Project Communications. Unless direct communication has been specifically authorized, the Design Professional and Contractor shall communicate through the Program Manager. Communications by and with the Design Professional’s Design Consultants shall be through the Design Professional.
Project Communications. The Participant will obtain the LDC’s prior written approval for all Project Communications in advance of publication or release thereof. Such approval will be deemed to be granted if the LDC has not objected to the Project Communication within 10 Business Days of receipt by the LDC of the proposed Project Communication.
Project Communications. The Project will have multiple types of communication directed both internally and externally. These communications will be organized and managed by the Project Office, mainly via WP4 (“Communications”). Centralizing the organization of meetings will help spread information between parts of the project that do not naturally collaborate, as well as record the activities for reporting. Externally, communications will fall into two main categories: official communications with the Commission and general communications to the community (research or general public). Commission communications will be defined in the contract, and include regular reports and updates, including annual period reviews. The period reviews will include descriptions of activities as well as financial reporting. Non-Commission communications will be pursued both in an organized manner via known channels as well as opportunistically. The community has fostered a small but growing list of contacts in the general press; scientific and research communication paths are well known and will be used. The project will be accessible for interested parties by a web site with internal communications shielded from the public. Internally, the project communications will be organized around a set of recurring events. The most obvious are the period reviews. The entire project will be mobilized to produce the required documentation for the reviews including input from the Board via the Board Meetings held prior to the report's submission. Besides the reviews, all-hands meetings and smaller WP-centric or small-group focused meetings will be planned. These will be held off-cycle to ensure that additional communications occur throughout the project period. The Project Office is planning for several larger meetings in which a majority of the project partners will participate: - Kick-off Meeting - Board Meeting (annual) - Network Lightpath Technology Meeting - End of project Science and Technology Meeting We expect that several of these meetings can be co-located to ensure increased attendance. Some of these meetings may also be converted to telecons or vidconfs if it is determined that they will be equally productive that way. In addition to the larger person-to-person meetings, the WPs will have regular communications via telecons, vidconfs and mailing lists. The Project Office will not insist on the reporting of the actions of every meeting, instead it will urge that smaller meetings be tracked and announ...
Project Communications. The Participant shall obtain the IESO's prior written approval to all Project Communications in advance of publication or release thereof. Such approval shall be deemed to be granted if the IESO has not objected to the Project Communication within 10 Business Days of receipt by the IESO of the proposed Project Communication.
Project Communications. 14.25.1 All communications concerning the performance of the Work or the Project will be provided to the designated Project Manager and Contractor’s Representative set forth in Article 1 of the Agreement. City may change the designated Project Manager and, subject to Section 4.4.20 of these General Conditions, Contractor may change Contractor Representative, by written notice to the other.
14.25.2 Project communications may be exchanged by e-mail, but email communications cannot change the terms of the Agreement or the Scope of Work, or effectuate any change that requires a written Change Order.
14.25.3 When any provisions of the Agreement Documents requires Contractor or the Design Professional to give written notice to City, it will be deemed to have been validly given if delivered in person or if delivered at or sent by registered or certified mail, postage prepaid, to the Parties indicated in Agreement Article 1, incorporated by reference.
14.25.4 When any provisions of the Agreement Documents requires City, Project Manager, or the Design Professional to give written notice to Contractor, it will be deemed to have been validly given if delivered in person to the person designated in the Agreement Documents as Contractor’s Resident Superintendent, or if delivered at or sent by registered or certified mail, postage prepaid, to Contractor at the last address in the Agreement Documents or such substitute address which Contractor designates in writing, or to the business address known to the giver of notice.
Project Communications. The Participant will obtain the IESO’s prior written approval to all Project Communications in advance of publication or release thereof.
Project Communications a. Weekly Core Engagement Team Meetings
Project Communications. Subtask 3.1: Management/Maintenance of a Public EIS/EIR Project Website
Project Communications. Anchor QEA will schedule and attend via teleconference a project kickoff meeting to discuss tasks, expectations, roles, and the schedule. Attendees at this meeting will include the Anchor QEA project management team, GLO, members of the Texas TIG, and any other agency staff the Texas TIG deems necessary. Through the GLO, Anchor QEA will coordinate to schedule bi-weekly teleconferences with members of the Texas TIG to support project coordination and maximize efficient development of deliverables. At the discretion of the GLO, Anchor QEA will include subject matter experts and members of the Texas TIG at bi-weekly meetings, as needed.
Task 1 Schedule: Anchor QEA will endeavor to complete Task 1 within 271 days from the Notice to Proceed (NTP). Task 1 Deliverables:
1. Meeting agendas and notes 2. Record of decisions TASK 2: DRAFT RESTORATION PLAN/ENVIRONMENTAL ASSESSMENT Through the GLO, Anchor QEA will coordinate with Texas TIG members to develop a Draft RP/EA for public comment. The Draft RP/EA should be consistent with the Trustee Council Standard Operating Procedures for Implementation of the Natural Resource Restoration for the Deepwater Horizon Oil Spill (Trustee Council SOPs), unless otherwise directed by the GLO. The GLO will provide Anchor QEA with materials specifically prepared by the Texas TIG for RP/EA development, including project descriptions and budgets, OPA and NEPA environmental analyses, federal regulatory compliance information, and monitoring and adaptive management (MAM) plans. This task includes the following activities:
Project Communications. The Consultant will prepare a project communications plan as described in Exhibit G. Minimum Consultant deliverables under the project communications plan will include
6.3.1 The Owner is responsible, through its duly authorized representatives, for the audit of all accounts presented for payment. This does not relieve the Consultant of the primary obligation to certify the correctness of estimates and payments due on account as the work
