National Evaluation Organizational Structure Sample Clauses

National Evaluation Organizational Structure. The evaluation of the UPA/CRD national evaluation is sponsored by the U.S. DOT. The XXXX ITS JPO is responsible for the overall conduct of the national evaluation. Representatives from the modal agencies are actively involved in the national evaluation. The Battelle team was selected by the U.S. DOT to conduct the national evaluation through a competitive procurement process. Members of the Battelle team include:  Battelle Memorial Institute – Prime;  Texas Transportation Institute (TTI), The Texas A&M University System;  Center for Urban Transportation Research (CUTR), University of South Florida;  Xxxxxx X. Xxxxxxxx Institute of Public Policy and Center for Transportation Studies (CTS), University of Minnesota;  Xxxxxx Xxxxx Associates;  Xxxx Xxxxxxxxxx, ESTC; and  Xxxxx Xxxxxxx and Xxxxxxxx Xxxxxx, University of California, Berkeley. As highlighted in Figure 3-1, the Battelle team is organized around the individual UPA/CRD sites. A site leader is assigned to each site, along with specific Battelle team members. The site teams are also able to draw on the resources of 4T experts and evaluation specialists. The purpose of the national evaluation is to assess the impacts of the UPA/CRD projects in a comprehensive and systematic manner across all sites. The national evaluation will generate information and produce technology transfer materials to support deployment of the strategies in other metropolitan areas. The national evaluation will also generate findings for use in future federal policy and program development related to mobility, congestion, and facility pricing. The focus of the national evaluation is on assessing the congestion reduction realized from the 4T strategies and the associated impacts and contributions of each strategy. The non-technical success factors, including outreach, political and community support, institutional arrangements, and technology will also be documented. Finally, the overall cost benefit analysis of the deployed projects will be examined. Members of the Battelle team are working with representatives from the local partner agencies and the U.S. DOT on all aspects of the national evaluation. This team approach includes the participation of local representatives throughout the process and the use of site visits, workshops, conference calls, and e-mails to ensure ongoing communication and coordination. The local agencies are responsible for data collection, including conducting surveys and interviews. The Battelle...
Sample 1
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National Evaluation Organizational Structure. The evaluation of the UPA/CRD national evaluation is sponsored by the U.S. DOT. The Research and Innovative Technology Administration’s (XXXX) ITS JPO is responsible for the overall conduct of the national evaluation. Representatives from the modal agencies are actively involved in the national evaluation. Members of the Battelle evaluation team include:  Battelle Memorial Institute – Prime;  Texas Transportation Institute (TTI), The Texas A&M University System;  Center for Urban Transportation Research (CUTR), University of South Florida;  Xxxxxx X. Xxxxxxxx Institute of Public Policy and Center for Transportation Studies (CTS), University of Minnesota;  Xxxx Xxxxxxxxxx, ESTC; and  Xxxxx Xxxxxxx and Xxxxxxxx Xxxxxx, University of California, Berkeley. As highlighted in Figure 3-1, the Battelle team is organized around the individual UPA/CRD sites. A site leader is assigned to each site, along with specific Battelle team members. The site teams are also able to draw on the resources of 4T experts and evaluation specialists. The purpose of the national evaluation is to assess the impacts of the UPA/CRD projects in a comprehensive and systematic manner across all sites. The national evaluation will generate information and produce technology transfer materials to support deployment of the strategies in other metropolitan areas. The national evaluation will also generate findings for use in future federal policy and program development related to mobility, congestion, and facility pricing. The focus of the national evaluation is on assessing the congestion reduction realized from the 4T strategies and the associated impacts and contributions of each strategy. The non-technical success factors, including outreach, political and community support, institutional arrangements, and technology will also be documented. Finally, the overall cost benefit analysis of the deployed projects will be examined. Members of the Battelle team are working with representatives from the local partner agencies and the U.S. DOT on all aspects of the national evaluation. This team approach includes the participation of local representatives throughout the process and the use of site visits, workshops, conference calls, and e-mails to ensure ongoing communication and coordination. The local agencies are responsible for data collection, including conducting surveys and interviews. The Battelle team is responsible for providing the local partners direction on the needed data, for...
Sample 1

Related to National Evaluation Organizational Structure

  • Organizational Structure The ISO will be governed by a ten (10) person unaffiliated Board of Directors, as per Article 5 herein. The day-to-day operation of the ISO will be managed by a President, who will serve as an ex-officio member of the ISO Board, in accordance with Article 5 herein. There shall be a Management Committee as per Article 7 herein, which shall report to the ISO Board, and shall be comprised of all Parties to the Agreement. There shall be at least two additional standing committees, the Operating Committee, as provided for in Article 8, and the Business Issues Committee, as provided for in Article 9, both of which shall report to the Management Committee. A Dispute Resolution Process will be established and administered by the ISO Board in accordance with Article 10.

