Organizational Structure and Responsibilities. Planning, permitting and construction of the Restoration Project will be implemented through a cooperative effort of the Project Management Team (PMT), Project Manager, and Technical Team (TT).
Organizational Structure and Responsibilities. The EPA Brownfields project will be overseen by Xxxxxx Xxxxx, the City’s Community and Economic Development Director. Xxxxxx has over 30 years of professional public development expertise. She will oversee all city staff working on the project. Xxxx Xxxxxxxx, Economic Development Manager, will supervise the project. Xxxx has over 25 year of experience in planning, economic development and real estate, including as the Industrial Lands Specialist for Business Oregon. Xxxx has a B.A in economics from Washington University in St. Louis and a Master of Regional Planning from the University of North Carolina at Chapel Hill. Xxxx, along with the project manager, will lead all of the community engagement activities associated with the grant, and will be responsible for hiring and managing paid contractors. Xxxxx Xxxxxxx, Economic Development Project Coordinator, has a Master of Urban and Regional Planning degree from Portland State University and has previously worked in community development with the United States Peace Corps and as an emergency manager for Santa Xxxxxxx County. Xxxxx will serve as the project manager and will be building on his experience managing Beaverton’s EPA Cleanup grants for the Public Safety Center and the previous Community-Wide Assessment Grant. Xxxxx will serve as a liaison between EPA Region 10 and Beaverton, and will be responsible for assuring compliance with the administrative and reporting requirements of the agreement. Xxxx will oversee a qualified team of interdepartmental staff, including: • Xxxxxxx Xxxxxx manages the Development Division and is responsible for the Beaverton Urban Renewal District. • Xxxxx Xxxxxxxxxx, City Engineer, manages the Public Works Engineering Division, which is comprised of the traffic, utilities (water, sewer and storm) and survey groups. Engineering also administers the City’s capital improvements program. The utility engineering group provides utility master planning, and the design and project management for capital improvement projects. The land surveying group provides surveys for engineering design and legal descriptions for acquisition and conveyance of City properties, rights-of-way and utility easements. • Xxxxxx Xxxx is Xxxxxxxxx’s Cultural Inclusion Coordinator, and helps the City strengthen its outreach to ethnic communities. • Xxxxxxx O’Xxxxxx is the City’s Finance Director, and oversees financial reporting and federal grant compliance under the Single Audit Act and OMB Circular A-13...
Organizational Structure and Responsibilities. The assessment coalition members for this grant include the City of Moscow, the Moscow Urban Renewal Agency, and Latah County. The City of Moscow will take primary responsibility for project management of this grant. The City has assembled a management team that includes City of Moscow staff as well as staff from the University of Idaho, the Moscow Urban Renewal Agency, and the Latah Economic Development Council. An organizational chart is provided in Figure 2 below. The primary project management team includes Xxxxxx Xxxx, Xxxxx Xxxxx, and Xxxxxxx Xxxxxx. Xxxxxx Xxxx will serve as the overall Project Manager for this grant and will also serve as the primary contact for the EPA Brownfields Project Officer. Xxxxxx is currently the City of Moscow’s Economic Development Specialist and Executive Director of the Moscow Urban Renewal Agency. Xxxxx Xxxxx will serve as the Project Controller and will be responsible for overseeing all of the monitoring, reporting, compliance, and procurement requirements for the project. Xxxxx will also serve as the secondary contact for the EPA Brownfields Project Officer for all procedural and monitoring activities. Xxxxx is the City of Moscow Grants Manager and has primary responsibility for managing the City’s grant portfolio. Xxxxxxx Xxxxxx will serve as the Public Outreach Manager and will be responsible for managing the public outreach and education components of the project and will also serve as the liaison to the Steering Committee. 2010 EPA Brownfields Assessment Coalition Grant – Organizational Chart Environmental Assessment / Cleanup Planning: Environmental Consultants, TBD Property Owners, TBD Project Manager Xxxxxx Xxxx, City of Moscow EPA: Xxxxxx Xxxxxxxxx, Brownfields Project Officer Public Outreach Manager Core Working Group: Project Controller Xxxxxxx Xxxxxx, U of Idaho: Xxxx Xxxxxx: Assessment Review, IDEQ Liaison Xxxxx Xxxxx, City of Moscow: Xxxxx XxXxxxxx: Technical Expert, URA Liaison Public Outreach & Education Xxxx Xxxxxxx: Planning, Zoning, Permitting Monitoring, Reporting, Steering Committee Liaison Xxxxx Xxxxxxx: Latah County Liaison Compliance & Procurement Steering Committee: Xxx Xxxxx, Palouse Clearwater Environmental Institute Xxxxxxxx Xxxxxxxxxx, Paradise Path Task Force Xxxxx Xxxxxx, Moscow Chamber of Commerce Xxx Xxxxxx, Moscow Human Rights Commission Xxxx Xxxxxx, Avista Corporation Xxxxxx XxXxxxxx, Regional Public Transportation Inc Xxxxx Xxxxxxxxx, Palouse Basin Aquifer Committee Xxxxxxxxx Xxxx,...
