Develop Suitable Alternatives Sample Clauses

Develop Suitable Alternatives. Based on the feedback obtained from the 2nd SLO Steering Committee Workshop, we will develop three (3) planning options based that address site, programmatic and financial issues, such as: Site Options  Location and massing of facilities  Parking,  Sustainable Strategies  High-Level Infrastructure Recommendations,  Program Matrix,  Development Phasing. Supply and Demand  Current and Projected Space Needs,  Customer Service and Office Locations,  Organizational and Cultural Drivers,  Departmental Adjacencies,  Service Delivery Geography,  Staff Retention and Recruitment,  Quality of the Workspace,  County Demographic Changes. Financial Options  Estimated New Construction and Renovation Costs  Potential Revenue Generation Opportunities  Real Estate Markets and the Economy,  Due Diligence Concerns,  Financial Considerations,  Land Consolidation. The three options will meet functional needs and fiscal realities, ultimately leading to “highest and best use” recommendations that also fulfill the planning and development principles. The subsequent models will each take into account the issues of funding source restrictions and projected growth figures. In particular we will evaluate traditional methods, such as buy, build, or lease, as well as, other methods, including leaseback and public/private partnership. In parallel, we will evaluate the strategy for housing the County’s facilities, consolidation and collocation opportunities, addressing future service delivery needs, providing adequate parking, and accommodating any projected change. We will identify the timing and transaction structure of strategic County actions, including financing techniques and funding sources, property acquisition, new construction, and disposition of existing owned- or leased- property no longer needed, some of which may hold potential for generating funds for implementing the Plan. Our approach will be to create a quantitative/qualitative matrix and grading system to evaluate the advantages and disadvantages of each option, and narrow the pool of viable alternatives.
Sample 1
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Related to Develop Suitable Alternatives

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  • Provisioning of High Frequency Spectrum and Splitter Space 3.2.1 BellSouth will provide <<customer_name>> with access to the High Frequency Spectrum as follows:

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  • Excellent Above Average Satisfactory Needs Improvement Unsatisfactory 5 4 3 2 1 5. The instructor demonstrates knowledge of the subject matter.

  • Alignment with Modernization Foundational Programs and Foundational Capabilities The activities and services that the LPHA has agreed to deliver under this Program Element align with Foundational Programs and Foundational Capabilities and the public health accountability metrics (if applicable), as follows (see Oregon’s Public Health Modernization Manual, (xxxx://xxx.xxxxxx.xxx/oha/PH/ABOUT/TASKFORCE/Documents/public_health_modernization_man ual.pdf):

  • For Product Development Projects and Project Demonstrations  Published documents, including date, title, and periodical name.  Estimated or actual energy and cost savings, and estimated statewide energy savings once market potential has been realized. Identify all assumptions used in the estimates.  Greenhouse gas and criteria emissions reductions.  Other non-energy benefits such as reliability, public safety, lower operational cost, environmental improvement, indoor environmental quality, and societal benefits.  Data on potential job creation, market potential, economic development, and increased state revenue as a result of the project.  A discussion of project product downloads from websites, and publications in technical journals.  A comparison of project expectations and performance. Discuss whether the goals and objectives of the Agreement have been met and what improvements are needed, if any.

  • Alternate Work Sites Employees may be assigned or authorized to report to work at an alternative work site(s) and be paid for the time worked.

  • Alternative A The grievance shall be determined by the Personnel Commission. The decision of the Commission shall be made in writing within sixty (60) calendar days after the filing of the appeal at step 3 and shall be final and binding on all parties subject to ratification by the Board of Supervisors if the decision requires an unbudgeted expenditure.

  • Alternative Warning Xxxxxxx may, but is not required to, use the alternative short-form warning as set forth in this § 2.3(b) (“Alternative Warning”) as follows: WARNING: Cancer and Reproductive Harm - xxx.X00Xxxxxxxx.xx.xxx.

  • Loss Mitigation and Consideration of Alternatives (i) For each Single Family Shared-Loss Loan in default or for which a default is reasonably foreseeable, the Assuming Institution shall undertake reasonable and customary loss mitigation efforts, in accordance with any of the following programs selected by Assuming Institution in its sole discretion, Exhibit 5 (FDIC Mortgage Loan Modification Program), the United States Treasury's Home Affordable Modification Program Guidelines or any other modification program approved by the United States Treasury Department, the Corporation, the Board of Governors of the Federal Reserve System or any other governmental agency (it being understood that the Assuming Institution can select different programs for the various Single Family Shared-Loss Loans) (such program chosen, the “Modification Guidelines”). After selecting the applicable Modification Guideline for each such Single Family Shared-Loss Loan, the Assuming Institution shall document its consideration of foreclosure, loan restructuring under the applicable Modification Guideline chosen, and short-sale (if short-sale is a viable option) alternatives and shall select the alternative the Assuming Institution believes, based on its estimated calculations, will result in the least Loss. If unemployment or underemployment is the primary cause for default or for which a default is reasonably foreseeable, the Assuming Institution may consider the borrower for a temporary forbearance plan which reduces the loan payment to an affordable level for at least six (6) months.

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