ProcureAvenue’s Contract Management will streamline and automate the processes of contract management. It will maximize profits, reduce cost and take care of all contractual terms and risks in one repository.
contract management, stages of contract managementVISHAKA BOTHRA
Contract management, management of contract, stages of contract management, role of client, main duties of client, role of contractor, role of subcontractor, role of architect, responsibilities of architect, site supervision, responsibilities of site supervisor, relation between contractor and architect
The document outlines Lambeth Home Improvement Agency's plans to move their home adaptation service in-house in order to have more control over the process and improve the customer experience. Key changes include surveyors and occupational therapists jointly assessing clients, case officers maintaining sole responsibility for a client's case, and using dedicated in-house contractors. This new Direct Labour Organisation model aims to streamline the process, reduce delays, and provide a seamless service with one point of contact for clients. The changes are expected to launch in phases starting in April 2021.
How to improve the contract management processSreekanthPawle
Did you know contracts dominate 70- 80% of your business?
46 cents out of every $1 spent on legal services goes on external costs!
The contract management process is vital for businesses to survive and grow. Companies can save up to 2% of their total annual cost by using advanced contract management software, but more importantly helps manage operational and financial risk. Hence, it creates a need to improve the contract management process. For example, automating contract management helps:
Decrease negotiation cycles by 50%
Trim incorrect payments by 75 to 90%
Reduce operating & processing costs of contract management by 10-30%
Reduce Operational and financial risk
Find out what contract lifecycle management is, the four stages and what they encompass and what competencies you need to deliver successful contract management.
Put Things In Proper Viewpoints With Contract Management SoftwareJames Blake
Each business puts awesome significance on contracts. The agreement ties association and understanding between two associations or people. At the point when there are more gets that the association deals with, the harder it is to monitor the records. Truth be told, being entrusted to oversee contracts is a testing and requesting assignment.
This document discusses key elements of effective contract management. It begins with defining what a contract is and explaining the contract management life cycle. It then discusses several important aspects of contract management including planning and information collection, contract administration, performance monitoring, relationship management, and issues that can arise at each stage of the contract management life cycle from procurement to closure. Effective contract management requires identifying risks, setting clear performance measures, maintaining strong communication between parties, and having dispute resolution procedures in place.
This document discusses contract management. It defines a contract and contract management, and outlines the key elements and lifecycle of effective contract management. These include planning, performance monitoring, relationship management, governance, knowledge management, change management, contingency planning, and ongoing review. Issues at each stage of the contract management lifecycle are also examined, from procurement to closure. The document emphasizes that contract management aims to ensure all parties fully meet obligations to satisfy operational objectives and strategic goals.
ProcureAvenue’s Contract Management will streamline and automate the processes of contract management. It will maximize profits, reduce cost and take care of all contractual terms and risks in one repository.
contract management, stages of contract managementVISHAKA BOTHRA
Contract management, management of contract, stages of contract management, role of client, main duties of client, role of contractor, role of subcontractor, role of architect, responsibilities of architect, site supervision, responsibilities of site supervisor, relation between contractor and architect
The document outlines Lambeth Home Improvement Agency's plans to move their home adaptation service in-house in order to have more control over the process and improve the customer experience. Key changes include surveyors and occupational therapists jointly assessing clients, case officers maintaining sole responsibility for a client's case, and using dedicated in-house contractors. This new Direct Labour Organisation model aims to streamline the process, reduce delays, and provide a seamless service with one point of contact for clients. The changes are expected to launch in phases starting in April 2021.
How to improve the contract management processSreekanthPawle
Did you know contracts dominate 70- 80% of your business?
46 cents out of every $1 spent on legal services goes on external costs!
The contract management process is vital for businesses to survive and grow. Companies can save up to 2% of their total annual cost by using advanced contract management software, but more importantly helps manage operational and financial risk. Hence, it creates a need to improve the contract management process. For example, automating contract management helps:
Decrease negotiation cycles by 50%
Trim incorrect payments by 75 to 90%
Reduce operating & processing costs of contract management by 10-30%
Reduce Operational and financial risk
Find out what contract lifecycle management is, the four stages and what they encompass and what competencies you need to deliver successful contract management.
