Project Administration and Reporting. Kick-Off Meeting Upon authorization to proceed, R3 will facilitate a kick-off meeting with City staff. The meeting will provide an opportunity to review the project objectives, R3’s project approach, schedule, and data availability. The kick-off meeting will serve to set the expectations, project responsibilities, milestones and timeline for the Scope of Work and establish the best means for ongoing communication and collaboration between R3 and the City for the duration of this engagement. We will also discuss reporting and recordkeeping and file sharing. One item of importance for discussion during the kick-off meeting will be how R3 and the City’ staff will work collaboratively to ensure that this project provides the best possible outcomes for customers and ratepayers, while still achieving meaningful compliance with the law. Equally important to achieving the best possible outcomes for this project is to determine what the City’s goals are in the new franchise agreement. R3 Status Reporting to the City After the kick-off meeting, R3 will provide meeting minutes including notes, schedule, and milestones. Ongoing coordination will continue throughout the project through virtual meetings, schedule updates and/ or status reports.R3 will provide consistent updates on project progress through bi-weekly calls with City staff to discuss findings, issues and/or constraints, and other matters that require the City’s attention. Task 1 Deliverables (per the RFP) – Project Schedule – Kickoff Meeting (virtual or in-person) – Invoices and Project Status Reports – Progress Report Meetings (virtual) – Meeting Materials, Presentations, Reports – Project Documents Folder Task 2 Collection Services Agreement Negotiation and Technical Assistance Task 2.1 Deal Points R3 will work with City staff to develop “deal points” to guide the negotiation process with Republic. The final list of deal
Project Administration and Reporting. Day to day management: management of tasks and activities foreseen in Annex I and detailed in the annual workplan as well as systematic monitoring progress and issue of Periodic and Final management reports both internal and contractual (to be performed by the project Administrator). Also, liaison with the EC services: Activities include liaison on all issues related to the Grant Agreement. Financial administration and reporting: Activities include management of the financial resources of the network – including also potential external resources – as well as issue of internal periodic financial reports by the financial administration and auditing by the Steering Board. Under this task the contractual deliverables D1.3x (Report on the distribution of the Community financial contribution between beneficiaries) will be also delivered. Public Representation of the project: Activities include policy development, implementation and maintenance of the public presence of the project (excluding activities by WP Dissemination)..
Project Administration and Reporting. 1. Responsibilities of CNA and City of Tucson Police Department include:
Project Administration and Reporting. Due to the length of time this project has been active as well as the additional project meetings attended with NYSDOT, NPS, City, etc., this phase is currently over budget and will continue to accrue effort until the project is completed. Projected Effort: 84 hrs, Negotiated Fee = $13,000 Sections 3 & 4 – Preliminary Design and Environmental A substantial amount of effort was undertaken in these phases to complete the design approval process. At the time the project was reinstated, a preliminary plan had been in place which consisted of a 3-lane section (one lane in each direction and a two way left turn lane). It was assumed this plan was to be progressed for preliminary design however it was requested that additional alternatives be analyzed which included on-street parking and dedicated left turn lanes at the Xxxxxxx/Xxxxxx Intersection and the Xxxxxxx Xxxxxx Historical National Park. This alternative was presented to the public in June 2016. The cultural resource review by NYSDOT and coordination with National Parks has been a driving factor in the delays as well as alternatives chosen. During the Phase 1B Cultural Resource investigation, as well as correspondence received from the National Parks Service review of the alternative presented to the public, it was determine further refinement of the alternative was necessary to limit the impacts near the Xxxxxxx Xxxxxx National Park. The dedicated left turn lane was removed as well as sidewalks on the east side south of the National Park driveway. NYSDOT requested further refinement of the alternative to mitigate the potential impacts of the National Park and specifically in front of the Xxxxxxx Xxxxxx Home. After several iterations of geometric design and consultation with NYSDOT, the cultural resource finding document was prepared and approved by NYSDOT, SHPO and FHWA. During preparation of the Final Design Approval Document, the estimated cost to construct the proposed alternative revealed a large funding gap. After an additional meeting with NYSDOT to discuss the project and funding allocations, a further refinement of the preferred alternative was requested to reduce the width of reconstruction and eliminate the replacement of the existing traffic signal at the Xxxxxxx/Xxxxxx intersection. Although that did not completely eliminate the funding gap, it did reduce the overall cost of the project. The City was able to grant design approval in February 2019. Additional effort is required under Section 4...
