A Unique Challenge Sample Clauses

A Unique Challenge. Pennine Lancashire has a proud history and was at the forefront of the industrial revolution, specialising in the textile industries, an area characterised by innovative and hard working people. Recent times haven’t been kind, increased investment in the major cities has had an adverse affect on Pennine Lancashire, exacerbating wealth inequalities resulting in increased polarisation; a glaring example of the failings of adopting a ‘trickle down’ policy. Our vision for Pennine Lancashire is, “to provide a confident, dynamic and growing economy, characterised by a thriving higher value business base, supported by a responsive education and training system. Attracting increased investment through the successful delivery of transformational projects and increasing prosperity for all. An area with fast and reliable transport links to employment opportunities and a revitalised and diverse housing market.” The challenges we face are xxxxx; the economy is over reliant on a declining manufacturing base with very limited high value service sector employment. Pennine Lancashire is characterised by high levels of benefit dependency and concentrations of worklessness, as well as underperformance on higher-level skills particularly among younger age groups. Wage levels lag well behind both regional and national levels. As a result a per capita productivity gap of over a £1 billion exists with the rest of the North West. Population is growing but at a much slower rate than our neighbours, and in terms of net population flows the area has experienced a net outflow of people, suggesting low-level job opportunities and a ‘quality of place’ that can neither attract new people nor retain the existing population. And although property prices have increased faster than regional and national averages there are still significant concentrations of very low value properties and a dearth of higher end executive houses. (EKOS, 2007) Transport connectivity both within Pennine Lancashire and the 2wider City Region, as well as neighbouring City Regions, is inadequate and is a significant barrier to economic growth and prosperity. Indeed, just 2.6% and 3.6% of resident employees in Burnley and Blackburn respectively commute to Manchester (Centre for Cities, 2008). As a result the Index of Multiple Deprivation (2007), not only highlighted that parts of Pennine Lancashire are among some of the most deprived nationally, but that the situation is worsening relative to other areas. The area h...
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Related to A Unique Challenge

  • Challenge If Executive violates or challenges the enforceability of any provisions of the Restrictive Covenants or this Release, no further payments, rights or benefits under Section 5 of the Agreement will be due to Executive (except where such provision would be prohibited by applicable law, rule or regulation).

  • Complaints and Feedback 15.3.1 The primary responsibility for receiving feedback and investigating complaints promptly and thoroughly in respect of the Services will rest with the Provider. The Provider will have procedures in place including but not limited to a complaints framework, which are acceptable to the Department, to gather and act upon feedback and complaints from Learners and/or their representatives and employers and the wider community. The Provider must also keep a log of the complaints received which will be accessible to the Department upon request.

  • Challenges The Experts may be challenged by either Party if circumstances exist that give rise to justifiable doubts as to any of their impartiality or independence. In such circumstances the challenge shall be brought by written notice to the ICC copied to the other Party within fourteen (14) calendar days of the appointment of the relevant Expert or within fourteen (14) calendar days of the challenging Party becoming aware of the circumstances giving rise to the challenge. Unless the challenged Expert withdraws. or whichever of the Parties that has not brought the challenge agrees to the challenge, within fourteen (14) calendar days of the challenge, the ICC shall decide the challenge and, if appropriate, shall appoint a replacement Expert in accordance with the criteria set out herein.

  • Infringement Controlled Affiliate shall promptly notify Plan and Plan shall promptly notify BCBSA of any suspected acts of infringement, unfair competition or passing off that may occur in relation to the Licensed Marks and Name. Controlled Affiliate shall not be entitled to require Plan or BCBSA to take any actions or institute any proceedings to prevent infringement, unfair competition or passing off by third parties. Controlled Affiliate agrees to render to Plan and BCBSA, without charge, all reasonable assistance in connection with any matter pertaining to the protection of the Licensed Marks and Name by BCBSA.

  • Nullity If any provision in the Sales Conditions is or becomes null and void, then the provision shall be complied with as much as possible. In this event, the other provisions in the Sales Conditions shall remain in effect and the parties shall replace an invalid or unenforceable provision by one or more new provisions that are in essence as similar as possible to the original one.

  • No Infringement To the best of the Company's knowledge, the Company has not violated or infringed and is not currently violating or infringing, and the Company has not received any communications alleging that the Company (or any of its employees or consultants) has violated or infringed, any Intellectual Property of any other person or entity, to the extent that any such violation or infringement, either individually or together with all other such violations and infringements, would have a Material Adverse Effect.

  • Professional Development; Adverse Consequences of School Exclusion; Student Behavior The Board President or Superintendent, or their designees, will make reasonable efforts to provide ongoing professional development to Board members about the adverse consequences of school exclusion and justice-system involvement, effective classroom management strategies, culturally responsive discipline, appropriate and available supportive services for the promotion of student attendance and engagement, and developmentally appropriate disciplinary methods that promote positive and healthy school climates, i.e., Senate Bill 100 training topics. Board Self-Evaluation The Board will conduct periodic self-evaluations with the goal of continuous improvement. New Board Member Orientation The orientation process for newly elected or appointed Board members includes:

  • Route of Haul PURCHASER shall furnish to STATE, at the time of making request for scaling approval, a map showing the scaling location and the precise route which shall be used to haul logs from the timber sale area to the scaling location. Such route shall be the most direct haul route between the two points, unless another route is approved by STATE. The route of haul may be changed only with advance notice to and approval by STATE. Upon loading at the timber sale area, a log load shall be directly hauled to an approved scaling location, if required to be scaled. Log loads shall not be stored for late delivery without written approval from STATE.

  • Non-Grievability No dispute over a claim for any benefits extended by this Health and Welfare Fund shall be subject to the grievance procedure.

  • Right to Grieve Disciplinary Action Employees shall have the right to grieve written censures or warnings, and adverse employee appraisals. Employees shall have the right to rebut in writing any disciplinary notice and that rebuttal will be placed in the employee file, but will not be part of the formal disciplinary record. Should an employee dispute any such entry in his/her file, he/she shall be entitled to recourse through the Grievance Procedure and the eventual resolution thereof shall become part of his/her personal record.

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