Put Things In Proper Viewpoints With Contract Management SoftwareJames Blake
Each business puts awesome significance on contracts. The agreement ties association and understanding between two associations or people. At the point when there are more gets that the association deals with, the harder it is to monitor the records. Truth be told, being entrusted to oversee contracts is a testing and requesting assignment.
This document discusses key elements of effective contract management. It begins with defining what a contract is and explaining the contract management life cycle. It then discusses several important aspects of contract management including planning and information collection, contract administration, performance monitoring, relationship management, and issues that can arise at each stage of the contract management life cycle from procurement to closure. Effective contract management requires identifying risks, setting clear performance measures, maintaining strong communication between parties, and having dispute resolution procedures in place.
This document discusses contract management. It defines a contract and contract management, and outlines the key elements and lifecycle of effective contract management. These include planning, performance monitoring, relationship management, governance, knowledge management, change management, contingency planning, and ongoing review. Issues at each stage of the contract management lifecycle are also examined, from procurement to closure. The document emphasizes that contract management aims to ensure all parties fully meet obligations to satisfy operational objectives and strategic goals.
The document discusses the structure of multi-year IT services contracts. It recommends a hierarchical structure with a master agreement at the top level to provide stability over the contract term. Attachments and schedules would provide details on governance, change management, service delivery, standard terms, rate cards, line cards, order forms, and deliverables. The master agreement aims to remain largely unchanged for 5-10 years, while lower levels have more flexibility to change regularly to adapt to evolving needs and technologies. This structure balances the need for stability in key commitments with the ability to manage ongoing changes.
This manual provides guidance on best practices for contract and relationship management. It covers the entire engagement process between the customer and contractor to ensure contracts continue delivering value.
The manual discusses getting started with effective contract management, including laying foundations and assigning resources. It also covers managing performance through frameworks and incentives, as well as managing the relationship through communication and problem solving. Additional sections address managing the contract itself, seeking improvements, and managing change.
The guidance is intended to help practitioners in local government optimize contractual performance and fulfill intended benefits through sustainable service delivery and compliance. It provides practical, step-by-step instructions supported by case studies.
CREDICON CONSULTING LLP provides multi-disciplinary consulting services to engineering and construction industries, including contract management, dispute resolution, expert witness services, arbitration, litigation, scheduling, and cost engineering. They offer pre-contract consultancy, tender evaluation, risk analysis, cost management, and project change control. With over 70 associates in 40 locations, they bring industry expertise and legal capabilities to complex, high-stakes disputes. Their clientele includes many public and private sector organizations in infrastructure. They provide contract audit services to help contractors manage risks, measure work, develop billing procedures, analyze delays, audit quantities and rates for variations, and maintain contemporary records for claims and disputes.
This document provides guidance on contract management. It discusses the benefits of effective contract management for both buyers and suppliers, including ensuring service users receive high quality service. Contract management has three elements: service delivery management, relationship management, and contract administration. Service delivery management focuses on delivering the specified service to the required standard and quality. Relationship management keeps the relationship open, constructive and problem-focused. Contract administration governs the formal aspects of the contract including documentation and changes. The document advises addressing the service specification in tenders, not starting delivery until the signed contract clarifies all aspects, appointing contract managers, using contract management meetings, and maintaining thorough documentation. Effective contract management can lead to contract extensions and improved trust and reputation.
The document discusses contracting best practices for large, complex IT projects undertaken by state governments. It outlines both "not so good" practices like rushed procurement processes and sole source contracts, as well as "smart" practices and best practices. These include establishing clear deliverables and milestones, payment schedules correlated to vendor costs, dedicated contract managers, and change control processes. The presentation provides guidance for setting up contracts that balance project needs with financial compliance in complex government IT projects.
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
SirionLabs Webinar Featuring Forrester - Why Modern Contract Management is a ...SirionLabs
Enterprise procurement has undergone a significant shift over the past two decades with services emerging ahead of goods and commodities as the predominant spend category and contracts becoming more complex and dynamic.
Built initially in the late 20th century, traditional contract management technology has failed to keep pace. Thus, businesses have not seen the desired impact on their contractual relationships despite investing millions of dollars.
