INTRODUCTION/OVERVIEW. This Flexible Working Hours Agreement (FWHA) amends certain provisions relating to hours of duty in respect of certain employees of TAFE NSW. For employees employed under Section 6 of the TAFE NSW Administrative, Support and Related Enterprise Agreement 2015, the FWHA is to be read in conjunction with the hours of work clauses under Section 6 of the TAFE Commission of NSW Administrative, Support and Related Employees Enterprise Agreement 2015. This agreement is made between TAFE NSW and the unions in accordance with clause 21, Local Arrangements in Section 6 of the TAFE Commission of NSW Administrative, Support and Related Employees Enterprise Agreement 2015. Flexible working hours as provided for in this Agreement may operate in an Institute of TAFE NSW, or in any section of an institute or TAFE NSW office location subject to operational requirements as determined by the Institute Director, Executive Director or relevant manager(s). Subject to the provisions in relation to Separation from TAFE NSW, implementation of this Agreement shall be on a cost neutral basis. The TAFE Commission of NSW, the unions and employees are committed to fostering flexible work practices under this agreement within TAFE NSW. The agreement is intended to provide greater flexibility in dealing with customer service, workloads, work deadlines and the balance between work and family life. All parties are committed to managing time worked to avoid the forfeiture of hours. Employees who are employed in classifications under Parts A-G of Section 5 of the TAFE Commission of NSW Administrative, Support and Related Employees Enterprise Agreement 2013, are not covered by this Agreement. Supervisors and managers should consider employees’ needs in ensuring equitable access to the provisions of this agreement. Similarly, employees must consider TAFE NSW’s operational requirements and the delivery of excellence in customer service when utilising the provisions of the agreement.
INTRODUCTION/OVERVIEW. The purpose of this Contract is Add 3-5 sentences regarding the overall purpose of the service, and state who the target population is… The Provider shall Enter 2-3 sentences as to what the Provider shall do
INTRODUCTION/OVERVIEW. The purpose of this agreement is to provide Long-term Resource support for a variety of Department projects on an as-needed basis. The types of resources included Traveling Resources, Laboratory/Medical Resources, and other specified Professional Resources. In most cases, the Department will require the Providers to identify and recruit Resources (Provider identified Resource) for the specific need. This Agreement is the result of and consistent with the State of Maine, Department of Health and Human Services “Long-term Resource Support Services Request for Proposal #202108125”. The Provider shall recruit resources and/or perform payroll services to support the Department’s contracted staffing needs.
INTRODUCTION/OVERVIEW. The Mississippi NRCS has developed a process to comply with requirements of the National Historic Preservation Act (NHPA) and 36CFR800. Our agency mission results in many small actions on private land in which federal involvement may be planning assistance, technical advice, project design, cost sharing, purchase of easements, and/or approval. NHPA requires that NRCS take into account the effects of its actions on historic properties. Federal regulations, 36CFR800, identify how to comply with section 106 of NHPA. The Mississippi NRCS compliance process detailed in this handbook identifies the appropriate level of effort that is commensurate with the nature of potential effects and the degree of federal involvement. This process will meet NRCS’s legal requirements and avoid adverse effects to significant cultural resources in Mississippi. It is NRCS policy to consider cultural resources early in the planning process. This means that upon identification of an undertaking, a cultural resources review should be completed. If the information on potential cultural resources concerns is identified early, the undertaking can be designed to avoid potentially significant resources or areas of concern for potential effects to cultural resources. Completing the cultural resources review prior to initiating contracts or other commitments can prevent delays and contract modifications. The compliance process works best when sufficient time is allowed for each step. Most cultural resources compliance reviews are completed upon a determination of negative results for the field inspection and pre-field information review. However, if the information review or field inspection results in the identification of cultural resources, a cultural resources survey may need to be conducted by a Cultural Resources Specialist (CRS). The CRS will also evaluate the potential for cultural resources to be present within the Area of Potential Effect (APE) based on physiographic setting, the extent of previous disturbances, soils and geomorphology, and the distribution of previously recorded resources in the vicinity of the APE. If these factors indicate a high probability for undocumented cultural resources, a cultural resources survey may be necessary. It is best to schedule archaeological survey during periods when bare ground is visible. At other times, ground preparation (such as disking previously plowed fields) or subsurface testing may be required. This adds time and cost to the unde...
