Delivery Strategy Sample Clauses

Delivery Strategy. Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete: • Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and • Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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Delivery Strategy. (a) CRL shall develop the Delivery Strategy so as to satisfy the Sponsors with regard to its maturity at Review Point 3. (b) Without prejudice to Clause 3.5(a), CRL may develop the Delivery Strategy in such manner as it considers appropriate and may amend, vary or supplement the Delivery Strategy, provided that: (i) it is, at all times, consistent with CRL's obligations under this Agreement and the other Principal Project Documents; (ii) it is, at all times, not inconsistent with the Delivery Contract Requirements; and (iii) following Review Point 3, CRL may only amend, vary or supplement the Delivery Strategy to the extent that such amendment, variation or supplement applies to an area of the Delivery Strategy which is identified by CRL or the Sponsors at Review Point 3 as being subject to further development. (c) Following any material amendment or variation to the Delivery Strategy, CRL shall provide a copy of the revised Delivery Strategy to each of the Sponsors.
Delivery Strategy. Delivery and Contracting Strategy for the project:
Delivery Strategy. 11.1 The Owner shall use all reasonable endeavours to comply with and procure compliance with the Delivery Strategy. 1. The Council covenants with the Owner:- 1.1 to use all Contributions paid to the Council pursuant to this Agreement only for the purposes for which they are specified to be applied; 1.2 to provide to the Owner on request written confirmation and evidence (if requested and available) that the relevant Contributions paid to the Council have been used for the purposes outlined in this Agreement PROVIDED THAT such request is not made more than once every six calendar months; and 1.3 if any Contribution (or part thereof) which is paid to the Council has not been used for the purposes outlined in this Agreement or committed for expenditure within a period of 10 years after the payment of the respective contribution, the monies shall be repaid to the person that originally paid the Contribution provided that any monies paid to any other party pursuant to the terms of this Agreement shall be considered to have been used. 2. The County Council covenants with the Owner:- 2.1 to use all Contributions paid to the County Council pursuant to this Agreement only for the purposes for which they are specified to be applied; 2.2 to provide to the Owner on request written confirmation and evidence (if requested and available) that the relevant Contributions paid to the County Council have been used for the purposes outlined in this Agreement PROVIDED THAT such request is not made more than once every six calendar months; and 2.3 if any Contribution (or part thereof) which is paid to the County Council has not been used for the purposes outlined in this Agreement within a period of [10] years after the payment of the respective contribution, the monies shall be repaid to the person that originally paid the Contribution.
Delivery Strategy. Please describe in detail: your delivery structure for all elements of CAP across this CPA and explain why you consider your delivery strategy to be the best approach for claimants in this CPA; and if delivery of CAP is to be undertaken by sub-contractors, how you intend to work with them, describing how you will ensure the needs of the claimants are fully addressed from within your supply chain. Please also complete: Annex 1 to show the complete structure you will put in place to deliver the CAP in terms of overall percentage of delivery, specialism and geographic coverage. Annex 2 (Sub-contractor Declaration) for your proposed sub-contractors (if appropriate) who will be delivering over 10% of the service provision. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4. Note: Format requirement and page limit does not apply to the delivery structure which you must insert as Annex 1. Summary of delivery strategy Ingeus will be both the Prime Contractor and a Delivery Organisation, and will be responsible for driving the overall performance of the Community Action Programme (CAP). We will be supported by three Subcontractors, each of whom will deliver an end-to-end service (including: conducting initial interviews; sourcing placements; providing in-placement support; job search activities; and in-work support). In all subcontracted areas there will be two providers to manage capacity and enable rapid implementation. Area Provider One Provider Two Nottinghamshire Ingeus Enable Northamptonshire Ingeus Pinnacle Lincolnshire & Rutland Ingeus Enable Leicestershire Intraining Pinnacle Xxxxxxxxxx Xxxxxx will be the sole provider Our strategy has been designed to address local issues and meet the needs of all claimants across the East Midlands. The key strengths of our strategy are: Rapid implementation for day-one delivery – Through the combination of Ingeus’ and our subcontracors’ existing infrastructure and networks we will be able to provide the required placements over the first three months of delivery. This includes: full geographical coverage across the area from 29 fixed premises and outreach sites; and access to an existing bank of potential Placement Providers. Supply chain management informed by frontline delivery experience – Both ourselves and our Subcontractors have a proven track record of delivering successful services to long-term unemployed customers in this CPA and have a strong ...

Related to Delivery Strategy

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  • Quality Assurance The parties endorse the underlying principles of the Company’s Quality Management System, which seeks to ensure that its services are provided in a manner which best conforms to the requirements of the contract with its customer. This requires the Company to establish and maintain, implement, train and continuously improve its procedures and processes, and the employees to follow the procedures, document their compliance and participate in the improvement process. In particular, this will require employees to regularly and reliably fill out documentation and checklists to signify that work has been carried out in accordance with the customer’s specific requirements. Where necessary, training will be provided in these activities.

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  • Feedback You have no obligation to provide us with ideas, suggestions, or proposals (“Feedback”). However, if you submit Feedback to us, then you grant us a non-exclusive, worldwide, royalty-free license that is sub-licensable and trans- ferable, to make, use, sell, have made, offer to sell, import, reproduce, publicly display, distribute, modify, or publicly perform the Feedback in any manner without any obligation, royalty, or restriction based on intellectual property rights or otherwise.

  • Timescale It is recognised that discussions around actual salary increases have a dependency on top level Company decisions. However, it is agreed that more general discussions can start before this point, these will include: The Company providing the latest pay and benefit guidelines/comparators (if updated) By end of January Identify and attempt to agree deviations from information detailed in appendix 4. By 16th March The Company providing information as detailed in Appendix 4 (snapshot as of 1st April) (incorporating any agreed deviations from the standard list) By 10th April Joint team produce cost-model ready for negotiations By end of April Unite Submit and present to the Company negotiating team their annual pay claim By end of April Line Managers completing Appraisals (including Company checking of employees who don’t have a PAC) January – March where possible By end of April in all cases Company provides remainder of appraisal PAC information By 7th May Negotiate non-budget related matters By end May Once the Company decisions referred to above have been made, the pay negotiations can further progress. Steps will be taken earlier where practicable. Stage 1 negotiations Offer voted on by 14th June If required stage 2 negotiations Offer voted on by 30th June If required stage 3 negotiations Offer voted on by 14 th July Guidelines issued to line managers (following discussions between Unite & the Company) By 22nd July Pay planning complete By end July Pay review effective 1st August Company provides UNITE with information, snapshot at 1st August By 10th August Notification of pay review to individuals by managers Before August pay date At the start of the process, UNITE and the company will jointly review the timetable and agree any variations that are required.

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