In this webinar, Andrew Bartels (Vice President and Principal Analyst, Forrester) and Ajay Agrawal (Co-founder & CEO, SirionLabs) explains how to get beyond the traditional contract lifecycle management tools in today’s modern world. Using real-world use-cases, industry frameworks, and best practices, this webinar will touch on everything from what advanced contract management looks like to specific success factors that will help you make smarter business decisions.
Key Learnings:
1) Key phases in the evolution of contract management technology
2) Strengths and gaps in traditional contract management technology
3) How to identify the right contract management system for your organization’s needs
Hosted by TechSoup Connect BC on June 7, 2022.
https://events.techsoup.org/e/m6r8cn/
Every charity wants to do as much as possible with the funds that they have. However, the pressures of the last two years have accentuated this need even further. One way to make your donors’ dollars go further is to be smarter at managing your third-party suppliers.
Learn how to create effective and easy-to-follow procurement processes, with simple tips and examples for every nonprofit. Our expert presenter will cover:
Finding the best value
Sourcing and contract management
Supplier and savings management
Hiring compliant suppliers who share your values
The document discusses key legal issues an association should consider for major repair projects, including:
- Defining the scope, schedule, budget, and risk allocation in the construction contract
- Establishing clear communication protocols among all project parties
- Implementing a phased approach and prioritization to spread out costs
- Planning for potential relocation needs during construction
- Establishing change order procedures to manage scope and cost changes
- Requiring proper supervision of contractor work by on-site managers
- Implementing payment controls like lien releases and joint checks to protect against liens
The document discusses effective contract management and administration. It defines contract management as all activities that occur during the contracting process, while contract administration refers to managing contract compliance after award. Key aspects of effective administration include establishing clear expectations, anticipating and resolving disputes, and ensuring compensation for deliverables. The contract manager serves as the focal point, protects financial interests, and ensures all contractual requirements are fulfilled. An important task is developing a contract administration plan that identifies milestones, reports, and responsibilities. Monitoring performance against the contract and managing any changes or disputes are also important responsibilities of contract administration.
The document provides an introduction to commercial contracting, covering key topics such as the basics of contracts, elements of a contract, pre-contract activities for buyers and sellers, contract formation, administration and management. It discusses important aspects like identifying needs, evaluating requirements, negotiating terms, ensuring obligations are met, and resolving disputes. The document aims to help buyers and sellers understand the contracting process and best practices for successful commercial agreements.
The document provides an introduction to commercial contracting, covering key topics such as the basics of contracts, elements of a contract, pre-contract activities for buyers and sellers, contract formation, administration and management. It discusses important aspects like identifying needs, evaluating requirements, negotiating terms, ensuring obligations are met, and resolving disputes. The document aims to help buyers and sellers understand the contracting process and best practices for successful commercial agreements.
Change Board Member (CBM) is a platform that provides tools to efficiently change board members across multiple jurisdictions. It offers checklists, timelines, and overviews of the legal requirements in different countries. This streamlines an otherwise complicated process involving numerous counsel and rules. As a CBM Partner, law firms can access new clients through marketing on the platform. It signals that the firm provides value and keeps costs low. CBM benefits clients by reducing costs and complexity, and ensuring new board members are in place for M&A closing dates.
This document discusses key legal issues that homeowners associations should consider when undertaking major repair projects. It recommends:
1) Having a well-drafted contract that defines the scope of work, allocates risks, and outlines procedures for potential issues like change orders or delays.
2) Establishing clear communication protocols between all project parties to facilitate decision making and reduce disputes.
3) Implementing a payment control process, including use of lien releases and joint checks, to protect against mechanics liens from unpaid contractors.
Proper planning, risk allocation, communication, and payment oversight can help associations successfully complete repairs while managing legal risks.
How should a housing co-operative choose their service provider or contractor? Workshop by Tom Hopkins at the Co-operation in Housing conference, Cardiff, July 2015
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
1. Contract management involves managing a contract throughout its life to ensure both parties meet their obligations and objectives. It aims to achieve value for money through optimizing efficiency, effectiveness and economy while balancing costs and risks.