Organizational Structure and Responsibilities. MMSD Central Office will undertake the following actions and/or provide the following supports through this partnership: Director of University of Wisconsin-Madison School of Social Work ● Lead the evaluation team: develop measures, establish data collection procedures, collect and house data, analyze data and write reports communicating findings. ● Hire and supervise the team’s graduate student/project assistant. ● Work with MMSD’s Research & Program Evaluation Office, which will serve as consultant as well as links to school-based achievement and behavior indicators. ● Work with MMSD staff on developing the Office of Physical, Mentalmental health module for Oasys and Behavioral Healthother databases for data collection. ● Use experience, data, and outcomes to contribute to the scholarly body of work around integrating mental health services in schools. ● Develop and disseminate replication information in a best practices manual which will be shared at conferences and available to other school districts. ● Regularly attend coordination meetings and contribute to reporting activities (stakeholders). ● Continue to serve on the CMHC. Catholic Charities ● Co-select, co-supervise, and co-house the WPP Grant Coordinator of Mental Health Supports to provide overallfor BHS. ● Submit necessary paperwork for third-party reimbursement for mental health services. ● Review pilot site fiscals to determine cost of implementation of BHS program and partnership coordination, oversight,inform future budget planning. ● Participate in ABLe Change training and support to schools and partners as needed. implementation. ● Serve as fiscal agent, manage partner budget, and process invoices as outlinedParticipate in development of mental health module in Oasys (MMSD- system). ● Co-present preliminary findings from pilot-year program to stakeholders. ● Provide oversight of staff assigned to schools including ensuring that assigned Catholic Charities contractstaff have the necessary training and education for provision of services to the age of students served. ● Director of the Office of Physical, Mental and Behavioral Health, Coordinator of Mental Health Supports and Director of Strategic Partnerships and Innovation to participate in mid-year and year-end review of partnership. Participate in on-going program monitoring and evaluation activities. ● Continue to serve on the CMHC. Develop and monitor program evaluation and data collection. Catholic Charities will undertake the follo...
Organizational Structure and Responsibilities. The assessment coalition members for this grant include the City of Moscow, the Moscow Urban Renewal Agency, and Latah County. The City of Moscow will take primary responsibility for project management of this grant. The City has assembled a management team that includes City of Moscow staff as well as staff from the Moscow Urban Renewal Agency, and the Latah Economic Development Council. An organizational chart is provided in Figure 2 below. The primary project management team includes ED Specialist and Xxxxx Xxxxx, Grants Manager.. The ED Specialist will serve as the overall Project Manager for this grant and will also serve as the primary contact for the EPA Brownfields Project Officer. Xxxxx Xxxxx will serve as the Project Controller and will be responsible for overseeing all of the monitoring, reporting, compliance, and procurement requirements for the project. Xxxxx will also serve as the secondary contact for the EPA Brownfields Project Officer for all procedural and monitoring activities. Xxxxx is the City of Moscow Grants Manager and has primary responsibility for managing the City’s grant portfolio. A public involvement /outreach consultant will serve as the Public Outreach Officer and will be responsible for managing the public outreach and education components of the project under the direction of the ED Specialist..
Organizational Structure and Responsibilities. The City of Ponderay will lead the project. Xxxx Xxxxxxxx, Planning, Parks and Development Director for City of Ponderay, will be the project manager. Xx. Xxxxxxxx will lead the project and direct its contractor to ensure that all technical, administrative, and financial requirements are met, with support from XxxXxxxx Xxxxxx, Planner. Mayor Xxxxx Xxxxxx will provide additional project management support. Xx Xxxxxx will be the City of Ponderay’s financial lead for the project. The City employs planning, engineering, legal, financial services, and administrative staff to support project implementation and complete EPA-required reporting, ACRES database updates, and financial documents.
