Project Scope and Staffing Sample Clauses

Project Scope and Staffing. By early 2014, following the first intake of child beneficiaries, the project was facing challenges in meeting its child beneficiary targets. The reasons for this were that the population of children at risk or engaged in child labor was less than projected in the target areas, coupled with the high rate of out-migration among households who took their children with them, as well as migration among the youth age group. In response, the project decided to expand to additional villages within target communes in order to meet the targets. This has put more pressure on the local project staff, both Community Facilitators (CFs) and Local Coordinators, to manage the additional travel and workload associated with engaging in more villages and multiplying the village-level monitoring tasks. The project has also suffered from quite frequent turnover of field staff and additionally some CFs are not highly experienced in the range of issues for which they are responsible. The beneficiary monitoring and data entry is gradually being delegated to CWGs (or CLMCS/VSNPs) and community partners; this was in fact the original intention but it has only recently gained momentum. This development should ease the burden on the CFs. In December 2013, with USDOL approval, World Vision hired additional CFs to cope with the extra load of working in more villages than originally planned. In Battambang, Banteay Meanchey and Siem Reap (the three WV implementation provinces), the number of CFs was increased from four to eight. Two additional administrative assistants were hired: one who was hired in January 2014 and is based in Siem Reap who also provides support to BMC, and another in Battambang who was hired in October 2014. World Vision now has ten or eleven staff per province comprising one LC, one M&E Assistant, one or two administrative assistants and eight CFs.14 From the perspectives of the LCs, the Project Director and the Operations Manager, the field staff are still stretched even with the additional staff but at this stage the senior management does not consider it necessary to seek additional budget to hire more staff.
Sample 1
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Related to Project Scope and Staffing

  • Project Scope The physical scope of the Project shall be limited to only those capital improvements as described in Appendix A of this Agreement. In the event that circumstances require a change in such physical scope, the change must be approved by the District Committee, recorded in the District Committee's official meeting minutes, and provided to the OPWC Director for the execution of an amendment to this Agreement.

  • Project Staffing Prior to the start of any work under this Agreement, Consultant must submit to City detailed resumes of key personnel that will be involved in performing services prescribed in the Agreement. City hereby acknowledges its acceptance of such personnel to perform services under this Agreement. At any time hereafter that Consultant desires to change key personnel while performing under the Agreement, Consultant must submit the qualifications of the new personnel to City for prior approval. Key personnel include, but are not limited to, principals-in-charge, project manager, and project Consultant. Consultant will maintain an adequate and competent staff of qualified persons, as may be determined by City, throughout the performance of this Agreement to ensure acceptable and timely completion of the Scope of Services. If City objects, with reasonable cause, to any of Consultant’s staff, Consultant must take prompt corrective action acceptable to City and, if required, remove such personnel from the Project and replace with new personnel agreed to by City.

  • General Scope of Work The Scope of Work and projected level of effort required for these SERVICES is described in Exhibit “A” attached hereto and by this reference made a part of this AGREEMENT. The General Scope of Work was developed utilizing performance based contracting methodologies.

  • Joint Network Implementation and Grooming Process Upon request of either Party, the Parties shall jointly develop an implementation and grooming process (the “Joint Grooming Process” or “Joint Process”) which may define and detail, inter alia:

  • Design Development Phase Services 3.3.1 Based on the Owner’s approval of the Schematic Design Documents, and on the Owner’s authorization of any adjustments in the Project requirements and the budget for the Cost of the Work, the Architect shall prepare Design Development Documents for the Owner’s approval. The Design Development Documents shall illustrate and describe the development of the approved Schematic Design Documents and shall consist of drawings and other documents including plans, sections, elevations, typical construction details, and diagrammatic layouts of building systems to fix and describe the size and character of the Project as to architectural, structural, mechanical and electrical systems, and other appropriate elements. The Design Development Documents shall also include outline specifications that identify major materials and systems and establish, in general, their quality levels.

  • Project Staff Contractor shall appoint to the Project Staff: (i) individuals with suitable training and skills to provide the Work, and (ii) sufficient staffing to adequately provide the Work. Contractor shall make commercially reasonable efforts consistent with sound business practices to honor the specific request of the JBE with regard to assignment of its employees. The JBE may require Contractor to remove any personnel from the Project Staff that interact with any personnel of the Judicial Branch Entities or JBE Contractors (including, without limitation, the Contractor Project Manager) upon providing to Contractor a reason (permitted by law) for such removal. Contractor may, with the JBE’s consent, continue to retain such member of the Project Staff in a role that does not interact with any personnel of the Judicial Branch Entities or

  • Detailed Scope of Work The complete description of services to be provided by the Contractor under an individual Job Order. Developed by the Contractor, after the Joint Scope Meeting and submitted for approval to the County Project Manager.

  • Scope of Work The Contractor has overall responsibility for and shall provide and furnish all materials, equipment, tools and labor as necessary or reasonably inferable to complete the Work, or any phase of the Work, in accordance with the Owner’s requirements and the terms of the Contract Documents.

  • Staffing Consultant will designate in writing to Authority its representative, and the manner in which it will provide staff support for the project, which must be approved by Authority. Consultant must notify Authority’s Contract Representative of any change in personnel assigned to perform work under this Contract, and the Authority’s Contract Representative has the right to reject the person or persons assigned to fill the position or positions. The Authority’s Contract Representative shall also have the right to require the removal of the Consultant’s previously assigned personnel, including Consultant’s representative, provided sufficient cause for such removal exists. The criteria for requesting removal of an individual will be based on, but not limited to, the following: technical incompetence, inability to meet the position’s qualifications, failure to perform, poor attendance, ethics violation, unsafe work habits, or damage to Authority or other property. Upon notice for removal, Consultant shall replace such personnel with personnel substantially equal in ability and qualifications for the positions and shall submit the proposed replacement personnel qualification and abilities to the Authority, in writing, for approval.

  • Synchronization, Commissioning and Commercial Operation 4.1.1 The Power Producer shall give at least thirty (30) days written notice to the SLDC and GUVNL, of the date on which it intends to synchronize the Power Project to the Grid System.

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