2. Key aspects of contract management include agreed service levels, pricing, incentives, communication procedures, and an exit strategy. The lifecycle begins with setting objectives, identifying needs, acquiring services, and transitioning to contract management with ongoing analysis of needs.
3. Different types of contracts require varying levels of management. Routine contracts are low value and low risk while strategic contracts are high value, complex, and high risk, requiring formal risk assessment and management.
This document provides information about a group assignment for a professional practice course. The group members are listed. The project involves developing a 20-storey condominium in Kuala Lumpur to address the effects of the Malaysian economic downturn on property developers. Various construction procurement methods are discussed, including traditional procurement, management contracting, design-build, and cost reimbursement contracts. The advantages and disadvantages of each method are analyzed. Management contracting using a cost plus fixed fee contract is recommended to control costs while maintaining quality for the condominium project.
This document discusses trends and issues related to ecotourism and sustainable tourism. It provides an overview of key concepts like ecotourism, definitions from organizations like TIES, and consumer behavior trends showing growing interest in green travel. Challenges are outlined, such as the lack of consistent data. Global and local events are highlighted that bring together students and professionals in this field. Guidelines for voluntourism are also mentioned.
More Related Content
Similar to Waste Contracts Administration and Performance Monitoring
The document discusses the structure of multi-year IT services contracts. It recommends a hierarchical structure with a master agreement at the top level to provide stability over the contract term. Attachments and schedules would provide details on governance, change management, service delivery, standard terms, rate cards, line cards, order forms, and deliverables. The master agreement aims to remain largely unchanged for 5-10 years, while lower levels have more flexibility to change regularly to adapt to evolving needs and technologies. This structure balances the need for stability in key commitments with the ability to manage ongoing changes.
This manual provides guidance on best practices for contract and relationship management. It covers the entire engagement process between the customer and contractor to ensure contracts continue delivering value.
The manual discusses getting started with effective contract management, including laying foundations and assigning resources. It also covers managing performance through frameworks and incentives, as well as managing the relationship through communication and problem solving. Additional sections address managing the contract itself, seeking improvements, and managing change.
The guidance is intended to help practitioners in local government optimize contractual performance and fulfill intended benefits through sustainable service delivery and compliance. It provides practical, step-by-step instructions supported by case studies.
CREDICON CONSULTING LLP provides multi-disciplinary consulting services to engineering and construction industries, including contract management, dispute resolution, expert witness services, arbitration, litigation, scheduling, and cost engineering. They offer pre-contract consultancy, tender evaluation, risk analysis, cost management, and project change control. With over 70 associates in 40 locations, they bring industry expertise and legal capabilities to complex, high-stakes disputes. Their clientele includes many public and private sector organizations in infrastructure. They provide contract audit services to help contractors manage risks, measure work, develop billing procedures, analyze delays, audit quantities and rates for variations, and maintain contemporary records for claims and disputes.
This document provides guidance on contract management. It discusses the benefits of effective contract management for both buyers and suppliers, including ensuring service users receive high quality service. Contract management has three elements: service delivery management, relationship management, and contract administration. Service delivery management focuses on delivering the specified service to the required standard and quality. Relationship management keeps the relationship open, constructive and problem-focused. Contract administration governs the formal aspects of the contract including documentation and changes. The document advises addressing the service specification in tenders, not starting delivery until the signed contract clarifies all aspects, appointing contract managers, using contract management meetings, and maintaining thorough documentation. Effective contract management can lead to contract extensions and improved trust and reputation.
The document discusses contracting best practices for large, complex IT projects undertaken by state governments. It outlines both "not so good" practices like rushed procurement processes and sole source contracts, as well as "smart" practices and best practices. These include establishing clear deliverables and milestones, payment schedules correlated to vendor costs, dedicated contract managers, and change control processes. The presentation provides guidance for setting up contracts that balance project needs with financial compliance in complex government IT projects.
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
SirionLabs Webinar Featuring Forrester - Why Modern Contract Management is a ...SirionLabs
Enterprise procurement has undergone a significant shift over the past two decades with services emerging ahead of goods and commodities as the predominant spend category and contracts becoming more complex and dynamic.
Built initially in the late 20th century, traditional contract management technology has failed to keep pace. Thus, businesses have not seen the desired impact on their contractual relationships despite investing millions of dollars.