Organizational Structure and Responsibilities. Xxxxx Xxxxxx, Community Development Director, will be the Project Manager for the EPA grant- funded work. Xxxxx Xxxxxx will be responsible for day-to-day coordination of the project, including contracting with a qualified environmental contractor to perform the environmental assessment and to support the City’s community outreach and EPA reporting tasks. The City will hire a qualified contractor to conduct environmental site assessment and remedial planning activities at the Site. These services will be solicited using standard procurement practices. The City’s established procedures include seeking statement of qualifications and price proposals that are reviewed by the Project Manager and the City’s contracting and procurement staff. Professionals with previous xxxxxxxxxx experience, experience in conducting environmental site assessments, and with substantial experience working within the Oregon regulatory framework will be encouraged to compete. The contractor best qualified to perform site assessment and cleanup planning activities, and support the City in fulfilling all EPA reporting requirements, and that submits a bid consistent with our project budget, will be selected. The City and its environmental contractor will work closely with the DEQ through its Voluntary Cleanup Program (VCP) to ensure DEQ buy-in throughout the assessment and cleanup planning process. Washington County has agreed to provide an access agreement to the City for assessment of the Site. An organizational chart showing the project team structure is provided below.
Organizational Structure and Responsibilities. The Municipality of Anchorage (MOA) is defined as a “General Purpose Unit of Local Government” as that term is defined under 40 CFR Part 31. Within the Heritage Land Bank Department is the Real Estate Services (RES) Division, the specific agency within MOA that will be responsible for overseeing this project. Xxxxxx X. Xxxxx, Land Management Officer with the Heritage Land Bank Division of the Municipality of Anchorage’s Real Estate Department, shall be the general contact for the administration. Her complete contact information is on the title page of this work plan. Xxxxxxx Xxxxxxx, Systems Analyst with the MOA Project Management and Engineering Department Soils Lab shall provide technical oversight and monitor cleanup activities, and provide the Municipality’s oversight of contractors and sub-contractors working on behalf of this grant. Xx. Xxxxxxx may be reached at 000-000-0000 or e-mail: xxxxxxxxx@xxxx.xxx. The MOA will be providing quarterly budget and other financial reports as required. Xxxxxx Xxxxxxxx, Grants Accounting Supervisor in the MOA Finance Department, shall be the point of contact via phone at (000) 000-0000 or e-mail: XxxxxxxxXX@xxxx.xxx. MOA will be using the contractor that is on retainer with the Municipality, and was procured in accordance with 40CFR, Part 31.
Organizational Structure and Responsibilities. All Main partners play a structural role in the EMJD governing bodies. They contribute directly and structurally to the implementation of the EMJD by recruiting, employing and Host eligible candidates and providing teaching and training modules and research opportunities. The Associated partners of the SINCHEM network support specific research projects and will also contribute to the transfer of knowledge and results in the innovation process, assist in the promotion, implementation, evaluation and sustainable development of the doctorate. Following organizational levels will be installed: Secretariat: It is in charge of the daily management and contact with EU. The administration (mainly: information, communication with applicants, collection of the student files) and managing office (calendars, coordination of common activities, redistribution of fees to Partner Universities, management of finances, etc.) of the Joint Programme will be performed mainly by the Coordinating University. The Partner Universities will collaborate as needed. The Secretariat will be also in charge for SINCHEM web-site, supported by the Coordination Board.
Organizational Structure and Responsibilities. The City has assembled a four-person project team with qualified staff from the Community Development, Financne, Public Works, and Planning departments. Xxxx Xxxxx, the City Administrator and Community Development Director, will manage the USEPA Xxxxxxxxxx Xxxxx and will report the status of the project on a quarterly basis, or as needed, to the USEPA program coordinator, City’s Finance Director, Mayor, and City Council. Other project team members include Xxxxx Xxxxxxx, Land Use Planner, Xxx Xxxxxx, Public Works Engineering Director, and Xxxxxxxx Xxxxxx, Associate Planner. Community-based organizations and public-sector organizations that provided letters of support for this project will fulfill various roles in the project. First, technical advice and support will be provided by the Oregon State Marine Board, Department of Land Conservation and Development, Business Oregon, the Port of St. Helens, North Coast Regional Solutions Team, Oregon Department of Transportation, and Scappoose Bay Watershed Council. Second, project information will be available for interested community organizations, including: St. Helens Economic Development Corporation, Columbia River Yacht Association, Columbia County Economic Team, South Columbia City Chamber of Commerce, Columbia Pacific Development District, the Public Health Foundation of Columbia, Columbia City Commissioners, Friends of Nob Hill Nature Park, and the Columbia Pacific Food Bank. The project team will prepare a Request for Qualifications for approval by the City Council, as further described in Section 2.1.4. The selected contractor will carry out the project workplan with oversight from the BAC and project team. This contractor will be responsible for the technical oversight of assessment-related activities. The project team will retain the responsibility of reporting project status as described above.
