Implementation Strategies a. This section establishes priorities and sequencing for the system, funding, and operational practices, including:
Implementation Strategies. The Consultant will identify specific implementation methods and resources previously described (e.g., private sector, grant, incidental to construction/maintenance, state/federal) for every project, and finalize cross-sections and diagrams for the top 25 corridor and intersection projects. The top bicycle, pedestrian, and combination bike/pedestrian projects will be identified in this process. The top projects will each have an implementation strategy, timeline, and responsibilities for completion.
Implementation Strategies. Metro will lead efforts to deliver key decisions and workplans associated with the work of the TAC for future phases of the Legacy Project, taking into account such things as governance, Riverwalk ownership, fundraising, and financing. Metro awarded Oregon City a Community Planning and Development Grant (“CPDG”) for the purposes of reducing and removing barriers to private development. The TAC will continue to coordinate the scope of work for the CPDG as it relates to the Legacy Project.
Implementation Strategies. Xxxxx will lead efforts to deliver key decisions and workplans associated with the work of the TAC for future phases of the Legacy Project, taking into account such things as governance, Riverwalk ownership, fundraising, and financing. Metro awarded Oregon City a Community Planning and Development Grant (“CPDG”) for the purposes of reducing and removing barriers to private development. The TAC will continue to coordinate the scope of work for the CPDG as it relates to the Legacy Project.
Implementation Strategies. Xxxxx will lead efforts to deliver key decisions and workplans associated with the work of the TAC for future phases of the Legacy Project, taking into account such things as governance, Riverwalk ownership, fundraising, and financing.
Implementation Strategies. This chapter serves as a kind of checklist for planning and running the Naturalistic Riding Study (NRS). The activities which should be undertaken to ensure successful completion of the study are detailed, as well as the critical issues which have an influence on the outcome of the NRS. The rationale and key elements addressed in this section are based on the FESTA Handbook (FESTA Consortium, 2008). This information should be considered in order to avoid any incidents during the execution of the NRS and to keep its shortcomings minimal.
Implementation Strategies. Metro will lead efforts to deliver key decisions and workplans associated with the work of the TAC for future phases of the Legacy Project, taking into account such things as governance, Riverwalk ownership, fundraising, and financing.
Implementation Strategies. Implementation strategies are tailored to each Project objective and incorporate elements to help ensure a sustainable constituency even after donor support has ended. These elements include: • Moving towards a new model of coastal governance that uses a highly participatory approach involving key stakeholder groups and coastal communities, working collaboratively with government to plan and implement resource conservation and management strategies • Building individual and institutional capacity within existing organizations and at the community level • Linking resource management actions with livelihood development, so that local resource users become committed to and view improved resource management as a means for sustaining and protecting their natural resource-based livelihoods • Partnering with several local on-the-ground NGOs and local and national government to deliver coordinated services for conservation initiatives and coastal enterprise development • Building and integrating multi-sectoral linkages into an overall governance approach of planning and implementation at various scales and through multiple institutional mechanisms (including consideration of the impacts of gender and HIV/AIDS on ICM initiatives) Specific implementation strategies and activities are described below for each key Project result category: National ICM policies and strategies, and in particular the Tanzania Integrated Coastal Environment Management Strategy, are applied to decentralized governance in Tanzania Capacity building is essential for NEMC and the ICEMS National Steering Committee (NSC) – the two entities responsible for integrating the strategy into sectoral policies and programs and for reviewing large-scale coastal development proposals for their environmental sustainability. Strengthening NEMC means building its capacity to guide a national coastal program with a diversified, multi-sourced funding base. To do this effectively, NEMC must establish a formal coastal operating unit – the Integrated Coastal management Unit (ICMU) within its organizational structure; assign and manage an appropriate budget; hire or reassign talented staff; and develop and implement a strategic plan. The NSC must be strengthened to 1) fulfill its mandate to steer donor assistance to certain coastal areas based on local needs and priorities; 2) review important national policies including those on the use of marine protected areas for sustainable fisheries; and
Implementation Strategies. The HOK Team will prepare a list of development incentives for use and consideration by the City including: land write-downs; taxing policies; rent abatement programs; etc. and demonstrate their application and impact relative to the catalyst concepts. As background, the Team will research and understand the effectiveness of past incentives and revitalization strategies used by the City and their impacts.
Implementation Strategies. 93. The main implementation strategies of the One Plan are: (a) advocacy and awareness-raising in partnership with the Government, civil society and donors; (b) technical assistance and capacity-building for law and policy development, based on international laws and standards where appropriate, knowledge management, standard- setting and monitoring; (c) capacity-building for sub-national agencies; (d) strengthening the participation of women, youth/children, and ethnic minorities; (e) improving access to information and behaviour-change communication; and (f) fostering partnerships at different levels.
