Capacity Assessment Clause Samples

Capacity Assessment. (a) Subject to clause 9.3(c), Aurizon Network must, within six months after the completion and commissioning of an Expansion referred to in clause 9.2, undertake an assessment (Capacity Assessment) in respect of that Expansion to determine, in accordance with clause 9.3(b), the change in Existing Capacity (Capacity Change) for each Segment of the Expansion. (b) For the purposes of clause 9.3(a), the Capacity Change for each Segment of an Expansion is the amount which is: (i) the Existing Capacity of the Segment of the Expansion as a result of the Expansion being undertaken; less (ii) the Existing Capacity of the Segment of the Expansion if the Expansion had not been undertaken, using consistent Operating Parameters. (c) Aurizon Network may defer a Capacity Assessment in respect of an Expansion until such time as Aurizon Network reasonably considers that the Expansion Infrastructure is fully operational and the demand conditions are such that a reasonable Capacity Assessment can be undertaken.

Capacity Assessment. (a) Subject to clause 9.3(c), Aurizon Network must, within six months after the completion and commissioning of an Expansion referred to in clause 9.2, undertake an assessment (Capacity Assessment) in respect of that Expansion to determine, in accordance with clause 9.3(b), the change in Existing Capacity (Capacity Change) for each Segment of the Expansion. (b) For the purposes of clause 9.3(a), the Capacity Change for each Segment of an Expansion is the amount which is: (i) the Existing Capacity of the Segment of the Expansion as a result of the Expansion being undertaken; less (ii) the Existing Capacity of the Segment of the Expansion if the Expansion had not been undertaken, using consistent Operating Parameters.

Capacity Assessment. Contractor will develop and submit an Annual Capacity Assessment detailing community and organizational readiness and capacity for implementation of home visiting services with fidelity (prior to the Term). Materials provided in the Annual Capacity Assessment will be used to inform the Agreement.

Capacity Assessment. Wastewater Facilities‌ Scope of Services‌ Based on the analysis in Subtask 2.1 and model developed in Subtask 2.3, HDR will conduct an assessment and provide recommendations for the 30-year Planning Horizon (to 2050). 1. HDR will evaluate Mooresville’s wastewater treatment plant and collection system lift station capacity from the standpoint of: system performance, regulatory compliance, asset condition versus capacity, potential risk of failure, vulnerability, and flexibility for potential changes in demand. 2. HDR will utilize the updated demand projections to: a. Evaluate WWTP & lift station hydraulic performance & equipment, including pumps, and motors b. Validate the results for the previous master plans & identify areas for long-term optimization c. Evaluate redundancy, system operability, & system water age relative to treatment plant operation d. Evaluate viability of pump stations for water supply to critical customers & adjacent communities 3. HDR will provide recommendations for improvements, operational or capital, including cost estimates as it relates to the updated demand projections. 4. HDR will facilitate a workshop to discuss the findings and recommendations of the capacity evaluations conducted in Tasks 2.2 through 2.5. Deliverables‌ • TM/Chapter - Capacity Evaluation for Wastewater Facilities • Recommended Project List and Engineer’s Estimate of Probable Cost Meetings‌ • Workshop: Water/Wastewater Facilities and Infrastructure Capacity Evaluations Assumptions‌ • Basis of flow projections will include the population projections established as part of the recent OneMooresville Comprehensive Plan for a 20-Year Planning Horizon. • Mooresville will provide data as requested, including information related to names and location of critical customers and adjacent communities served. ‘Critical customers’ are defined as water/wastewater utility customers where either (1) contractual obligations for service exist, (2) loss of service poses a significant risk to health and safety, or (3) loss of service may cause significant community disruptions. • Capital cost estimate ranges developed as part of this task will be a Class 5 – Planning Level estimates, as defined by the Estimate Classification Systems from the Association for the Advancement of Cost Engineering International (AACEI) 17r-97 and as designated in American Society for Testing and Materials (ASTM) E 2516-06. Task 3 - Condition Assessment & Renewal Planning‌

