two‐thirds of the new riders traveling for non‐work purposes. The Phase II Study focused on determining which mode best serves the Corridor, and if and where the BRT should deviate from Route 7. Following the Phase II study, NVTC conducted a conceptual engineering study (the “Envision Route 7 Phase III Planning Level Conceptual Engineering Study”). The conceptual engineering study helped to refine the project cost, identified potential areas of concern, developed a potential staging strategy, and provided guidance on preserving the required right‐of‐way. This study identified right‐of‐way that could be utilized by the BRT and provides a guide for jurisdictions in their subarea and sector planning. The next step on the Envision Route 7 Bus Rapid Transit (BRT) project will be Phase IV‐1 study. The overall objective of the Phase IV‐1 Mobility Analysis Study is to evaluate and determine the mobility benefits and impacts resulting from the proposed BRT from Tysons to Seven Corners. This effort will require the development of a traffic micro‐simulation model. FCDOT has already developed a model from Tysons to the City of Falls Church. This effort will take the model files and add approximately 3.5 miles onto the current network. The Entiti...
BACKGROUND AND GOALS. The Oregon Open Learning Hub (“the Hub”) was launched May 2020, during emergency school closures related to the COVID-19 pandemic. The Hub is intended to encourage collaboration and resource sharing among educators in Oregon, both during the pandemic and beyond. This grant project has been designed to leverage OER and the Hub to better serve Oregon’s students. By analyzing traditional data (i.e., state assessment) and incorporating anecdotes and experience, we know that students who are emergent bilingual are largely underserved throughout the state. This project aims to provide equitable access to high quality materials for educators, school staff, and other education partners. We believe this is an opportunity to provide professional learning and begin building partnerships that lead to the development of sharable, high quality materials that center students who are emergent bilingual. Using the Hub and OER to share the products of this work means that the reach will spread beyond the educators who participate in this grant project. Resources identified as high quality through this process will be shared and highlighted on the Hub for all educators across the state to access and use with their students. Resources can also easily be shared across the nation, allowing Oregon to share with and benefit from national workgroups. The 2021-22 OER Development Grant: Supporting Students who are Emergent Bilingual (“the OER Development Grant Project”) is an eight-month long project which will include three (3) Phases. In Phase One of this Project, participants will learn about OER, the Oregon Open Learning Hub (“the Hub”), Oregon’s collaboration space and repository for K-12 OER, and strategies that support students who are emergent bilingual and how these strategies can be included in OER. Additionally, they will select an OER lesson or lessons to revise to include strategies that support students who are emergent bilingual. Phase Two of this Project will focus on piloting the resources with students, and Phase Three will include a final evaluation of the resources revised throughout this process.
BACKGROUND AND GOALS. The YDD functions under the direction and control of the Youth Development Council (YDC) and the Youth Development Director. The YDC (ORS 417.847) provides direction to the YDD (ORS 417.852) and coordinates a unified and aligned system that provides services to youth aged 6 through 24. YDD community investments support community-based youth development efforts, while prioritizing grants based on indicators of community need, proven practices, and innovative approaches to serving youth. The goals of the Youth Community Investment Grants are to: • Support efforts to reduce disparities in educational success; • Improve graduation and completion rates; • Reduce youth disconnection from school; • Increase school attendance and readiness; • Remove barriers to educational engagement, achievement, and success; and • Encourage multi-sector collaboration to improve outcomes for Youth. ONLY IF FEDERAL FUNDS ALLOCATED: Title XX, Social Service Block Grant (“SSBG”) funds also contribute to the YDD goals for this Grant. SSBG specific objectives include:
BACKGROUND AND GOALS. During the 2019 legislative session, Oregon’s leaders made a real commitment to our children, our educators, our schools and our state with the passage of the Student Success Act (SSA). When fully implemented, the Student Success Act is expected to invest $2 billion in Oregon education every two (2) years; that’s a $1 billion investment in early learning and K-12 education each year. At the heart of the SSA is a commitment to improving access and opportunities for students who have been historically and are currently underserved in the education system. Under the SSA, the Latino/a/x and Indigenous Student Success Plan will address inequities experienced by Latino/a/x students through focused investments and community partnerships.
BACKGROUND AND GOALS. The Youth Development Division (YDD) functions under the direction and control of the Youth Development Council (YDC) and the YDD Director. The YDC provides direction to the YDD which then coordinates a unified and aligned system that provides services to school-age youth aged 6 through 24. In 2019, the Oregon State Legislature passed HB 3427, also known as the Student Success Act, which called for a significant investment in education initiatives, including the establishment of a Statewide Youth Reengagement System and Reengagement Fund to be administered by the YDD. The overarching goals of the Reengagement System are as follows: • Reconnection to education with supports. Reengaging youth who are disconnected or at risk of disconnecting from high school before earning a diploma or completing a GED credential, through outreach, reconnection with Educational Services programming, and supports to aid retention. • High school completion with supports. Delivery of specialized education, training, and/or support services that lead to high school graduation and GED completion for reengaged youth, in order to increase the number of graduates and completers. • Strengthened and supported career pathways and post-secondary education and training. Providing innovative, trauma-informed, cross-sector programming that meets youth where they are; providing education, training, coaching, and supports that meet each young person’s individual needs, and supporting the identification and achievement of their educational and career goals, including access to post-secondary education and training.
BACKGROUND AND GOALS. Technological and market leadership in the safety-critical market is currently based in Europe, with strong R&D investment in both small and large enterprises. However, R&D expenditures in for example the US are up to five times higher than in Europe in critical areas1, placing enormous pressure on European industry. With this context in the background, a strong collaborative effort is required to extend this leadership position in the next decade. As the EU FP7 work programme notes, “Driven by use cases addressing the grand societal challenges in Europe, the objective is to combine and expand Europe's industrial strengths in embedded and mobile computing and in control of networked embedded systems”. It is of importance to deal efficiently with these challenges and not to re-invent the wheel every time, but rather base innovation on the wealth that has already been made available and as such ‘stand on the shoulders of giants’ and build on the following three pillars: Connect, share and learn from previous experiences Make technology accessible Strong and focused European Community The major impact achieved by mixed-criticality systems is to provide support for systems combining multiple and different criticality levels on multi-core and networked platforms whilst maintaining required reliability, safety and security guarantees “by design”. DREAMS will significantly increase the efficiency of the overall system architectures used across a diverse range of industrial sectors that employ critical systems. The mixed-criticality community activities in DREAMS are aimed to achieve additional value with marginal additional costs. The overall goals for the Community Building activities in DREAMS are: Cross-fertilization of European industry and strong cooperation between European universities, R&D centers, large enterprises and SMEs. Eased access to leading edge technology, contacts to complementary SMEs, support on the take-up and use of technology and tools as well as support and participation in standardization activities. This is facilitated by harmonization of mixed-criticality efforts allowing for long-term reduction of development efforts and increased innovation uptake, by building on the expertise in the European mixed- criticality community and promoting knowledge exchange. Streamlining of research efforts is achieved by identifying industrial needs and research challenges in the innovation and research roadmap that is shared among European st...
