Project Goals. The schedule, budget, physical, technical and other objectives for the Project shall be defined.
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:
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. Meet statutory objectives and track progress. The statewide parcel layer is built in an iterative fashion. V9 will continue to track the progress made with investments to local governments, specifically on benchmarks for parcel dataset development. A goal is to design an appropriate monitoring and evaluation framework to evaluate progress on the four benchmarks for parcel data: Benchmark 1 – Parcel and Zoning Data Submission Benchmark 2 – Extended Parcel Attribute Set Submission Benchmark 3 – Completion of County Parcel Fabric Benchmark 4 – Completion and Integration of PLSS 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. Exploration of areas for improvement should be based on research. 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 be replicable and become more efficient with time, facilitating other improvements and/or opportunities for value-added products. 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 V9 Project should seek to create and realize efficiencies in general, eliminate waste, and integrate or collaborate with other state GIS services where possible. An 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. Responsiveness to public needs and economic development goals. Evaluate parcel layer user suggestions and implement improvements where feasible.
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. Recruitment and community outreach: The Sacramento Police Department set out to attract police candidates with strong histories of giving back to their communities and had a particular interest in candidates who were involved in community and volunteer activities. However, they also sought to ensure greater diversity in their applicant pool. Xxxxx, they invited the focus group participation of citizens who had an edge in minority communities, including vocal community advocates. These citizens initially were involved in the department’s recruitment and hiring processes as participants in the focus group research led by Insight Research, Inc., 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 fema...
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. Protect ash trees from emerald ash borer infestation on City-owned properties, including parks. Treatments of City-owned trees will begin after City staff makes the decision to begin treatments. • Provide a bulk discount program to all private property owners within the City of Arden Hills to encourage residents to proactively inject their ash trees in order to help preserve the City’s tree canopy and the accompanying economic and environmental benefits. Project Areas Area 1- City property Ash trees on City property identified by the City as trees to receive injection treatments will begin after staff has made the decision to proceed with such Work. Unless City staff directs otherwise, all ash injections must be completed between June 1st and September 30th of each year, or before fall leaf color, whichever occurs sooner. Area 2 – Private property Homeowners will contact Contractor directly to initiate an inspection, receive a quote and provide permission to perform the Work. Contractor will inspect the ash trees on private property and determine whether they are appropriate for treatment and all invoices will be submitted directly to the homeowner, and the City shall have no liability for or involvement in the provision of such Work. All ash injections must be completed between June 1st and September 30th of each year or before fall leaf color, whichever occurs sooner. Project Period and Completion Dates The tree injection period will run from approximately June 1st—September 30th of each year. Contractor may reserve the right to group tree injections based on geographic proximity within the injection period in order to achieve the efficiency needed to provide a discounted rate. Injections will occur on trees that have fully expanded leaves and have not reached fall senescence (fall leaf color). The city forester or person designated by the City Manager reserves the right to extend or limit the time period based on seasonal conditions. Contractor Qualifications Founded in 1976, Rainbow Treecare (RTC) has built a reputation on a solid commitment to the science of tree care and is uniquely positioned to offer the most comprehensive ash and elm protection services in the state. A pioneer of Dutch elm disease protection since 1976 and emerald ash borer protection since 2004, RTC has been working on a national level to develop cost-effective management solutions for EAB. RTC currently has more than 25,000 ash trees under protection with numerous government and...
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. 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. Certain properties within Louisville Metro’s urban service district area have been in economic and physical decline for the past 20 years, with the possibility of lingering contamination from former commercial or industrial operations. Remediating xxxxxxxxxx properties in this area will aid the area’s redevelopment in accordance with several neighborhood and community plans, the city’s comprehensive plan (Plan 2040) as well as the city’s 2023 economic development strategy (Growing Louisville Together) and bring about a higher use that is more beneficial to the community. The goals of the projects are to re-capitalize a revolving loan fund and make loans and subawards to eligible entities for cleanup of sites to facilitate the properties’ redevelopment. These goals will be accomplished by site-specific and non-site-specific activities. Non-site- specific tasks include preparing outreach materials relevant to the RLF program, marketing the program to prospective borrowers and sub-awardees, and providing access to brownfields- specific training and continuing education for staff. Site-specific tasks include verifying site and borrower/subaward recipient eligibility, preparing loan documents, preparing Quality Assurance Project Plans (QAPP), conducting site-specific public relations activities, preparing Analyses of Brownfields Cleanup Alternatives (ABCA), and consulting with, and enrolling sites in, the State Voluntary Cleanup Program (VCP). This will be overseen by a specific brownfields project manager employed by Louisville Metro Government. Cooperative agreement funding will be used to cover the costs of activities at, or in direct support of, brownfields sites as defined under CERCLA 101(39). The overall coordination of the cooperative agreement will be overseen by the Director of the Office of Planning. Use of all grant funds for site-specific activities will require approval by the Metropolitan Business Development Corporation (METCO) Board. The Metropolitan Business Development Corporation (METCO) is an independent, non-profit entity that manages an $18 million revolving loan fund portfolio for small business and commercial property improvement use. METCO approves over $2 million in new loans annually. Louisville Jefferson County Metro Government serves as the fiscal agent of METCO. The use of all METCO lending capital requires approval by the METCO Board. The Director of the Department of Economic Development serves as President and Chair of METCO wi...
