Constraints and Dependencies. The main assumption for the timely delivery of this study is premised on the ability of the research organisation to mobilise its personnel at short notice and deliver as per the schedule noted in the ToRs. It is also dependent on interwork with stakeholders, and stakeholder/recipient schedules and availability.
Constraints and Dependencies. The service provider must be prepared to work with a diversity of stakeholders (e.g. academics, business representatives, civil society organisations and other government departments and so on). The service provider will be expected to be in possession of recording devices and the necessary IT equipment e.g. a laptop. The contract for the service provider will begin as soon as they receive the appointment letter and will run for the said duration in the contract. Finally, the appointed service provider is expected to engage with government and non-governmental stakeholders in undertaking the work set out above. The purpose of the TWG-M is to provide technical advice, coordinate and align the mitigation work at a sectoral level and for the whole economy. This work of the TWG-M will inter alia, cover the following: To develop a list of sectors as the basis for mitigation analysis To design a process aimed at defining desired emission reduction outcomes, including the consideration of carbon budgets and other appropriate mitigation approaches for application to different sectors. To oversee the assessment of mitigation potential and best available mitigation options in all sectors of the economy. To oversee the assessment of economic, environmental and social impacts of proposed mitigation approaches. To provide advice on mitigation measures which could be applied for each economic sector, in order to achieve the desired mitigation outcome. To provide advice on an appropriate process leading to the formulation of desired emission reduction outcomes and related action plans for economic sectors and subsectors.
Constraints and Dependencies. Financial: given the current climate it is recognised that the project is likely to be constrained financially. The affordability of the project will continue to be fully tested through each of the approval stages; this will include the development of a fully detailed revenue model within the Outline Business case. Once the project budget is set, the project will require to be delivered within this. Programme: given the risks associated with the current arrangements, there is a need to deliver the project as quickly as possible. Quality: the project will require to comply with all applicable healthcare guidance and achieve the Achieving Excellence Design Evaluation Tool (AEDET) pre-defined target criteria across all categories. Sustainability: as the preferred option is a new build there will be a requirement to achieve British Research Establishment Environment Assessment Method (BREEAM) ’excellent’. Site: as the preferred option is a new build within a built-up area delivery of the project will be restricted and constrained. Careful planning will be required to plan how the project can be delivered efficiently and safely with minimal disturbance to surrounding residents and local businesses. Dependencies associated with the build phase will be tested in development of the Outline Business Case. These risks will then be reviewed in more detail at the Outline Business Case stage. The process of risk management will continue throughout the life of the project and then transfer to the operational management of the organisation. In addition to the Investment Objectives set out in section 2, the stakeholders have identified several factors which, while not direct objectives of the investment, will be critical for the success of the project.
Constraints and Dependencies. Financial: given the current climate it is recognised that the project is likely to be constrained financially. Once the project budget is set, the project will require to be delivered within this. Programme: given the risks associated with the current arrangements, there is a need to deliver the project as quickly as possible. Quality: the project will require to comply with all applicable healthcare guidance and achieve the Achieving Excellence Design Evaluation Tool (AEDET) pre-defined target criteria across all categories.
Constraints and Dependencies. There are a number of key constraints with the delivery of this project including: • Options must provide flexibility to respond to future service requirements; • Continuity of current service must be maintained during planning and implementation of Project; • Staff time (managerial and operational) to devote to assisting with project planning, testing and business case development; • Requirements to deliver within the capital budget for the project; • Ability to implement due to competing organisational priorities; • Ability to release staff for training due to other organisational priorities. • The ability to integrate solution with existing and future vehicle build; • The physical space available within the current scheduled care fleet to fit the hardware; • Amount of change currently ongoing within the Service to deliver the objectives of the strategic framework. The following dependencies have also been identified: • The extension of the current mobile data contract with Terrafix Ltd; • The objectives of the Service’s strategic framework Towards 2020 - Taking care to the patient; • The development and objectives of the Service’s new strategic framework (2021 – 2030); • The development and outcomes of local and national initiatives, such as The Lothian Flow Centre, in managing patient transport journeys.
Constraints and Dependencies. 9.1 Requirement to identify other similar projects to be delivered by hub South East Scotland Limited (hubCo) on similar timelines to deliver value for money through bundling.
9.2 Timescale for confirmation by West Lothian Council following the local elections in May 2012.
Constraints and Dependencies. Ensuring the sustainability of the Fund (beyond the initial two‐year period of DFID support) is paramount to its success. A key challenge will therefore be to ensure that the GoR is supported to take over responsibility for management of the Fund by the end of the two year period. A constraint to the success of the Fund will be the extent to which resources are available to finance suitable proposals. A key objective of the FMT will therefore be to identify sources of external funding (e.g. from bilateral and multi‐lateral development partners and other international sources of finance) to complement GoR resources and support the delivery of Fund objectives.
Constraints and Dependencies. It is a requirement that the Supplier has the necessary authorization and accreditation to work in Kenya and this should be demonstrated in the technical proposal.
Constraints and Dependencies. The TAS will advance resources which will be reimbursed by DFID through milestone/deliverable linked payments. The Consultancy will be for a period of about 30 months (October 2012-March 2015) with a mid-term review scheduled for end-2013. If circumstances require further extension beyond the original contract duration/agreed extensions, DFID will consider doing so by means of the negotiated procedure. DFID will commission an independent mid-term review exercise which will not only evaluate performance of MPUSP-2, but also assess performance of the TAS. Necessary structural changes to the TAS team, based on feedback of the mid-term review and MSU, will be undertaken, and in case of poor performance by the TAS, this could include early closure of the contract. The Procurement Manual prepared under MPUSP will be the guiding document for all GoMP-led procurement under MPUSP-2; the TAS is expected to provide necessary technical/procurement support for the same. However, under MPUSP-2, for relevant contracts, it is proposed that these be output-based, and where plausible, include milestone-based payments (service level agreements) options. Learning from the first phase of MPUSP indicate the need for the TAS to remain constantly engaged with MSU, UADD and target ULBs towards effective delivery of program outputs. While substantial procurement capacities have been built within MSU and target ULBs, learning from first phase indicate the need for the TAS to provide quality control and, where required, handholding support. MPUSP-2 looks at a substantial shift in approach wherein slum specific interventions are being scaled up to city-scale interventions. The program will look towards catalysing the private sector towards increasing private investments in urban basic services financing, pilot initiatives that promote effective women empowerment in urban areas, and focus on low-carbon city development. The TAS provider will be expected to ensure that these new approaches are tested within conducive regulatory and institutional frameworks, with enough flexibility built in to ensure that interventions approaches can be effectively modified to suit on-ground conditions and challenges.
Constraints and Dependencies. The consultation, review and report writing process must be completed by 16 August 2013 with a draft of preliminary findings by 1 June 2013. The knowledge management system is to be delivered at the same time as the final report. The final report and outcome reports will be designed and published online by DFID. The supplier should provide DFID with the written draft in Microsoft Word and relevant charts, tables, diagrams and illustrations.