  • General structure The General Assembly is the decision-making body of the consortium The Coordinator is the legal entity acting as the intermediary between the Parties and the Funding Authority. The Coordinator shall, in addition to its responsibilities as a Party, perform the tasks assigned to it as described in the Grant Agreement and this Consortium Agreement. [Option: The Management Support Team assists the General Assembly and the Coordinator.]

  • Organizational Matters 16 Section 2.1. Organization.....................................................16 Section 2.2. Name ............................................................16 Section 2.3. Resident Agent; Principal Office.................................16 Section 2.4.

  • Report Structure Provides an analysis of each error type (by error code). The report is in descending order by count of each error code and provides the following: • Error Type (by error code) • Count of each error type • Percent of each error type • Cumulative percent • Error Description • CLEC Caused Count of each error code • Percent of aggregate by CLEC caused count • Percent of CLEC caused count • BellSouth Caused Count of each error code • Percent of aggregate by BellSouth caused count • Percent of BellSouth by BellSouth caused count. Data Retained Relating to CLEC Experience Relating to BellSouth Performance • Report Month • Total Number of Lsrs Received • Total Number of Errors by Type (by Error Code) - CLEC caused error • Report Month • Total Number of Errors by Type (by Error Code) - BellSouth System Error SQM Disaggregation - Analog/Benchmark SQM Level of Disaggregation SQM Analog/Benchmark • Not Applicable • Not Applicable SEEM Measure SEEM Measure No Tier I Tier II O-5: Flow-Through Error Analysis SEEM Disaggregation - Analog/Benchmark SEEM Disaggregation SEEM Analog/Benchmark • Not Applicable • Not Applicable O-6: CLEC LSR Information O-6: CLEC LSR Information Definition A list with the flow through activity of LSRs by CC, PON and Ver, issued by each CLEC during the report period. Exclusions • Fatal Rejects • LSRs submitted manually Business Rules The CLEC mechanized ordering process includes all LSRs, including supplements (subsequent versions) which are submitted through one of the three gateway interfaces (TAG, EDI, and LENS), that flow through and reach a status for a FOC to be issued. The CLEC mechanized ordering process does not include LSRs which are submitted manually (for example, fax and courier). Calculation Not Applicable

  • Technical and Organizational Measures The following sections define SAP’s current technical and organizational measures. SAP may change these at any time without notice so long as it maintains a comparable or better level of security. Individual measures may be replaced by new measures that serve the same purpose without diminishing the security level protecting Personal Data.

  • Organization and Standing The Company is a corporation duly formed, validly existing and in good standing under the laws of the State of Delaware. The Company has all requisite power and authority to own and operate its properties and assets, to execute and deliver this Subscription Agreement, and any other agreements or instruments required hereunder. The Company is duly qualified and is authorized to do business and is in good standing as a foreign corporation in all jurisdictions in which the nature of its activities and of its properties (both owned and leased) makes such qualification necessary, except for those jurisdictions in which failure to do so would not have a material adverse effect on the Company or its business.

  • Name and Organizational Changes (a) PSP must provide TFC with written notification of all name changes and organizational changes relating to PSP including, but not limited to, merger, acquisition, corporate reorganization, or sale no later than sixty (60) days prior to such change. PSP, in its notice, shall describe the circumstances of the name or organizational change, state its new name, provide the new Tax Identification Number, if available, and describe how the change will impact its ability to perform under the Agreement. All written notifications of organizational change must include a detailed statement specifying the change and supporting documentation evidencing continued right of Agreement or successor entity, as applicable, to maintain its status as a party to this Agreement. If the change entails personnel changes for personnel performing the responsibilities of the Agreement for PSP, PSP shall identify the new personnel and provide resumes to TFC, if resumes were originally required by the solicitation. TFC may require other information or documents related to the change and its impact on the PSP and Agreement shall supply the requested information within five (5) working days of receipt of the request.

