Project Goals. The schedule, budget, physical, technical and other objectives for the Project shall be defined.
Project Goals. The following goals are for the overall design, construction and commissioning of the new courthouse that is the subject of the Project. Construction Manager’s scope of Services is intended to further these goals, whether or not the Construction Manager is primarily responsible for achieving all of these goals. This Project will be consistent with the California Trial Court Facilities Standards, as adopted by the Judicial Council of California and in effect as of the Effective Date. The California Trial Court Facilities Standards is available at xxx.xxxxxx.xx.
Project Goals. The Sacramento Police Department sought to create major changes in recruitment and hiring by addressing four critical functions: • Recruitment and community outreach • Occupational screening • Psychological testing • Institutionalizing change through revised policies, procedures, and longitudinal validation of hiring processes Use of Focus Groups: Recruitment, Community Outreach, and Marketing Sacramento relied heavily on focus groups to achieve project goals. In contrast to open-ended discussion groups, however, their focus groups had an applied research orientation that was used effectively to address recruitment, community outreach and marketing initiatives. a marketing company that helped the groups brainstorm ideas and identify service-oriented traits. These discussions were structured around behavioral dimensions identified by the California POST (see Appendix A) which became the research protocol for collecting data on service-oriented traits in a consistent and uniform manner. This protocol was used with all focus groups. One focus group was comprised of officers while three other groups were composed of citizens. In addition to consensual agreement on the service-oriented traits reflected in the behavioral dimensions, all reached the conclusion that the department was understaffed, under–funded, in need of training, and experiencing morale problems. Three additional sworn focus groups were convened to counterbalance what was initially limited involvement of sworn participation, and to ensure adequate representation from the department. These groups were identified as “branding” groups and were designed to generate information that would shape a marketing message reflective of service-oriented traits. Much later in the project, a separate set of focus groups were established to assess specific concerns of female and minority employees. These groups were developed in response to the realization within the department that they needed to do more to improve their success rate in recruiting a diverse applicant pool. Recommendations from this latter group included dispelling negative images of police officers, recruiting young, early, and repeatedly, and creating diverse images in the advertising while also communicating a “you can do it” attitude (see Appendix B for the report). The community focus groups were composed of community leaders who represented neighborhood and community organizations, minority group organizations, and business owners. All we...
Project Goals. The following goals are for the overall design, construction and commissioning of the new courthouse that is the subject of the Project. CMR’s scope of Services is intended to further these goals, whether or not the CMR is primarily responsible for achieving all of these goals.
Project Goals. ADOT’s Legacy Vision is “Creating a transportation system for Arizona that improves the quality of life.” ADOT’s Mission is “To provide a safe, efficient, cost effective transportation system” in accordance with the values of Accountability, Integrity, and Respect. Consistent with ADOT’s Legacy Vision, Mission, and Values, ADOT has established a set of goals for the Project. The following Project goals are considered to be equal in value and importance to the Project, reflecting ADOT’s view of a successful Project:
(a) To improve the energy efficiency of the broader Phoenix metropolitan area lighting system, based on improvements in solid state lighting and controls systems;
(b) To challenge and motivate Proposers to apply private sector project development and management innovation and efficiencies throughout the Project;
(c) To enhance the safety of drivers using highways in the Phoenix metropolitan area;
(d) To design and implement a monitoring and control system for all luminaires within the Project scope;
(e) To enter into an agreement that provides ADOT with greater budget certainty and optimized lifecycle costs and performance for lighting across the Phoenix metropolitan area;
(f) To improve overall service levels, quality and reliability of the lighting system in the Project area through a performance-based agreement; and
(g) To achieve sustainable long-term maintenance and operations. The Project will additionally provide improved public and environmental benefit through reduced levels of energy consumption and reduction in demand. ADOT encourages local firms to participate in this opportunity.
Project Goals. EFP is focused on increasing student interest and achievement in STEM. The project achieves this goal by offering unique NASA experiences to students and educators. Recognizing that hands-on, interactive, and authentic experiences are effective learning tools, EFP provides the Agency with outstanding opportunities to inspire, engage, and educate the Nation’s students and educators. Student and educator participation in NASA- unique education flight activities directly contributes to NASA Education efforts to attract and retain students in STEM disciplines and strengthen NASA and the Nation’s future workforce. The vision for EFP is to: Facilitate education opportunities that use the unique environment of spaceflight, other flight platforms, and NASA research facilities. The project will meet the following objectives:
Project Goals. Tracking progress. The statewide parcel layer is built in an iterative fashion. V7 will continue to track the progress made with investments to local governments, specifically on benchmarks for parcel dataset development instituted with the 2016 WLIP grant application and continued in the 2017, 2018, 2019, and 2020 grant applications. • Incremental and continuous improvement. Improvement of the statewide parcel layer itself, as well as the workflow and methods for each step in the aggregation process, with each new version of the layer. As with the database, the hosting and display should keep pace with current technology and be continually improved to meet users’ needs. Intake and aggregation process should become more efficient with time, facilitating other improvements and/or opportunities for value-added products. • Authoritative Automated Asynchronous Aggregation. A long-term goal is to achieve the “Four A’s” so county data stewards can submit datasets at any time or interval by automatically merging local data with the most current statewide database. The objective for this project is to move toward a more efficient, automated process for data aggregation where the locus of standardization labor is on the data contributors rather than the aggregator. Such a process would require fewer state resources be dedicated to the aggregation process and thereby reduce state costs for sustaining the statewide digital parcel map. • Outreach and technical assistance to counties. This may take the form of further development of existing technical tools or the creation of new tools for counties and municipalities to use. It could also involve virtual or site visits and direct assistance. • Lean government principles and efficiency. The V7 Project should seek to create and realize efficiencies in general, eliminate waste, and integrate or collaborate with other state GIS services where possible. • Responsiveness to public needs and economic development goals. Evaluate parcel layer user suggestions and implement improvements where feasible.
Project Goals. The overall goal of the URC project is to continue NASA’s commitment to achieving a broad- based, competitive aerospace research and technology development capability at MIs that will: ▪ Expand the nation's base for aerospace research and development by fostering new aerospace research and technology development concepts; ▪ Develop mechanisms for increased participation by faculty and students at MIs in the research programs of NASA’s Mission Directorates; and ▪ Increase the numbers of undergraduate and graduate degrees awarded to U.S. citizens from MIs in NASA-related fields. The specific objectives for URCs are to: ▪ Establish significant, multi-disciplinary scientific, engineering, and/or commercial research centers at the host university that contribute substantially to the programs of one or more of the four NASA Mission Directorates described in the NASA Strategic Plan; ▪ Move increasingly towards gaining support from sources outside the URC project by aggressively pursuing additional funding opportunities offered by the NASA Mission Directorates, industry, and other funding agencies; and ▪ Improve the rates at which U.S. citizens, who historically have been underrepresented in NASA-related fields, are awarded undergraduate and graduate degrees at their respective universities in NASA-related fields.
Project Goals. 1 ADOT’s Legacy Vision is “Creating a transportation system for Arizona that improves 2 the quality of life.” ADOT’s Mission is “To provide a safe, efficient, cost effective 3 transportation system” in accordance with the values of Accountability, Integrity, and
Project Goals. A. Participation Goals
B. BIPOC Return on Investment (B-ROI)