INTRODUCTION/OVERVIEW. The purpose of this Contract is Add 3-5 sentences regarding the overall purpose of the VHUYLFH DQG VWDWH ZKR WKH WDUJHW SRSXODWLRQ The Provider shall Enter 2-3 sentences as to what the Provider shall do
INTRODUCTION/OVERVIEW. The purpose of this Contract is to obtain expert advice and support services to understand and interpret federal guidance, design program management processes, perform subrecipient and beneficiary monitoring, reporting and compliance for Maine’s allocation from the American Rescue Plan Act (ARPA). The support will provide compliance expertise to keep us up to date with changing provisions of the federal regulations associated with ARPA and if necessary and upon request, Coronavirus Relief Funds (CRF).
INTRODUCTION/OVERVIEW. A. This contract covers Cloud Solutions provided by the contractor Knowledge Services under master agreement AR2504 led by XXXXX. The contract may be used by State of Maine agencies, Courts, Legislature, Boards and Commissions, quasi-state governmental entities, the University and Community College System and political subdivisions located in the State of Maine with the prior approval of the contract Administrator.
B. This contract provides a cloud based SAAS Vendor Managed Service Provider (VMSP) for securing IT Staff Augmentation to aid in a variety of information technology projects on an hourly basis for State agencies on an as needed basis. Consultants may be required to provide specific work products / deliverables; however, the work is billed on an hourly basis. In most cases, the work will be performed onsite at State agencies; however, work can be done offsite with prior approval of the State. The contract also allows milestone-based, deliverable-based and/or fixed fee Statement of Work Projects (SOW Projects) to be executed through the VMS.
C. Contractor (Knowledge Services) shall provide the ongoing administration of the MSP program, including the recruiting, review, ranking, filtering of candidates, on-boarding, off-boarding and management of the Sub-Vendor network to fulfill Service requests. The State reserves the right to revise this Contract to add or expand services or labor categories. The program shall include, but will not be limited to:
1. On-site program management as defined in Section I. Account Management.
2. Program management to performance Service Level Agreement measurements.
3. Consultation with State staff, Sub-Vendor network, resources.
4. Development assistance of individual position requirements based on job skill needs.
5. Entry of position requirements with skills in Vendor Management System (VMS).
6. Position posting to suppliers for candidate recruiting.
7. Candidate screening based on skills and individual job needs.
8. Candidate interview aid (screening, scheduling, coordination, background checks).
9. Candidate recommendations.
10. Candidate or resource (“Resource”) performance management (orientation, on-boarding, performance measurement, separation).
11. Management and mentoring of the supplier (“Sub-Vendor”) network.
12. Periodic rate card reviews to align job categories with market wage rates.
13. Provision, and configuration of a VMS to automate and support the IT staff augmentation and SOW Project lifecycle an...
INTRODUCTION/OVERVIEW. The operator must include an executive summary that states how they view this opportunity and provides an overview of their approach. May also include an updated statement of the operator’s experience, past performance, and capacity to deliver the proposed services.
INTRODUCTION/OVERVIEW. Community Benefits Agreement
INTRODUCTION/OVERVIEW. The (Microneedle Array Patch Regulatory Working Group) MAP-RWG was formed as part of the Centre of Excellence for MAP technology, an initiative to accelerate the development of MAPs as a technology platform for high-priority needs (vaccines and essential medicines) in low- and middle-income countries. As part of this Centre of Excellence, PATH has partnered with Cardiff University (CU) to co- Chair a group that includes representatives with MAP expertise in both the commercial and academic sectors, vaccine development experts and representatives from national regulatory authorities, international pharmacopoeia and the WHO pre-qualification of medicines programme.
