Delivery Approach Sample Clauses
The Delivery Approach clause defines the method and process by which goods, services, or deliverables will be provided to the receiving party. It typically outlines the timeline, delivery milestones, and any specific requirements or standards that must be met during the delivery process. For example, it may specify whether delivery will be phased, the means of transportation, or the acceptance criteria for delivered items. This clause ensures both parties have a clear understanding of how and when delivery will occur, reducing the risk of disputes and ensuring expectations are aligned.
Delivery Approach. The DFE’s delivery approach is designed to separate the activities of the Delivery Partner, the Evaluation Partner and the Centres for Excellence. The DFE Contractor, as the Department’s Delivery Partner, will research, develop, implement, support evaluate and disseminate high quality basic maths teaching approaches that focus on students aged 16+ with low prior attainment. Whilst DFE will select and grant fund the Centres for Excellence, they will be operationally managed by the Delivery Partner. The Delivery Partner will be responsible for training, mentoring and supporting the Centres for Excellence to trial the approaches within their institution and maths network. The Delivery Partner will monitor and review the Centres for Excellence to establish and maintain exemplary standards of provision to meet both local and national maths priorities. The Delivery Partner will support the Centres for Excellence to network and disseminate the new or improved ways of teaching maths to those aged 16 and over. The Delivery Partner will also commission an Evaluation Partner to conduct an ongoing, independent and objective evaluation to determine whether the new and improved teaching approaches being trialled are having an impact on the quality of teaching and improving outcomes for students. The Delivery Partner will contract with an independent Evaluation Partner. The specification of work, costs and selection of the Evaluation Partner will be agreed with the Department. This should be a separate organisation to that of the Delivery Partner and the Delivery Partner and Evaluation Partner shall make clear as to whether any conflicts of interest may exist between the organisations. The Evaluation Partner will not be responsible for evaluating the Delivery Partner or the Centres for Excellence. Rather, they will have responsibility for evaluating the impact of the trials of the new teaching approaches on the quality of teaching and attainment. The Evaluation Partner will support the Delivery Partner to design robust research methods for the trials of the teaching approaches and will provide an independent, ongoing analysis of whether the teaching approaches being trialled are having an impact. The Evaluation Partner will collect, identify and analyse on an ongoing basis quantitative (such as attainment and attendance data) and qualitative data (such as teacher surveys) as proxy measures to determine whether the new approaches are enhancing the quality of post-16 basic...
Delivery Approach. The University of ▇▇▇▇▇▇ ▇▇▇▇▇▇ Island will deliver the initiative. The second project under this initiative, Centre on Workforce Strategies, follows. ▇▇▇▇▇▇ ▇▇▇▇▇▇ Island has long struggled with producing or obtaining timely and relevant labour market information. The Centre on Workforce Strategies will create capacity within the province to conduct labour market research that is relevant to the needs of the province, specific sectors, and targeted labour market groups. The Centre will serve as a repository for local labour market information upon which government, businesses, and individuals could make decisions. The province will partner with the University of ▇▇▇▇▇▇ ▇▇▇▇▇▇ Island to provide comprehensive and timely labour market information to assist in strategic labour market planning.
Delivery Approach. The work described in this SOW will be delivered in person or remotely using phone calls and web conferencing technology.
Delivery Approach. Contractor shall deploy standard Cask Value Delivery Methodology (CVDM). This agile-based approach integrates ServiceNow’s Now Create implementation methodology. The goal of CVDM is to achieve and sustain transformational results on the ServiceNow platform for clients. This is realized by an integrated, client-focused team that spans account management, engagement management, business and technical subject matter expertise, as well as senior delivery oversight and guidance. Team roles and responsibilities are detailed in Section VI. of this Scope of Work (SOW). Figure 1, below, highlights the Stages of CVDM and their respective focus and related major activities. • Envision: Solution discovery, capability alignment, and delivery plan agreement • Discover: Current state assessment, data collection and requirements gathering • Design: Solution design, story writing, sprint planning and design approval • Create: Configuration and development, unit testing • Evaluate: UAT enablement, OCSD UAT, and validate production readiness • Realize: Training and Knowledge Transfer, release to Production • Transition: Post go live operational support, share outcomes and lessons learned Progression from Stage to Stage encompasses a CVDM Stage Gate, or CVDM Gate Review. CVDM Gate Reviews, detailed as deliverables in the SOW below, are critical to ensuring shared understanding, expectations, and team readiness. With CVDM Gate Reviews, Contractor will acquire OCSD acknowledgement and/or acceptance, as required by Stage activities, for delivery activities to advance. For example, a CVDM Gate Review to advance from Discover to Design Stages ensures that originally scoped estimates are still achievable once the full detailed requirements are captured. This CVDM Gate Review permits the delivery team to make decisions about scope and next steps in alignment with all the available information, and modify this SOW through a written contract amendment request, as necessary, to reflect changes in client and/or project team needs, objectives, capabilities, and/or timeline.
Delivery Approach. This project will be delivered by the Women’s Network, a non-profit organization that supports PEI women. The Apprenticeship Branch of the Department of Innovation and Advanced Learning will provide the coordination of this project. • Increase the number of women enrolled in trades, • Increase the number of trade-skilled individuals to fill vacancies as the result of attrition, • Increase the number of women participating in the Apprenticeship Program.
Delivery Approach. The Service will have a minimum of 5 days per month to call off for support. 0.5 days will be reserved for project management / account management each month and maintenance of the management report data. Each month Agilisys will provide a report detailing: • Days used / unused • Description of service delivery • Forward schedule of changes from the Service • Any new risks / issues to the service Days will be scheduled with the Service 1 month in advance, but Agilisys will try to respond to ad- hoc requests for support in a timely fashion.
Delivery Approach.
5.1 The Supplier is expected to provide a joint delivery team covering both programmes under this contract, with appropriate skills and expertise in each job family as described in the ‘Key Skills and Team Structure’ section below. Broadly, the team is expected to work with the Government of South Africa recipients by embedding key specialists within relevant municipalities (and the Funding Platform of the JET in Mpumalanga) during the contract duration to ensure evidenced transfer of skills. The following two sub-sections provide desired programme-specific methodology.
5.2 The quality and pace of delivery must be maintained to the highest standards for both programmes equally. To achieve the shared strategic outcomes of the two programmes, it is recommended that a single Project Leadership team is assigned with oversight of both programmes. This must be in line with the Key Skills and Expertise and Team Structure outlined in sections further below.
5.3 The supplier may need to take a proportionate and context-specific approach to governance- focussed and institutional capacity building activities as both programmes have varying needs. Further guidance on this is provide in programme sub-sections below.
5.4 This programme’s main aim is to build and improve the infrastructure quality in non-metro municipalities and by way of project development support, enhance municipal capabilities to undertake integrated spatial and economic development across municipal infrastructure portfolio. This includes enhanced governance and planning to develop credible project pipelines.
5.5 The municipalities identified in earlier phases of programme design demonstrate a range of local government challenges such as service delivery backlogs, poor institutional capacity, economic disintegration, and declining quality of public administration. These municipalities are classified as secondary/intermediate cities - although the categorisation may need to be revisited by ▇▇▇▇ - with complex urban systems, and varying spatial-economic strengths and weaknesses. For instance, Thulamela is a largely rural settlement; however, in the context of Limpopo North region, it acts as an urban centre, not least due to the University of Venda which is a key social infrastructure anchor. Contrary to this, Mthatha is a sprawling National Urban Node connecting poorer, rural Eastern Cape to economic opportunities within and outside of the province, in addition to leveraging coastal tourism opportun...