Implementation Strategy. Each party is responsible for carrying out the work assigned to it in Sections 1.4 and 1.5 of this SOW for the Implementation Project. Unless stated otherwise in this SOW all work to be completed by Bayer will be done from a remote location via Bayer.
Implementation Strategy. The Contractor will develop and deliver a Transition to Operations Plan for each released implementation. The Plan will include staging activities, end User training, date and times for go-live, implementation support services, activities to address system stabilization, and system acceptance criteria. The Contractor will utilize a results-driven incremental (RDI) implementation and deployment strategy to effectively manage State specific releases. RDI consists of self-contained implementation sequences or phases where each achieves a certain business result or goal. The project Work Plan details the projected delivery dates of all “Immediate” and “Future” requirements that map directly to the work packages in the WBS. These work packages are logically grouped functional requirements.
Implementation Strategy. Provide the Department’s Management Team with advice and recommendations regarding project packaging, sequencing and phasing, financing stretegies and timing, operational strategies, technical processes, cost estimating and budgeting strategies, and tools for managing project scopes, schedules and budgets. Identify critical early decisions and develop decision-making strategies to effectively guide the program. Evaluate and prioritize overall program implementation phases, schedules and budgets in order to achieve program goals.
Implementation Strategy. The project will be implemented through a mix of technical, operational assistance, and financial support. The range of implementation strategies will depend on the nature of the pillars being addressed. In this regard, UNDP acts as a Coordinating Agent (CA) managing the Basket Fund and UN agencies implement the project as Participating UN Organisations (PUNOs). The CA and the PUNOs uses their programme and operation policies and procedures in implementing, monitoring, evaluation and reporting. The Project will be implemented using existing human resources with activities mainstreamed. In some cases, activities can be integrated into interventions taking place or that have been modified/adjusted as a result of the pandemic. UN Agencies, funds and programmes are in the process of going through a re-programming exercise and identifying where its funds and programmes can be brought to bear to support the COVID-19 Response across the country. The Basket Fund will further leverage the UN’s presence in affected regions, partnerships with Government, Private Sector, Civil Society and at the community level including with civic and traditional leaders, women’s organisations and networks of community volunteers. For example, Nigeria has a sophisticated polio eradication campaign which the UN has been working for 10 years with the Government which has now been reimbursed for COVID-19 to identify potential contacts and do follow up. They can also work on sensitisation, risk communication, coordination and other work connected to the response. The role of religious and traditional leaders will be crucial to support the design of culturally sensitive and context-specific risk communication strategies, to relay messages and support other community groups including women and youth networks to do social mobilization. The 10 pillars that have been constituted around the National COVID-19 Response Plan are in the process of developing work-plans and prioritisation of activities and will inform prioritisation of this fund.
Implementation Strategy. Drawing up a communication plan is essential to define its objectives and the tactics to use to achieve them and to identify the key messages the project wants to convey. To successfully execute the communication strategy, SEEDS will follow an implementation plan that will include the phases described below. • Planning; • Performing;
Implementation Strategy. Yidgiri's team will work at input supply system level to reduce costs, improve quality, increase access to, and raise awareness among producers on the effective and efficient use of inputs and agricultural services at farm level. Yidgiri will focus its efforts on the key bottlenecks such as dual use of cowpea seeds for animal and human food, the marketing of small ruminants, the production of day-old chicks and poultry feed with the aim of improving the overall market system. On the basis of a memorandum of understanding (MOU) accompanied by annual action plans, Xxxxxxx will collaborate with INERA, IRSAT and the PAIRED projects (Partnership for Agricultural Research, Education and Development) funded by USAID and EnGRAIS (Enhancing Growth through Regional Agricultural Input Systems) to promote improved technologies for the development of sustainable and nutrition-sensitive agriculture. Potential areas of collaboration will be: ● Support the development of public-private partnerships to increase the supply of basic seeds and reduce certified seeds production challenge; ● Support the advocacy efforts of the private sector and the donors for the implementation of the national action plans for the development of seed sector and for fertilizers quality control; ● Improve access to information on available varieties and their nutritional potential as well as awareness on the use of improved seed varieties (not limited to cowpeas) through nutrition-sensitive extension services provided by the public sector, unions and the main private actors, in particular ASEAN-B, UNPSB and NAFASO. ● Promote improved labor-saving technologies, integrated soil fertility management (ISFM) and available post-harvest management techniques such as the use of PICS bags. Sub IR 2.1: Strengthened the enabling environment for seed and fertilizer Increase in agricultural productivity and production for better performance of Burkina Faso’s agriculture requires greater use of fertilizers and improved seeds varieties. The use of improved seeds varieties contributes 30 to 40% to the increase in yields and to the resilience of rural populations by adapting activities to the effects of climate change. The diagnosis of the seeds and fertilizers sub-sectors carried out in 2018 highlighted the main shortcomings/constraints to the development of these two sub-sectors and made Recommendations. With regards to the shortcomings identified, Xxxxxxx proposes to support the Ministry of Agriculture to im...