  • Project Organization Chart As part of the Mini-Bid, the Authorized User may require the Contractor to develop and submit a proposed project organization chart. The project organization chart should identify all the proposed key personnel of each team component and how the team will be managed. If required, the project organization chart must include both Contractor and State staff roles as identified in the Mini-Bid.

  • Corporate Organization The Company is a corporation duly organized, validly existing and in good standing under the laws of the State of Delaware, and has all requisite corporate power and authority to own, operate and lease its properties and to carry on its business as and in the places where such properties are now owned, operated and leased or such business is now being conducted.

  • Capital Structure (i) The authorized capital stock of the Company consists of 10,000,000,000 shares of Common Stock, of which, as of January 31, 2004, 2,719,301,543 shares are outstanding, and 1,000,000,000 shares of Preferred Stock, par value $.01 per share, of which, as of the date of this Agreement, 207,537 shares of Series C Preferred Stock and 25,428 shares of Series E Preferred Stock are outstanding. All of the outstanding Shares have been duly authorized and are validly issued, fully paid and nonassessable. The Company has no Shares reserved for issuance, except that, as of January 31, 2004, there were 230,079,174 shares issuable pursuant to outstanding awards under the Company's Amended and Restated Long Term Incentive Plan and the Company Adjustment Plan (the "Stock Plans"), 41,748,273 shares of Common Stock reserved for issuance pursuant to the DoCoMo Warrant Agreement and 50,000,000 shares of Series A Preferred Stock reserved for issuance pursuant to the Amended and Restated Rights Agreement, dated as of September 1, 2002, between the Company and Mellon Investor Services LLC, as Rights Agent, as amended as described in this Agreement (the "Rights Agreement"). A true and complete copy of the Rights Agreement as in effect as of the date of this Agreement has been made available to Cingular. Section 5.1(b) of the Company Disclosure Letter contains a true and complete list as of January 31, 2004 of (I) the number of outstanding options to purchase shares of Common Stock which the Company is obligated to honor, whether through the issuance of shares of Common Stock or otherwise, including those issued under the Stock Plans (each, a "Company Option"), the exercise price of all Company Options and number of shares of Common Stock issuable at such exercise price and (II) the number of outstanding rights, including those issued under the Stock Plans, to receive, or right the value of which is determined by reference to, shares of Common Stock, the date of grant and number of shares of Common Stock subject thereto (including without limitation restricted stock units) (each a "Common Stock Unit"). From January 31, 2004 to the date hereof the Company has not issued any shares of Common Stock except pursuant to the exercise of Company Options and the settlement of Common Stock Units outstanding on January 31, 2004 in accordance with their terms. From January 31, 2004 through the date of this Agreement, neither the Company nor any of its Subsidiaries have granted or issued any Company Options or Common Stock Units. All grants of Common Stock Units and restricted shares were made under the Stock Plans. Each of the outstanding shares of capital stock or other securities of each of the Company's Subsidiaries is duly authorized, validly issued, fully paid and nonassessable and owned by the Company or by a direct or indirect wholly-owned Subsidiary of the Company, free and clear of any Lien. As of December 31, 2003, the aggregate Liquidation Preference for the Series C Preferred Stock and Series E Preferred Stock is $291 million and such Liquidation Preference may vary from time to time only in accordance with the certificate of incorporation of the Company in effect on the date of this Agreement. Except as set forth above and pursuant to the Rights Agreement and the Amended and Restated Investor Agreement, dated as of December 20, 2000, and amended as of December 26, 2002, between Former Parent, the Company and DoCoMo (the "DoCoMo Investor Agreement") and the DoCoMo Warrant Agreement, there are no preemptive or other outstanding rights, options, warrants, conversion rights, stock appreciation rights, redemption rights, repurchase rights, agreements, arrangements, calls, commitments or rights of any kind that obligate the Company or any of its Subsidiaries to issue or sell any shares of capital stock or other securities of the Company or any of its Subsidiaries or any securities or obligations convertible or exchangeable into or exercisable for, or giving any Person a right to subscribe for or acquire, any securities of the Company or any of its Subsidiaries, and no securities or obligations evidencing such rights are authorized, issued or outstanding. The Company has made available to Cingular prior to the date of this Agreement true and complete copies of the Rights Agreement, the DoCoMo Investor Agreement and the DoCoMo Warrant Agreement, each as amended.

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