Cultural Resources Review Sample Clauses

Cultural Resources Review. (Appendix H) to describe planned undertakings. When the CRS visits projects a Cultural Resources Trip Report (Appendix I) will be prepared and submitted to the Xxxxxxxxxxx-Xxxxxx Community. Hard and/or digital copies of compliance documentation for individual practices will be filed at the respective NRCS field office and the Cultural Resources Specialist’s office in Vermont. The NRCS shall provide the Xxxxxxxxxxx-Xxxxxx Community with an annual report containing a summary of all of the undertaking-related information described in Stipulation XI.A above. When reporting summary information on sites avoided, the NRCS will list the location and number of practices moved, number of practices changed, number of NRCS withdrawals of assistance and the number of landowner withdrawals. The NRCS will list the number of cultural resources reported, the number of resources impacted, the number of resources found significant, and the number of historic properties suffering adverse effects. Recommendations, if any, for revising and improving the summary documentation will be provided as part of the Annual Report. Every year following the execution of this agreement, commencing December 1, 2015, until it expires or is terminated, the NRCS Vermont State Conservationist shall provide all consulting parties (including those parties who participate in the consultation but do not sign the agreement) and the FPO a summary report detailing work undertaken pursuant to its terms, including a list of undertakings falling under Appendix A as well as undertakings that required further review; a summary of the nature and content of meetings held with Xxxxxxxxxxx-Xxxxxx Community, SHPO/Indian tribes/NHOs; and an assessment of the overall effectiveness of the State-based Prototype Agreement. Such report shall include any scheduling changes proposed, any problems encountered, and any disputes and objections received in NRCS’ efforts to carry out the terms of this agreement. The NRCS FPO shall use the state reports to provide, through the NRCS SPO, an annual report to the ACHP. The State Conservationist shall use the state report to assess the need for annual meetings with the Xxxxxxxxxxx-Xxxxxx Community, SHPO, and Indian tribes each fiscal year. The State Conservationist will participate in an annual review with the NRCS Regional Conservationist regarding the effectiveness of the prototype agreement and submit a written (email) report following this review to the SPO (Deputy Chief for ...
Sample 1
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Cultural Resources Review. CEQA compliance requires agencies to identify the significant environmental impacts of the action and to avoid or mitigate those impacts, if feasible. Impacts to important cultural resources are an impact on the environment. To assist the City with its compliance obligations, HDR will prepare a memorandum summarizing previous archaeological and built environment Ms. Xxxxxxxx Xxxxx December 7, 2022 Page 7 studies identifying known and previously unrecorded archaeological and built environment resources within the boundaries of the Levee Embankment Stabilization Project. Based on the NEPA cultural resource documentation prepared by FEMA and provided by the City, archaeological resources and the built environment have already been reviewed for this Project. The study did not identify any archaeological resources and concluded that the Pajaro River Levee does not meet any of the National Register significance criteria. Therefore, no other technical studies are necessary. The draft version of the cultural resources summary memo will be submitted electronically to the City for review and comment. Comments and edits will be addressed, and the final version of the memo will be prepared and submitted to the City as well as included in the XXX and supplemental information package.
Sample 1
Cultural Resources Review. Study The County shall complete a cultural resources review to evaluate whether the Disposal Area may contain culturally significant resources. The County shall conduct project review and consultation with the Oregon State Historic Preservation Office (SHPO) and the Confederated Tribes of the Warm Springs. Based on the results of the initial review, more detailed evaluation may be required. Initial SHPO review shall consist of development and electronic submittal of the following items: (1) A completed Oregon SHPO Submittal Form. (2) Brief description of the proposed activity, including the depth of ground disturbance. (3) The address and city or legal description (township, range, section) of the project area. (4) A map which clearly marks the project location. Consultation with the Confederated Tribes of the Warm Springs shall involve communicating similar project information as used for the initial SHPO consultation. If it is determined that there is a high likelihood of a known archaeological site in the project area on private lands, additional consultation or archeological investigations may be required. The County, with assistance from its contractor(s) shall prepare a letter report summarizing the consultation with SHPO and the Confederated Tribes of the Warm Springs. The letter report will be prepared in final form and provided to DEQ.
Sample 1

Related to Cultural Resources Review

  • Cultural Resources If a cultural resource is discovered, the Purchaser shall immediately suspend all operations in the vicinity of the cultural resource and notify the Forest Officer. Operations may only resume if authorized by the Forest Officer. Cultural resources identified and protected elsewhere in this contract are exempted from this clause. Cultural resources, once discovered or identified, are not to be disturbed by the Purchaser, or his, her or its employees and/or sub- contractors.

  • Staffing Plan The Board and the Association agree that optimum class size is an important aspect of the effective educational program. The Polk County School Staffing Plan shall be constructed each year according to the procedures set forth in Board Policy and, upon adoption, shall become Board Policy.