In this webinar, Andrew Bartels (Vice President and Principal Analyst, Forrester) and Ajay Agrawal (Co-founder & CEO, SirionLabs) explains how to get beyond the traditional contract lifecycle management tools in today’s modern world. Using real-world use-cases, industry frameworks, and best practices, this webinar will touch on everything from what advanced contract management looks like to specific success factors that will help you make smarter business decisions.
Key Learnings:
1) Key phases in the evolution of contract management technology
2) Strengths and gaps in traditional contract management technology
3) How to identify the right contract management system for your organization’s needs
Hosted by TechSoup Connect BC on June 7, 2022.
https://events.techsoup.org/e/m6r8cn/
Every charity wants to do as much as possible with the funds that they have. However, the pressures of the last two years have accentuated this need even further. One way to make your donors’ dollars go further is to be smarter at managing your third-party suppliers.
Learn how to create effective and easy-to-follow procurement processes, with simple tips and examples for every nonprofit. Our expert presenter will cover:
Finding the best value
Sourcing and contract management
Supplier and savings management
Hiring compliant suppliers who share your values
The document discusses key legal issues an association should consider for major repair projects, including:
- Defining the scope, schedule, budget, and risk allocation in the construction contract
- Establishing clear communication protocols among all project parties
- Implementing a phased approach and prioritization to spread out costs
- Planning for potential relocation needs during construction
- Establishing change order procedures to manage scope and cost changes
- Requiring proper supervision of contractor work by on-site managers
- Implementing payment controls like lien releases and joint checks to protect against liens
The document discusses effective contract management and administration. It defines contract management as all activities that occur during the contracting process, while contract administration refers to managing contract compliance after award. Key aspects of effective administration include establishing clear expectations, anticipating and resolving disputes, and ensuring compensation for deliverables. The contract manager serves as the focal point, protects financial interests, and ensures all contractual requirements are fulfilled. An important task is developing a contract administration plan that identifies milestones, reports, and responsibilities. Monitoring performance against the contract and managing any changes or disputes are also important responsibilities of contract administration.
The document provides an introduction to commercial contracting, covering key topics such as the basics of contracts, elements of a contract, pre-contract activities for buyers and sellers, contract formation, administration and management. It discusses important aspects like identifying needs, evaluating requirements, negotiating terms, ensuring obligations are met, and resolving disputes. The document aims to help buyers and sellers understand the contracting process and best practices for successful commercial agreements.
The document provides an introduction to commercial contracting, covering key topics such as the basics of contracts, elements of a contract, pre-contract activities for buyers and sellers, contract formation, administration and management. It discusses important aspects like identifying needs, evaluating requirements, negotiating terms, ensuring obligations are met, and resolving disputes. The document aims to help buyers and sellers understand the contracting process and best practices for successful commercial agreements.
Change Board Member (CBM) is a platform that provides tools to efficiently change board members across multiple jurisdictions. It offers checklists, timelines, and overviews of the legal requirements in different countries. This streamlines an otherwise complicated process involving numerous counsel and rules. As a CBM Partner, law firms can access new clients through marketing on the platform. It signals that the firm provides value and keeps costs low. CBM benefits clients by reducing costs and complexity, and ensuring new board members are in place for M&A closing dates.
This document discusses key legal issues that homeowners associations should consider when undertaking major repair projects. It recommends:
1) Having a well-drafted contract that defines the scope of work, allocates risks, and outlines procedures for potential issues like change orders or delays.
2) Establishing clear communication protocols between all project parties to facilitate decision making and reduce disputes.
3) Implementing a payment control process, including use of lien releases and joint checks, to protect against mechanics liens from unpaid contractors.
Proper planning, risk allocation, communication, and payment oversight can help associations successfully complete repairs while managing legal risks.
How should a housing co-operative choose their service provider or contractor? Workshop by Tom Hopkins at the Co-operation in Housing conference, Cardiff, July 2015
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
1. Contract management involves managing a contract throughout its life to ensure both parties meet their obligations and objectives. It aims to achieve value for money through optimizing efficiency, effectiveness and economy while balancing costs and risks.
