OPERATIONAL IMPACT. 6.5.1 As well as showing improved recycling performance, the Cazenove trial is demonstrating the practical deliverability of the service. One refuse collection vehicle and one other smaller vehicle for food waste cover all households in the xxxx compared with at least the equivalent of four/five Contractor vehicles. The Waste Operations crews are also handling on average 26% more recyclable waste as well. The speed of collection has more than doubled and street cleanliness has improved, both of which have been noticed by a significant proportion of Cazenove residents. It is also much easier to deliver same day refuse and recycling collections when the services operate at a similar pace and resource.
6.5.2 Extending this to a universal co-mingled collection service will further improve the operational efficiency and flexibility of the service. An example of a future challenge to the current service is being able to sustain kerbside sort through the projected traffic congestion during the period of the Olympics and also being able to work around the Traffic Management Act and London Permit Scheme which requires collections to be undertaken outside morning and evening peak periods in traffic sensitive roads. Speed of collection and flexibility will be paramount. Co- mingled collections offer this without compromising recycling performance.
6.5.3 Of particular note within the current Cazenove xxxx trial area is that the move to single stream co-mingled on estates from the split stream co- mingled approach has produced efficiency to enable an additional 30 recycling sites to be served at no additional collection cost.
OPERATIONAL IMPACT. There is no operational impact to Dallas County. DCHHS will provide appropriate supervision of Trainees in patient care activities and maintain a learning environment conductive to educating the Trainees according to the goals and objectives as detailed in the agreement. There is no financial impact to Dallas County.
OPERATIONAL IMPACT. N/A County and City mutually agree that the initial and anticipated Project cost is approximately $569,656.00, as set forth in Attachment “A.” City shall be responsible to pay $284,828.00 for its portion of the Type “B” roadwork. County shall only be responsible for a financial contribution, of an amount not to exceed $284,828.00, reduced by In-House Project Delivery costs of $40,000.00, to be paid from Fund 105.2520.
OPERATIONAL IMPACT. The Older Adult Services Program (OASP) will contract with the City of Garland to provide nutritious meals to older adults in the community. The meal program supports the effort to promote senior citizens to be active, healthy, and independent. N/A
OPERATIONAL IMPACT. This agreement with the Xxxxxxx Mental Health Policy Institute is to cover the work in Phase I of the Project including the mental health needs assessment. The District Attorney will also provide funding in the amount of $200,000 for completion of Phase I from his state asset forfeiture funds within his discretionary control. Farmers Branch will negotiate another agreement with the Xxxxxxx Mental Health Policy Institute for Phase II and the cities collectively shall provide $100,000 for completion of Phase II.
OPERATIONAL IMPACT. Section 3.4 of the Asset Purchase Agreement is hereby amended to read in its entirety as follows:
OPERATIONAL IMPACT. Although it is the expectation of the parties that the Secura Directors will exercise a significant degree of discretion and control over the activities of the Secura Practice, the overall operation of Purchaser’s business is the sole responsibility of its senior management and the Board of Directors of Parent, and the Secura Practice will be subject to the generally applicable policies implemented by Purchaser’s management and the Board of Directors of Parent from time to time. Further, this Agreement creates no implied fiduciary duty between any Seller Party and either or both of Purchaser or Parent.
OPERATIONAL IMPACT. By signing up to this agreement Surrey care providers and agencies will be able to make accurate risk assessments based on the needs of their patients. In the event that a patient goes missing, this information will enable Police Officers to make operational decisions based on a consistent framework. Whilst Police will always recognise that persons missing from care should be considered vulnerable, the RED, AMBER and GREEN response system will support better initial assessment of risk when dealing with missing or absent persons. All agencies must be aware that risk can change over time and it is the responsibility of the care provider, agency or other to continually assess the risk.
OPERATIONAL IMPACT. The District Attorney’s Office will work with MFJ to analyze the culture, case management and structure of data within the District Attorney’s Office through an in-depth audit of a sample of the District Attorney’s data and a self-assessment. The goal is to assess readiness for a public-facing dashboard to facilitate transparency. MFJ can also facilitate the formation of a Community Advisory Board (“CAB”) to represent the community’s perspective in what data it is interested in seeing shared by the District Attorney in future data transparency projects. The term of the agreement is for a period of one year, from August 16, 2022 – August 16, 2023.
OPERATIONAL IMPACT. Since 2016, the Dallas County Criminal Justice Department’s role and responsibilities have expanded to manage a multitude of Dallas County criminal justice administration tasks, and responsibilities aimed at carrying out the administrative and programmatic oversite of various pretrial and post-trial release functions, and core tasks associated with the coordination and administration of the rehabilitation of an offender. These functions and designated responsibilities require working closely and collaboratively with the Dallas County Sheriff’s Office in order to help manage the jail population, execute jail diversion activities, provide education and resources, and assist with all other needs as determined. The Dallas County Criminal Justice Department helps to accomplish these goals by: • Assisting with jail population management to help contain jail operating costs to Dallas county. • Using AIS to help ensure transfers from the Dallas County Jail are timely scheduled and work with appropriate Dallas County criminal justice partners, law enforcement agencies and other local and state criminal justice partners to ensure timely releases. • Coordinating and providing oversite of all Dallas County pretrial/pre-adjudicated defendants who have been found to be incompetent to stand trial. This requires accessing AIS information in the coordination of competency cases to ensure proper court orders are executed and jail classification in order to ensure appropriate placement into either inpatient or outpatient competency restoration services. • Working directly with the Sheriff’s Office regarding transport to the state hospital, coordinating with courts on all bench warrants, monitoring of cases until restoration on the record, and ensure all deadlines are met as specified in the Texas Code of Criminal Procedure, 46B and 46C. Ensuring the completion of court ordered mental health triage, assessment, and treatment connection to rehabilitative services of defendants in the Dallas County Jail, for compliance with Tex. Code of Xxxx. Proc. Art. §§ 16.22 and 17.032. Coordinating and facilitate jail walk-out releases in order to connect defendants directly from jail to rehabilitative services. This includes the review of AIS information and coordination with the courts to ensure appropriate paperwork and dispositions are entered into data systems to allow release from custody, scheduling the release of the offender with the Sheriff’s Office, ordering and retrieving from ...