  • COUNTY’S QUALITY ASSURANCE PLAN The County or its agent will evaluate the Contractor’s performance under this Contract on not less than an annual basis. Such evaluation will include assessing the Contractor’s compliance with all Contract terms and conditions and performance standards. Contractor deficiencies which the County determines are severe or continuing and that may place performance of the Contract in jeopardy if not corrected will be reported to the Board of Supervisors. The report will include improvement/corrective action measures taken by the County and the Contractor. If improvement does not occur consistent with the corrective action measures, the County may terminate this Contract or impose other penalties as specified in this Contract.

  • Training Plan 19.6.1 An apprentice shall be a party to an individual Training Plan. 19.6.2 The Training Plan sets out the training that the apprentice will do both on – the – job and off – the – job. The Training Plan also sets out how the Registered Training Organisation (RTO) will ensure the apprentice will receive quality training – both on – the – job and off – the – job. 19.6.3 The Training Plan reflects the choices made by the employer and the apprentice in relation to:-

  • Additional Resources The WLSC may establish workgroups that include other department representatives and/or subject matter experts. These subcommittees shall conform with rules established by the WLSC.

  • Training Program It is agreed that there shall be an Apprenticeship Training Program, the provisions of which are set forth in Exhibit "D", which is attached hereto and forms part of this Agreement.

  • Quality Assurance Program An employee shall be entitled to leave of absence without loss of earnings from her or his regularly scheduled working hours for the purpose of writing examinations required by the College of Nurses of Ontario arising out of the Quality Assurance Program.

  • Project Management Plan 3.2.1 Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan, Good Industry Practice and applicable Law. 3.2.2 Developer shall develop the Project Management Plan and its component parts, plans and other documentation in accordance with the requirements set forth in Section 1.5.2.5

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative. 17.2 The Contractor will ensure that there will be dedicated resources to enable the smooth running of the Framework Agreement and a clear plan of contacts at various levels within the Contractor's organisation. Framework Public Bodies may look to migrate to this Framework Agreement as and when their current contractual arrangements expire. The Contractor will where necessary assign additional personnel to this Framework Agreement to ensure agreed service levels are maintained and to ensure a consistent level of service is delivered to all Framework Public Bodies. 17.3 In addition to annual meetings with the Authority's Strategic Contract Manager, the Contractor is expected to develop relationships with nominated individuals within each of the Framework Public Bodies to ensure that the level of service provided on a local basis is satisfactory. Where specific problems are identified locally, the Contractor will attempt to resolve such problems with the nominated individual within that organisation. The Authority's Strategic Contract Manager will liaise (or meet as appropriate) regularly with the Framework Public Bodies' Contract Manager, and where common problems are identified, it will be the responsibility of the Contractor to liaise with the Authority's Strategic Contract Manager to agree a satisfactory course of action. Where the Contractor becomes aware of a trend that would have a negative effect on one or more of the Framework Public Bodies, they should immediately notify the Authority's Strategic Contract Manager to discuss corrective action. 17.4 Regular meetings, frequency to be advised by Framework Public Body, will be held between the Framework Public Bodies' Contract Manager and the Contractor's representative to review the performance of their Call-Off Contract(s) under this Framework Agreement against the agreed service levels as measured through Key Performance Indicators (KPIs). Reports will be provided by the Contractor to the Framework Public Bodies' Contract Manager at least 14 days prior to the these meetings. 17.5 Performance review meetings will also be held annually, between the Authority's Strategic Contract Manager and the Contractor's representative to review the performance of the Framework Agreement against the agreed service levels as measured through Key Performance Indicators. A summary of the quarterly reports will be provided by the Contractor at least 14 days prior to these meetings. 17.6 The Authority will gather the outputs from contract management to review under the areas detailed in the table below. Provision of management reports 90% to be submitted within 10 working days of the month end Report any incident affecting the delivery of the Service(s) to the Framework Public Body 100% to be reported in writing to FPB within 24 hours of the incident being reported by telephone/email Prompt payment of sub-contractors and/or consortia members (if applicable). Maximum of 30 from receipt of payment from Framework Public Bodies, 10 days target 100% within 30 days

  • PERFORMANCE MANAGEMENT SYSTEM 6.1 The Performance Plan (Annexure A) to this Agreement sets out – 6.1.1 The standards and procedures for evaluating the Employee’s performance; and 6.1.2 The intervals for the evaluation of the Employee’s performance. 6.2 Despite the establishment of agreed intervals for evaluation, the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; 6.3 Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; 6.4 The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (IDP) as described in 6.6 – 6.12 below; 6.5 The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; 6.6 Assessment of the achievement of results as outlined in the performance plan: 6.6.1 Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI, and the score of the employer will be given to and explained to the Employee during the assessment interview. 6.6.2 A rating on the five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; 6.6.3 The Employee will submit his self-evaluation to the Employer prior to the formal assessment; 6.6.4 In the instance where the employee could not perform due to reasons outside the control of the employer and employee, the KPI will not be considered during the evaluation. The employee should provide sufficient evidence in such instances; and 6.6.5 An overall score will be calculated based on the total of the individual scores calculated above.

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