2. Key aspects of contract management include agreed service levels, pricing, incentives, communication procedures, and an exit strategy. The lifecycle begins with setting objectives, identifying needs, acquiring services, and transitioning to contract management with ongoing analysis of needs.
3. Different types of contracts require varying levels of management. Routine contracts are low value and low risk while strategic contracts are high value, complex, and high risk, requiring formal risk assessment and management.
This document provides information about a group assignment for a professional practice course. The group members are listed. The project involves developing a 20-storey condominium in Kuala Lumpur to address the effects of the Malaysian economic downturn on property developers. Various construction procurement methods are discussed, including traditional procurement, management contracting, design-build, and cost reimbursement contracts. The advantages and disadvantages of each method are analyzed. Management contracting using a cost plus fixed fee contract is recommended to control costs while maintaining quality for the condominium project.
Similar to Waste Contracts Administration and Performance Monitoring (20)
This document discusses trends and issues related to ecotourism and sustainable tourism. It provides an overview of key concepts like ecotourism, definitions from organizations like TIES, and consumer behavior trends showing growing interest in green travel. Challenges are outlined, such as the lack of consistent data. Global and local events are highlighted that bring together students and professionals in this field. Guidelines for voluntourism are also mentioned.
This document summarizes the key stakes of sustainable tourism and actions taken by French Chambers of Commerce and Industry (CCIs). It discusses that tourism is a growing sector that has strong economic impacts but also contributes to environmental issues. It provides examples of French and international tools to promote sustainable tourism, such as regulations, certification programs, and initiatives by groups like the World Tourism Organization. Finally, it outlines the main actions taken by French CCIs to support sustainable tourism businesses through advising, training, quality programs, and promoting sustainable practices.
This document summarizes discussions from the Les Assises du Tourisme conference on sustainable tourism development. It addresses topics like urban planning, quality standards, handicrafts, food safety, cultural heritage, and guidelines. For urban planning, it notes issues like overdevelopment of coastal areas and lack of coordination between sectors. For quality standards, it discusses efforts to develop a sustainability standard and seek international recognition. Recommendations emphasize implementing standards and certifying major projects. The document outlines challenges and recommendations for various sectors to integrate sustainability.
The document summarizes Korea's policies and efforts towards sustainable tourism and green growth. It discusses Korea establishing a green growth strategy in 2008 and enacting laws to support this. Key points include:
- Korea's 5-year green growth plan outlines strategies to reduce emissions, develop green technologies, and improve quality of life.
- Tourism has contributed significantly to GDP and employment. Korea aims to increase international tourists to 16 million by 2017.
- Korea is implementing the 10YFP on SCP through sustainable lifestyles programs, public procurement, and ecotourism initiatives like developing cultural roads and bike trails.
- Future tasks involve collaborating with UNEP on 10YFP and improving sustainable management, awareness,
The Food Recycling Law was established in Japan in 2001 to reduce food waste and promote recycling. It requires food industries like manufacturers, wholesalers, retailers, and restaurants to reduce production waste and recycle food waste into feed and fertilizer. While the recycling rate has increased under this law, the amount of food waste produced remains high at 17 million tons annually. Amendments in 2007 set recycling goals for different industries and require large food producers to report waste amounts and recycling activities annually. The overall aim continues to be reducing and recycling more of Japan's significant food waste.
This document discusses converting biogas from organic waste digesters into compressed natural gas (CNG) vehicle fuel. It notes that biogas to CNG provides opportunities for smaller facilities not previously seen as financially viable. A BioCNG system is described that can economically produce biogas-based CNG at small scales. CNG has significant cost savings over gasoline and diesel, and projects in various locations that have successfully converted fleets to run on biogas-produced CNG are highlighted.
The document discusses opportunities for converting biogas into renewable natural gas (RNG) or bio-CNG through cost-effective systems. Small to large wastewater treatment plants, landfills, and organics digesters can now afford to install biogas upgrading systems due to lower capital costs and financing opportunities. Producing bio-CNG from wasted biogas can provide fuel for vehicles at a cost savings compared to diesel and gasoline. Systems can produce bio-CNG for $1.50 per gallon or less thanks to renewable fuel credits. New York offers incentives for alternative fuel vehicles and infrastructure to encourage bio-CNG adoption.