Capacity Assessment a. Work with NWSA staff to review and update the existing market analysis. Analysis shall capture high level cargo trends and projections. These findings shall help inform the scenario development and help identify facility and infrastructure needs for certain cargo types, such as a growing need for additional reefer capacity. b. Work with NWSA staff to review and, as appropriate, revise existing capacity assessments for the marine cargo terminals for both harbors. This assessment will be both quantitative and qualitative and will consider: waterside access, terminals, power and stormwater utilities, landside access, technology, and other support services, or facilities. Subtasks include: 1) Review and compare capacity and current/projected demand to determine current utilization and timing of capacity shortfalls. 2) In coordination with homeports, assess inland development opportunities to address capacity shortfalls, and to support short-distance rail cargo movement. 3) Identify opportunities to incorporate emerging technologies and infrastructure to anticipate market demands, improve efficiency, and enhance long-term resiliency. 4) Determine any supportive businesses, services, or additional alternative cargo/maritime businesses beneficial to the NWSA for attraction or expansion. 5) Identify potential for support or added-value services for NWSA industrial properties and current facilities. a. Identify solutions to address capacity shortfalls. b. Consider cargo compatibility with non-maritime commercial uses. c. Quantify investment requirements of terminal capacity solutions and prioritize according to corresponding benefit and cost criteria and KPIs.

Capacity Assessment. Assist in developing the report to assess tree planting and forestry capacity in the watershed. Assist in developing the service provider directory. N/A Task 3 – Service Provider Training. Assist in developing 2 PFM plan writer workshops. Support efforts to getting the right trees, planted on the right sites, through the best practices. N/A

Capacity Assessment. Water Facilities‌ Scope of Services‌ Based on the analysis in Subtask 2.1 and model developed in Subtask 2.2, HDR will conduct an assessment and provide recommendations for the 30-year Planning Horizon (to 2050). 1. HDR will evaluate Mooresville’s water treatment plant and distribution system pump station capacity from the standpoint of: system performance, regulatory compliance, asset condition versus capacity, potential risk of failure, vulnerability, and flexibility for potential changes in demand. 2. HDR will utilize the updated demand projections to: a. Evaluate WTP & pump station hydraulic performance & equipment, including pumps, and motors b. Identify areas for long-term optimization c. Evaluate redundancy, system operability, & system water age relative to treatment plant operation d. Evaluate viability of pump stations for water supply to critical customers & adjacent communities e. Evaluate water storage capacity needs 3. HDR will provide recommendations for improvements, operational or capital, including cost estimates as it relates to the updated demand projections. Deliverables‌ • TM - Capacity Evaluation for Water Facilities • Recommended Project List and Engineer’s Opinion of Probable Cost Assumptions‌ • Basis of flow projections will include the population projections established as part of the recent OneMooresville Comprehensive Plan for a 20-Year Planning Horizon. • Mooresville will provide data as requested, including information related to names and location of critical customers and adjacent communities served. • Opinions of probable capital cost ranges developed as part of this task will be a Class 5 – Planning Level estimates, as defined by the Estimate Classification Systems from the Association for the Advancement of Cost Engineering International (AACEI) 17r-97 and as designated in American Society for Testing and Materials (ASTM) E 2516-06.

Capacity Assessment. To assess current capacity, Contractor shall administer a survey to all CCF grantees. Responses shall be fed into an assessment rubric that shall allow the Contractor to analyze and rank organizations into categories indicating Low, Basic, Moderate, or High Capacity. This rubric shall assess capacity in each of the priority areas identified by ACPD: Mission, Vision, & Strategy; Governance & Leadership; Organization Structure; Partnerships, External Relations, & Networking; Management Systems & Operational Ability; Fund raising, Revenue Generation, Fiscal Sustainability; and Sector-Specific Knowledge. There are standardized rubrics for Organizational Capacity Assessment, and the Contractor shall modify these tools to fit the context of this project.

Capacity Assessment. Capacity emergency supply: safety and security, water, food, shelter, sanitation, clothing, income, mental and physical care, social security; - Capacity for: debris management, damage taxation, - Capacity: recovery of critical infrastructures (roads, ▇▇▇▇▇, energy, water, ICT/telecom, etc. - Capacity: recovery of societal functions (schools, housing, economic life) - Location and capacities (e.g. integration of local maps and geo referenced collection of hospitals in the districts around (150 km), real time data on surgery capacities in the hospitals, real-time traffic data, data on weather conditions, etc.)