Implementation Strategy. 1.4.1 Instrument flight procedures developed to take advantage of the benefits of PBN are reliant on the data in a database on the aircraft. For this reason, quality assurance in the flight procedure design process, while always important, takes on added importance for PBN-based procedures.
1.4.2 A great safety concern in this respect is that many States lack the expertise to establish sustainable internal procedure design capability to meet the requirements of procedures for air navigation services – aircraft operations (PANS–OPS) and discharge their responsibility under Annex 15 for the quality of their aeronautical information and data, including instrument flight procedures.
1.4.3 The list below includes some of the main issues and problems faced by States with regard to flight procedure design:
a) Lack of regulatory oversight framework;
b) Incomplete implementation of Resolution A37-11 for airports in African States related to PBN flight procedures;
c) Lack of expertise/internal PBN capabilities and capacity, including insufficient number of procedure designers;
d) Insufficient procedure design work in some States to attain or maintain proficiency;
e) Lack of initial training, on-the-job training (OJT) and/or recurrent training on airspace and procedure design;
f) Lack of knowledge to integrate procedure design efficiently into airspace design;
g) Lack of depth in procedure design organization to perform quality assurance (QA);
h) Insufficient expertise in procedure design organization to provide adequate QA of procedures;
i) Lack of procedure design and obstacle data storage automation;
j) Lack of expertise to obtain proper operational approval and to carry out oversight of PBN operations;
k) Lack of regulatory expertise to oversee the process leading to procedure publication; and
l) Lack of training for air traffic control (ATC)/air traffic management (ATM) staff on PBN implementation.
1.4.4 The AFPP aims at addressing these issues through the following general activities:
a) Provision of technical expertise to Project Members that do not have the necessary number of procedures to develop and maintain internal procedure design capability; and
b) Improvement of quality in Project Members’ procedure design processes through access to procedure design automation solutions and associated data storage.
1.4.5 The following specific activities will be implemented:
a) Assistance with the development of national PBN implementation plans;
b) Regulatory oversi...
Implementation Strategy. 6.2.1 The proposed PMW and UGW may be undertaken by WSD Term Contractors or contractors to be engaged by tendering. The Consultants shall discuss with the Director’s Representative and prepare an implementation strategy for carrying out the proposed PMW and UGW to meet the Assignment programme, workload of the WSD Term Contractors or contractors to be engaged by tendering and availability of funds under the block allocation. The implementation strategy shall include packaging of works and contracts arrangement for the proposed works.
6.2.2 Unless otherwise agreed by the Director’s Representative, UGW for slopes in Appendix 3 have to be completed before the relevant due date as specified in Clause 7.3 of this Brief. In addition, the Consultants may arrange to commence these slope upgrading works in advance of the relevant due date for commencement of works as specified in Clause 7.3 of this Brief subject to the availability of fund and agreement of the Director’s Representative.
6.2.3 The Consultants shall review the implementation strategy of the PMW, and UGW and discuss with the Director's Representative at monthly intervals or at such other intervals as required by the Director's Representative so as to complete the UGW as referred to in Clause 7.3 of this Brief.
Implementation Strategy. In order to strengthen and increase the network of public parks and green areas in São Paulo, while improving the capacities of city officials, the project will include the implementation of some methodologies already used in other UN-Habitat projects in Brazil and in Latin America, which will be applied throughout the city and in pilot territories, depending on the product. The tools and approaches below will be adopted for the São Paulo context and translated into Portuguese: • City-wide Public Spaces Assessment1 The city-wide public space assessment is a digital tool that supports local governments gather accurate data on the state of public spaces, identify areas to be secured for the creation of new public spaces, and develop future plans and strategies. It uses a structured questionnaire that can be modified to fit any context as well as assess the priorities for any city. This tool uses a participatory approach that allows the community to take part in the mapping and analysis of their public spaces as well as to propose ideas on how to improve them. This approach promotes social cohesion and leads to inclusive spaces. By applying this tool, São Paulo city will be able to understand the state of their public spaces, specifically the network, distribution, accessibility, quantity and quality of their public spaces. This will support the development of a prioritized set of interventions and a comprehensive evidence-based public space strategy or policy. The process of conducting a city-wide public space assessment has been divided into four parts that are progressive with outputs that are as important as the process and social inclusion and human rights being considered at all stages of the process. To ensure that recommendations are implementable, the regulatory framework, urban planning instruments, financing structure and institutional set-up are considered in the process. The tool is also key to monitor and achieve the public space commitments within the New Urban Agenda and the Agenda 2030. 1 City-wide public space assessment toolkit: A guide to community-led digital inventory and assessment of public spaces. | UN-Habitat <.. image(Linha do tempo Descrição gerada automaticamente) removed ..> Figure: City-wide public space assessment process2 • Public Space Site-Specific Assessment3 The Public Space Site-specific Assessment goes through four phases and will guide São Paulo municipality to measure the quality of the selected city public spaces by a...
Implementation Strategy. Consultant will work with the City to develop an implementation strategy for approval of the water rates study final recommendations. The implementation strategy will include a timeline and proposed activities to receive input and approval from City staff, the Finance Committee, community members, and City Council. All materials used for workshops with the public will be provided to staff ahead of time.