This document summarizes a biogas project in the Bhintbudrak village in India. It describes the installation of two 170 cubic meter biogas plants by Gram Vikas Trust that generate biogas from cattle dung. The biogas is purified and distributed to 121 homes through pipelines. The leftover slurry is converted into vermicompost fertilizer. The project aims to provide rural communities with clean energy for cooking while reducing environmental pollution from burning firewood.
This document discusses three key challenges for e-commerce packaging: ensuring packaging withstands the product journey, developing sustainable packaging initiatives, and delighting shoppers during unboxing. It introduces two innovative packaging solutions - DISCS packaging that protects against drops and impacts, and Made2fit technology that creates custom sized packaging. The document concludes that e-commerce will evolve to focus on omnichannel experiences and that packaging companies must prepare for this future of seamless online and in-store shopping.
This document discusses education for a circular economy. It provides an overview of Philips' efforts to drive circular thinking through generating proof points, thought leadership, internal engagement, and embedding circular principles in its processes. Philips aims to preserve value from hardware by keeping products in use longer through services and maximizing recycling. The document outlines skills needed for a circular economy like design for disassembly and collaborative business models, and provides examples of Philips' circular economy initiatives like refurbishing medical equipment and using recycled plastics in new products.
This document discusses moving towards a circular economy for plastics. It outlines the current challenges with different types of plastic packaging, including flexible films and laminated plastics which have poor recycling infrastructure. For rigid bottles and containers, it notes there is infrastructure but no incentives for brands to use recycled content. It proposes solutions like advanced sorting technology, harmonized collection, and incentives to increase recycling rates and use of recycled materials. Overall the document advocates for systems changes, new business models, improved reverse logistics, and designing packaging for circularity.
Becoming a conscious company means operating your business in a socially and environmentally responsible way. It involves considering the needs of all stakeholders, including employees, customers and the community. A conscious company strives to make decisions that create value for everyone, not just shareholders.
The document summarizes the activities, challenges, and future plans of Bhutan's Low Carbon Tourism Project. It discusses establishing an environmental information system, conducting capacity building trainings, developing low carbon tourism products, and promoting sustainable practices. Key challenges include data collection, industry commitment, and ensuring activities continue after the project. The project aims to reduce tourism's environmental impact and increase benefits for rural communities through establishing partnerships and mainstreaming low carbon strategies.
12-13 May 2016 - India's Policy Dialogue
International Workshop on Extended Producer Responsibility in India: Opportunities, Challenges and Lessons from International Experience, New Delhi, India.
12-13 May 2016 - India's Policy Dialogue
International Workshop on Extended Producer Responsibility in India: Opportunities, Challenges and Lessons from International Experience, New Delhi, India.
12-13 May 2016 - India's Policy Dialogue
International Workshop on Extended Producer Responsibility in India: Opportunities, Challenges and Lessons from International Experience, New Delhi, India.
GFW Office Hours: How to Use Planet Imagery on Global Forest Watch_June 11, 2024Global Forest Watch
Earlier this year, we hosted a webinar on Deforestation Exposed: Using High Resolution Satellite Imagery to Investigate Forest Clearing.
If you missed this webinar or have any questions about Norway’s International Climate & Forests Initiative (NICFI) Satellite Data Program and Planet’s high-resolution mosaics, please join our expert-led office hours for an overview of how to use Planet’s satellite imagery on GFW, including how to access and analyze the data.
Classification of Clove sizes as planting material to the bulb yield of Garli...Open Access Research Paper
Garlic is one of the highly valued crops in the Philippines. However, low production yield is the main constraint, specifically in the native varieties that could not satisfy the demand. Among the limiting factors are the use of unsuitable clove size as planting materials. The results revealed that clove sizes significantly influenced the growth of garlic. Large clove size and extra-large clove size obtained average plant vigor with ratings of 5.83 and 6.33, respectively. Significant differences were also found in both fresh and dry bulb weights, with the largest clove size yielding the heaviest weights at 19.36g and 16.67g, respectively. Moreover, large and extra-large clove sizes produced the highest number of cloves per bulb with an average of 19.87 and 19.33 respectively. However, no significant differences were observed in yield per plant and yield per hectare. Consequently, large clove sizes employed as planting material increased the vigor, bulb weights, and the number of cloves with no significant effect on the yield. The study showed that planting large clove sizes (2.0-2.50g) is more promising as planting materials of native varieties like Ilocos white.
Exploring low emissions development opportunities in food systemsCIFOR-ICRAF
Presented by Christopher Martius (CIFOR-ICRAF) at "Side event 60th sessions of the UNFCCC Subsidiary Bodies - Sustainable Bites: Innovating Low Emission Food Systems One Country at a Time" on 13 June 2024
2. ➢ Collections/Recycling & Organics Processing/Haulage etc.
➢ Often the largest contracts local councils enter into
➢ Significant resources and costs
➢ Usually for a medium to long term (5-15 years)
➢ Reflection of Council to the Community
➢ Usually the contract follows a competitive tender process
➢ These contracts are essential to supporting the waste industry
and their proper administration is important to all stakeholders
4. • The longest period in the contract lifecycle with :
❖ Contract establishment
❖ Contract administration
❖ Establishing roles and responsibilities
❖ Managing relationships
❖ Managing performance
❖ Negotiating contract variations
❖ Managing contract disputes
❖ Ethical business conduct
❖ Contract completion and setting up for the next tender process
5. • Long Term/Significant Costs
• Many responsibilities need to be monitored to ensure that the
community is receiving the services/outcomes that they are paying
for.
• To ensure the administration of the Contract is in accordance with the
specifications and conditions:
• For example: .
• That all services are being delivered .
• That buildings and other infrastructure are complying not only with planning
requirements but also in accordance with the contract specs
• That Rise and Fall and other claims are accurate and verified .
• That risks to Council are monitored and appropriately managed
6. Probity
Legislative & Audit Compliance
Risk Management
Value for Money
Occupational Health & Safety
Council & Community Objectives
Contractor Relationship
7. • Face to Face daily/ weekly/monthly meetings
• Regular email correspondence inc. updates, reports etc
• Phone contact, with managers and drivers
• Written correspondence
• Live web tracking of vehicles
• Live complaints tracking
• It is critical that regular structured meetings occur during the
contract management period
8. • Procurement processes have improved
• Councils are beginning to apply ‘value for money’ principles
• Probity is well understood by most
• Knowledge about the market is improving
• Councils are allowing more time for planning processes
• Overall processes are fair and transparent
• But….
• Once contracts are signed there is often inconsistent consistent
contract management and performance monitoring
9. Little or no contract management results in:
• Contractor
• Uncertainty on Council priorities
• Less accountability
• Lack of clear communication/instruction
• Council
• Can’t track contractor performance
• Risk to relationship with contractor
• Exposed to risks
• Poor contract performance
• Poor value for money
• Poor understanding of their own services
10. • Performance measurement in recent waste contracts
• Drafted into ‘Conditions of Contract’ so Councils can manage
• Performance
• Service Levels
• Auditing
• Key Performance Indicators
• Failure to satisfy KPI’s
11. • Improved Contract Management is needed
• We spoke about this at Waste 2014
• We concluded that a system must be:
• Easy to use
• Assist parties to conform to their obligations under the contract
• Several Contract Management Plan documents developed
• We realised that a better system was needed to assist the
parties with contract management
• Developed the Contract Administration Management System
(CAMS) for the waste industry
12. • Developed specifically for waste management contracts
• Designed initially for local government waste contracts
• Is a cloud-based purpose built software program
• Received NSW Minimum Viable Product (MVP) grant
• Being trialled currently in a NSW metropolitan Council
• Seek feedback from Contractors and Councils
• Rollout anticipated in late 2017
13.
14.
15.
16.
17.
18.
19.
20.
21.
22. • CAMS will assist both contractor and councils.
• The system will generate correspondence, templates and
performance monitoring tools that reflect the actual
specifications of Council’s individual contract.
• The system will allow for better record keeping so will improve
accountability/auditing.
• The system will help to ensure that the risks are mitigated and
that relationships are easier to establish and maintain.
• It will keep trust in the contract relationship
• CAMs will be customised so that each council contract is
accurately managed.